When your organization embraces organizational project management, you’re embracing a critical driver for business success. Instead of executing projects randomly, you’re improving your processes and tying projects to your business strategy and needs. You’re making sure that your company focuses on projects and programs that support your organization’s goals. And when you do, you get better performance, better results, and a sustainable competitive advantage in the marketplace. PMI’s Organizational Project Management Maturity Model (OPM3®) is the most advanced mechanism for helping companies achieve these goals and we’ll discuss what it is and what it means for you and your organization.
2. PMI RESEARCH
P
Antecedents and Consequences of User Coproduction
in Information System Development Projects
Digital Boundary Objects as Negotiation Facilitators:
Spanning Boundaries in Virtual Engineering Project
Networks
2
11. PMI RESEARCH
P
88%
Although nearly 90 percent of executives say
implementing projects to deliver strategic
results is essential or very important…
61%
…61 percent say they struggle to close the
gap between strategy formulation and project
implementation.
44%
Nearly half of all strategic initiatives
did NOT succeed in the last 3 years.
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12. DEFINING SUCCESS
P
The classic project
paradigm of success:
• Stays within original
scope of the design
• Completed on time
• Completed on budget
Gartner Research
12
13. DEFINING SUCCESS
P
The classic project
paradigm of success:
• Stays within original
scope of the design (9%)
• Completed on time (12%)
• Completed on budget (19%)
Gartner Research
13
21. WHAT IS OPM3®?
Organizational Project Management Maturity
Model – OPM3
• Provides a way for organizations to measure themselves
against best in class practices of managing Projects,
Programs, and Portfolios.
• Shows the maturity of organizations in implementing OPM to
achieve their organizational objectives.
• Highlights needed areas of improvement for organizations to
help them achieve better business results.
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23. OPM VALUE CHAIN
Strategy
• Expression of mission and vision
• Orientation to market and competition
• Direction (change) for development and growth
• Definition of performance and measures of success
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29. OPM3® OVERVIEW
Portfolio Management
ASSESSMENT
Program Management
Project Management
Organizational Enablers
Standardize
Measure
By Domain(s)
By Improvement Stage(s)
By Business Outcome(s)
Control
Continuously
Improve
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30. OPM3® OVERVIEW
P
DOMAINS AND ENABLERS
PROJECT MANAGEMENT
47 process activities across 10 knowledge areas and
5 process groups
PROGRAM MANAGEMENT
36 process activities across 9 knowledge areas and
3 process phases
PORTFOLIO MANAGEMENT
16 process activities across 5 knowledge areas and
3 process groups
ORGANIZATIONAL ENABLERS
18 distinct enabler groups
4 categories
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44. OPM3® VALUE
More mature organizations enjoy:
• increased throughput in their portfolio pipeline,
• earlier time-to-market,
• increased customer satisfaction,
• higher quality outputs,
• improved employee morale,
• budget and schedule adherence, and
• significant other improvements to capabilities and outcomes.
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45. OPM3® ASSESSMENT
Baseline current
environment and
document issues
through
interviews,
surveys, and
artifact reviews
Map current
situation with the
maturity model
and industry best
practices to
identify gaps
Compile and
document project
management
maturity
assessment
findings
Document and
prioritize
recommendations
for improvements
OPTIONS
Level of rigor of the assessment
Organizational elements to be assessed
Deliverables to be produced
Use of surveys and/or focus groups
45
46. OPM3® OUTCOMES
Based on your value strategy
for your target market as the
means to achieve
better performance,
better results, and a
sustainable competitive
advantage for your company.
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48. WHY SHOULD I BE
INTERESTED IN OPM3®?
Business Realities
Demands Organizational Agility
> Global competition
> Increased demand for transparency
< Tighter budgets
< Smaller staff
< Less growth
^ Better change management
^ More virtual work
^ Global know-how
^ Innovative thinking
Demands Ever-Increasing
Project Manager Competency
Demands Project Maturity
* Team motivation skills
* Negotiation skills
* Communication skills
* Financial skills
* Risk management skills
+ Better alignment of projects and
business strategy
+ Enterprise-wide standardized PM
+ Support practitioner development
+ Project metrics
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49. WHO SHOULD BE
INTERESTED IN OPM3®?
• Provides the organization a disciplined and systematic means
of delivering its strategy
• Delivers critical data to manage the business
• Provides a design model to build and mature a PMO
• Method to understand your organization's
implementation of organizational project management
• Elevates the value of the PMO
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50. WHO SHOULD BE
INTERESTED IN OPM3®?
• Knowledge that your project is important to the organization
• Knowledge that the organization values your contribution
• Focus on what really matters the most
• Better visibility to achievements
• More focus on getting work done; less focus on documentation
• Creates a mechanism to assess capability of
organizations
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51. HOW DO I GET STARTED?
• Professional Services
• Community of Practice
• Certification Training
• Standards Benchmark
SM
51
52. “The future is already here;
it is just unevenly distributed.”
William Gibson
54. WHO WE ARE
BOUTIQUE CONSULTANCY
Maturity Assessment Services
tony.appleby@tpscg.com
Project Management Services
www.projectstrategy.com
+1 800 452 7814
PMI and the PMI logo are registered marks of the Project Management Institute, Inc.
Certified Assessors
Minimum 20 Years Experience
54
55. WHAT WE DO
ASSESSMENT SERVICES
PROJECT MANAGEMENT SERVICES
OPM3®
Success Measurement
Business Processes
Project Remediation / IV&V
Organizational Change
PMO Implementation / Reengineering
Business Development
Benefits Realization
Corporate Governance
Mergers & Acquisitions Assistance
Practitioner Competency
Coaching and Mentoring
Roadmaps for Improvement
One of Eight “True” OPM3® RCPs
Robust Toolkits
Access to Advanced Research
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56. HOW WE DO IT
DELIVERABLES DRIVEN
Deliverables-based fixed cost pricing structure for assessments
Insourcing: Continuous stakeholder involvement and knowledge transfer
Trusted advisor / trusted partner focus
Industry-recognized and robust practices, models, and research
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57. VALUE TO CLIENTS
DELIVERABLES DRIVEN
Low cost, high impact engagements
Rapid, tangible results
Focus is on adding value and ensuring success
“Added features”
Trusted advisor / trusted partner
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