university of minho david silva anabela tereso gabriela...

University of Minho

David SilvaAnabela TeresoGabriela FernandesIsabel Loureiro

AmbithusJosé Ângelo Pinto

Maturity

WorldCist’15

Figure 1: Increasing maturity.M

atu

rity

2

OPM3®

Figure 2: OPM3® third edition.

WorldCist’153

OPM3®

Figure 3: OPM3® Domains.

• Domains

WorldCist’154

• OPM3® Best Practices

OPM3®

Standardize Measure Control Improve

Organizational

Enablers

WorldCist’155

Figure 4: Relations between Best Practices, Capabilities and Outcomes.

OPM3®• OPM3® Construct

WorldCist’156

Figure 5: OPM3® Construct (Example).

OPM3®Best Practice:2630 Improve

Develop Project Charter Process

Capability:Conduct Develop Project Charter

Process Root Cause Analysis

Capability:Implement

Improvements to the Develop Project

Charter Process

Capability:Sustain Develop Project Charter

Process Improvement

Outcome: Develop Project Charter Process

Root Causes Identified

Outcome: Develop Project Charter Process Improvements Implemented

Outcome:Sustainable

Develop Project Charter Process Improvement

WorldCist’157

OPM3® Portugal Project

- Started in 2011 and closed in December 2014;

- Financed by European Union research founding;

- Designed and led by Ambithus;

- Partners of the scientific and technological system,

including Portuguese Universities;

- Intended to carry out an analysis of the sectorial

results.

WorldCist’158

1. Prepare for Assessment;

Figure 6: OPM3® Cycle.

OPM3® Portugal Project• How is OPM3® applied in organizations?

2. Perform Assessment;

3. Plan for Improvements;

4. Implement Improvements;

5. Repeat the Process.

WorldCist’159

- Assessment of the current state of project, program

and portfolio management of the organization;

- Construction and validation of organizational

improvement plans that may be adopted by

organizations;

- Sectorial results will be used as a benchmark.

OPM3® Portugal Project• Benefits for Organizations

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Results Analysis

- 18 IST organizations results are the focus of the

paper;

- Organizations distributed throughout the

country;

- 45% Medium, 33% Small, 22% Large.

WorldCist’1511

WorldCist’1512

WorldCist’1513

WorldCist’1514

WorldCist’1515

WorldCist’1516

WorldCist’1517

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Project Management Processes Large Medium Small

Create Work Breakdown Structure

Large +

Medium +

Small - -

Develop Schedule

Large +

Medium +

Small - -

Direct and Manage Project Execution

Large + +

Medium -

Small -

Perform Integrated Change Control

Large + +

Medium -

Small -

Control Schedule

Large +

Medium +

Small - -

Control Costs

Large +

Medium +

Small - -

Report Performance

Large + +

Medium - +

Small - -

Portfolio Management Processes Large Medium Small

Categorize Components

Large + +

Medium -

Small -

Communicate Portfolio Adjustment

Large + +

Medium -

Small -

Organizational Enablers Areas Large Medium Small

Organizational Project Management Policy &

Vision

Large +

Medium

Small -

Strategic Alignment

Large +

Medium

Small -

Organizational Structures

Large +

Medium +

Small - -

Competency Management

Large +

Medium

Small -

Organizational Project Management

Methodology

Large +

Medium

Small -

18

Conclusions

- Large IST organizations stand out from Medium and Small

organizations, since they globally presented the best results.

- Large IST organizations present positive differences for

Small organizations in 7 PM and 2 Portfolio Management

processes, and 5 OE areas;

- Large IST organizations present positive differences for

Medium organizations in 3 PM and 2 Portfolio Management

processes.WorldCist’1519

Future Work

- Use a larger sample, to create a model that would

simplify the selection of priority PM practices to be

implemented by the different types of organization,

serving as a benchmarking tool.

WorldCist’1520