jgbopm3 an overview of the pmi standard4909.109125607

7/31/2019 JGBOPM3 an Overview of the PMI Standard4909.109125607

1/26

Organizational Project

Management Maturity Model 3(OPM3)

An Overview of PMIs 2nd

Edition Standard

Joanne Greene-Blose, PMP


2/26

Questions to Answer Today

What is OPM3? What are the Benefits?

What are its Com onents?

www.theprojectsolvers.com 2

What is an Assessment Like?

What do Assessment Results Look Like?


3/26

OPM3: What is it?The right project, done correctly, each time.

Organizational Project Management Maturity Model Chartered in 1998 to create a global standard for organizational

project management, released in 2003 27 other MMs looked at and none found that would describe a


,

covers all relevant Best Practices, includes a self-assessment inaddition to a 3rd party assessment.

A basis for self-examination, not prescriptive Identifies Best Practices of hundreds of public and private

organizations

Based on 4th

edition of PMBOK, 2nd

edition of ProgramManagement Standard, and 2nd edition of Portfolio ManagementStandard

Currently 1500 companies world wide have had onlineassessments


4/26

OPM3: What is it?

A framework made up of:

Best Practices requires Capability (competency)

to execute and derive strategic results

Capabilities the degree of the competency

Outcomes the result of the execution of the Best Practice after


applying Capability. Outcomes are measured by KPIs, KeyPerformance Indicators

Comprised of three basic steps:1. Knowledge the contents of the standard2. Assessment comparison to the standard3. Improvement towards organizational change


5/26

Value of Project ManagementMaturity

* Organizations with more developed organizationalproject management, experience better projectperformance (benefits) in areas of:


Project predictability (duration reduced by 50%) Resource allocation (effort reduced by 25%) Improved quality (Cost-Of-Quality improvement of 10%) Identification and selection of projects that align with the

strategy

*from pmi.org


6/26

OPM3: What are the Benefits?

Provides organizations a means to assess andimprove its ability to execute and achieve itsorganizational strategies Goal is not better process!


Aid portfolio management through betteridentification and selection of projects to pursue How possible?

Assure alignment between portfolio and

organizations goal and strategies Minimize project risk

Drive sustainable, repeatable, predictable results


7/26

Multi-Dimensional Maturity View

Multi-dimensionalMaturity Path

Rather than attainingmaturity in a step by steplinear fashion, OPM3allows you to pursue


of maturity. Flexible,holistic, robust.Continuums exist for:

PPP Domain approach(Project, Program,

Portfolio)

Process Improvementapproach (SMCI)

PMBOK Process Groupapproach


8/26

OPM3: What are its Components?

Best Practices SCMI Standardize, Measure, Control, and

Improve; stages of process improvement


Organizational Enablers (new in the 2n

Edition)

Structural, Cultural, Technological, Resource

Are met through satisfaction of two or

more associated Capabilities. ~600 BPs exist


9/26

Sample SCMI BPs

Project Distribute Information Process standardsare established.

What type is this?


are established, analyzed, and assembled.

Manage Program Issues Process problem areasare assessed, root causes are identified, process

improvement recommendations are collected, andprocess improvements are implemented.


10/26

Organizational Enabler Categories

OEs promote smooth transitionswithin the domain, stages, andprocess groups

Benchmarking Com etenc Mana ement

Organizational Project

Management Methodology Organizational Project

Management Policy and Vision Organizational Project

Management Practices


Management Systems Organizational Structures Resource Allocation Strategic Alignment Sponsorship Project Management Metrics Project Management

Training Project Success Criteria

Management Techniques Knowledge Management and

PMIS Individual Performance

Appraisals Organizational Project

Management Communities


11/26

Sample Org Enabler BPs

The organization has a formal process forassigning resources to projects and recordingassignments.


Sponsors actively participate in supporting theproject.

The organization establishes and usesmathematical models for planning and replanning.


12/26

Categories of Best PracticesCategoriesaid org inareas to

focus


Domain SMCI stage Organizational Enablers * Process Groups Knowledge Area (9 in the

PMBOK) * Business Results *

Project Predictability Resource Allocation - ability to id,

deploy, and release

Balanced Scorecard - uniformreports measured consistently * Business Outcome Outcome / Activity Business Requirement

Category

* New in version 2


13/26


14/26

Relationship of OPM3 Components

Best Practices are

comprised of >= 2Capabilities, which areevidenced by Outcomes,which are measured byKPIs.

An or must demonstrate


ALL Capabilitiesassociated with a BP inorder to fulfill that BP.

Outcomes are tangible orintangible result ofapplying a Capability

KPIs can be binary,quantitative, qualitative,or monetary


15/26

Dependencies Among Capabilities

May be serialwithin the same BP(Capability 1 mustbe in place beforeCapability 2 can beachieved


May be dependenton one or moreCapabilities fromanother BP Should work on

these BPssimultaneouslyin this instance


16/26

An Example

Sample Best Practice: #1020

BP Name: Standardize Develop the Project Management PlanProcess


: eve op ro ec anagemen an rocessstandards are established.

Capabilities: 4, one of which is:Process-oriented governing bodies have been established, and the

appropriate people have been assigned to them. They meet on aregular schedule to discuss process management issues and

suggestions for improvements.Outcome: Active process governing bodyKPI: Exists


17/26

The Three-Step OPM3 Cycle

1. Knowledge- why?Step One: Prepare for Assessment

Knowledge Foundation Self-Assessment Method (SAM); onlinetool

2. AssessmentStep Two: Perform High-Level Assessment;


determine which BPs are currently

demonstrated Perform Comprehensive Assessment;

which Capabilities within each BP3. Improvement

Step Three: Plan ImprovementsRank Capabilities and Outcomes

needed for improvement; Reviewdependency map so that prerequisitesare included

Step Four: Implement Improvements~90% of time spent here

4. Iterate to AssessmentStep Five: Repeat the process


18/26

OPM3: What is an Assessment Like?

OPM3 Maturity Assessment Indicates at a given point in time the degree that an

organization can meet its objectives (not extent to which itfollows a process!)


- .

project level, program level, and/or portfolio-level. Can be:

Self-administered (OPM3 Online tool) 120 online questions

$600 for a single user license ($700 if not a member)

Certified Assessors (OPM3 Product Suite) 91 Certified Assessors (51 in the US, 1 in Rochester [Harris])


19/26

Sample Assessment Result

Dark areas show degree ofBest Practicesimplemented, white showareas of improvement


Organization determinespriority for where/how toimprove; can behorizontally or vertically


20/26

Online Assessment

Questions



21/26

What do AssessmentResults look like?

PPP ProgressReport



22/26

PPP/SMCI Report



23/26

SMCI/PPP Report



24/26

Best Practices Report



25/26

Summary

OPM3 is a scalable, multi-dimensionalorganizational maturity model

Aligned with PMI standards


Can self-administer assessments Best practices designed to improve project

execution and strategy fulfillment

Provides organization with evidenceof

improvement

Flexible enough to allow focus on areas ofchoice; domains, KA, Process stages, etc.


26/26

For More Info:

http://www.pmi.org/BusinessSolutions/Pages/OPM3.aspx

Contact us at The Project Solvers


(585) 764-5663 [email protected]

jgbopm3 an overview of the pmi standard4909.109125607

Documents