jgbopm3 an overview of the pmi standard4909.109125607
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Organizational Project
Management Maturity Model 3(OPM3)
An Overview of PMIs 2nd
Edition Standard
Joanne Greene-Blose, PMP
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Questions to Answer Today
What is OPM3? What are the Benefits?
What are its Com onents?
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What is an Assessment Like?
What do Assessment Results Look Like?
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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
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,
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
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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
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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
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Value of Project ManagementMaturity
* Organizations with more developed organizationalproject management, experience better projectperformance (benefits) in areas of:
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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
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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!
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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
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Multi-Dimensional Maturity View
Multi-dimensionalMaturity Path
Rather than attainingmaturity in a step by steplinear fashion, OPM3allows you to pursue
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of maturity. Flexible,holistic, robust.Continuums exist for:
PPP Domain approach(Project, Program,
Portfolio)
Process Improvementapproach (SMCI)
PMBOK Process Groupapproach
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OPM3: What are its Components?
Best Practices SCMI Standardize, Measure, Control, and
Improve; stages of process improvement
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Organizational Enablers (new in the 2n
Edition)
Structural, Cultural, Technological, Resource
Are met through satisfaction of two or
more associated Capabilities. ~600 BPs exist
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Sample SCMI BPs
Project Distribute Information Process standardsare established.
What type is this?
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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.
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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
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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
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Sample Org Enabler BPs
The organization has a formal process forassigning resources to projects and recordingassignments.
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Sponsors actively participate in supporting theproject.
The organization establishes and usesmathematical models for planning and replanning.
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Categories of Best PracticesCategoriesaid org inareas to
focus
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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
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Relationship of OPM3 Components
Best Practices are
comprised of >= 2Capabilities, which areevidenced by Outcomes,which are measured byKPIs.
An or must demonstrate
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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
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Dependencies Among Capabilities
May be serialwithin the same BP(Capability 1 mustbe in place beforeCapability 2 can beachieved
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May be dependenton one or moreCapabilities fromanother BP Should work on
these BPssimultaneouslyin this instance
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An Example
Sample Best Practice: #1020
BP Name: Standardize Develop the Project Management PlanProcess
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: 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
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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;
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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
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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!)
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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])
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Sample Assessment Result
Dark areas show degree ofBest Practicesimplemented, white showareas of improvement
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Organization determinespriority for where/how toimprove; can behorizontally or vertically
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Online Assessment
Questions
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What do AssessmentResults look like?
PPP ProgressReport
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PPP/SMCI Report
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SMCI/PPP Report
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Best Practices Report
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Summary
OPM3 is a scalable, multi-dimensionalorganizational maturity model
Aligned with PMI standards
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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.
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For More Info:
http://www.pmi.org/BusinessSolutions/Pages/OPM3.aspx
Contact us at The Project Solvers
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(585) 764-5663 [email protected]