Organizational Project Management Maturity Model OPM3 · Microsoft PowerPoint -...

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Introduction to OPM3

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Copyright 2004 - David J. Lanners, PMP 1

OrganizationalProject Management

Maturity Model

Knowledge FoundationPresented by

David J. Lanners, MBACFPIM, CIRM, CMC, CQA, CQE, CQMgr, CVS, PMP

Introduction to OPM3TM

OPM3TM

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David J. Lanners, MBA, PMP - © 20042

Presenter’s Qualifications

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OPM3 Bridges the Gap

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Three Basic Elements

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Implementing Strategy

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Organizational Maturity

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Standards Organization

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The OPM3 Cycle

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Best Practices

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Performance Indicators

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Capabilities

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Shared Dependencies

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Joint Dependencies

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Project Management Domains

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Project Process Groups

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Organization Process Domains

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OPM3 Process Construct

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Sample Best Practices

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Sample Capabilities Directory

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Sample Improvement Plan

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Best Practice I.D. Numbering

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Organizational PM Maturity

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OPM Maturity by Domain

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OPM Maturity by Process

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OPM Maturity by Stage

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Self-Assessment Questions

Introduction to OPM3OPM3 Standard - ©2003 Project Management Institute

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OPM3 Process Model


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Portfolio Schedule Development

Tools & Techniques.1 Mathematical analysis.2 Duration compression.3 Resource leveling.4 Portfolio management software.5 Expert judgment

Outputs.1 Portfolio schedule.2 Supporting detail.3 Portfolio schedule management plan.4 Resource requirement updates

Analyzing program / project sequences, durations, and resource requirements to create the portfolio schedule. If start and finish dates are not realistic, then the portfolio activities are unlikely to be finished as scheduled. The schedule development process must often be iterated (along with processes that provide inputs, especially duration estimating and cost estimating) prior to determination of the portfolio schedule.

Inputs.1 Portfolio network diagrams.2 Program / project duration

estimates.3 Resource requirements.4 Resource pool description.5 Constraints.6 Assumptions.7 Risk management plan Portfolio

Time

To Executing

From Initiating, Controlling

Controls.1 Strategic plan.2 Business goals

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OPM3 Assessment Tool


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Self-Assessment Survey


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Best Practices Directory


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OPM3 Registration


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OPM3 User Community


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OPM3 – A Bridge to Success!

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Presenter’s Background• As an executive consultant and President of LCS International, David Lanners specializes

in helping senior executives and business owners build successful project-driven organizations. He has refined his skills through more than two decades of delivering executive consulting services and seminars in operations management, new product development, engineering administration, and project management. Before founding LCSI, he held technical, senior advisory and managerial positions with several major high-technology companies. He serves on the Industry Advisory Council for SMU’s School of Engineering and on the Program Advisory Council for LeTourneau University.

• Mr. Lanners received his project management professional (PMP®) certification from the Project Management Institute in 1993 and served three terms as president of the 2,500+ member Dallas Chapter where under his leadership more than 1,000 local members earned their professional certification and the Chapter tripled in size in less than three years. Mr. Lanners received the prestigious certified management consultant designation from the Institute of Management Consultants in 2003. In addition, he is certified as a value specialist by SAVE International (formerly the Society of American Value Engineers) and as a quality auditor, quality engineer, and quality manager by the American Society for Quality. He is also certified at the fellow level in production and inventory management and certified in integrated resource management by the American Production and Inventory Control Society. Mr. Lanners was elected to Beta Gamma Sigma national business honor society and is a member of Mensa and Intertel. He received a B.S.B. degree from the University of Minnesota and an M.B.A. degree from Harvard.

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Organizational Project Management Maturity Model OPM3 · Microsoft PowerPoint -...

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