PMI's OPM3 Third Edition: What It Means to You
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PMI’s OPM3 ® Third Edition: What It Means to You Tony Appleby, PMP, SCPM, CSM PMI Certified OPM3 ® Professional
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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.
Transcript of PMI's OPM3 Third Edition: What It Means to You
PMI’s OPM3® Third Edition:
What It Means to You
Tony Appleby, PMP, SCPM, CSM
PMI Certified OPM3® Professional
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PMI RESEARCH
Antecedents and Consequences of User Coproduction in Information System Development Projects
Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in Virtual Engineering Project
Networks
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PMI RESEARCH
There’s MORE???
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PMI RESEARCH
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PMI RESEARCH
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PMI RESEARCH
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PMI RESEARCH
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PMI RESEARCH
Organizations with High Maturity Levels
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PMI RESEARCH
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PMI RESEARCH
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PMI RESEARCH
44% Nearly half of all strategic initiatives did NOT succeed in the last 3 years.
61%
88% Although nearly 90 percent of executives say implementing projects to deliver strategic results is essential or very important…
…61 percent say they struggle to close the gap between strategy formulation and project implementation.
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DEFINING SUCCESS
The classic project
paradigm of success:
• Stays within original
scope of the design
• Completed on time
• Completed on budget
Gartner Research
The classic project
paradigm of success:
• Stays within original
scope of the design
• Completed on time
Completed on budget
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DEFINING SUCCESS
The classic project
paradigm of success:
• Stays within original
scope of the design
• Completed on time
• Completed on budget
Gartner Research
The classic project
paradigm of success:
• Stays within original
scope of the design (9%)
• Completed on time (12%)
• Completed on budget (19%)
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DEFINING SUCCESS
© 2013 Project Management Institute, Inc.
The BUSINESS
paradigm of success:
• Aligns with company
strategy
• Enhances competitive
position
• Supports revenue
• Supports innovation
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MATURITY MODELS
Enough with the numbers, already…
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MATURITY MODELS
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MATURITY MODELS
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MATURITY MODELS
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MATURITY MODELS
SEI CMMi
Level
Effort
(Labor
Months)
Defects
Cost
1 16,362 25,069 $163.3M
2 6,488 9,909 $64.7M
3 1,876 2,874 $18.8M
4 866 1,326 $8.7M
5 342 524 $3.4M
500,000 lines of code at Raytheon as measured at differing maturity levels
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MATURITY MODELS
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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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OPM VALUE CHAIN
Business Results
Tools & Techniques
Inputs
Vision
Mission
Strategy
Market
Outputs
Program, Project, Portfolio, &
Organizational Environment
© 2013 Project Management Institute, Inc.
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OPM VALUE CHAIN
• Expression of mission and vision
• Orientation to market and competition
• Direction (change) for development and growth
• Definition of performance and measures of success
Strategy
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OPM VALUE CHAIN
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OPM VALUE CHAIN
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OPM VALUE CHAIN
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OPM VALUE CHAIN
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OPM VALUE CHAIN
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OPM3® OVERVIEW
ASSESSMENT
By Domain(s)
By Improvement Stage(s)
By Business Outcome(s)
Portfolio Management
Program Management
Project Management
Organizational Enablers
Standardize Measure Control Continuously
Improve
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OPM3® OVERVIEW
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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Best Practice
Capability
Capability
Outcome
Outcome
Outcome
KPI
KPI
KPI
OPM3® CONSTRUCT
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Best Practice
Capability
Capability
Outcome
Outcome
Outcome
KPI
KPI
KPI
OPM3® CONSTRUCT
Best Practice
Outcome
Outcome
KPI
KPI
KPI
Capability
Capability Outcome
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® CONSTRUCT
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OPM3® APPROACH
COMPARISONS
By Support Areas
By Line of Business
By Geography
By Industry
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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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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
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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.
OPM3® VALUE
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Percentage Improvement in All Organizations
Percentage Improvement in IT Organizations
WHY SHOULD I BE
INTERESTED IN OPM3®?
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Business Realities
> Global competition
> Increased demand for transparency
< Tighter budgets
< Smaller staff
< Less growth
Demands Organizational Agility
^ Better change management
^ More virtual work
^ Global know-how
^ Innovative thinking
Demands Project Maturity
+ Better alignment of projects and
business strategy
+ Enterprise-wide standardized PM
+ Support practitioner development
+ Project metrics
Demands Ever-Increasing
Project Manager Competency
* Team motivation skills
* Negotiation skills
* Communication skills
* Financial skills
* Risk management skills
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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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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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HOW DO I GET STARTED?
• Standards BenchmarkSM
• Professional Services
• Community of Practice
• Certification Training
“The future is already here; it is just unevenly distributed.”
William Gibson
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OPEN DISCUSSION
Q & A
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WHO WE ARE
PMI and the PMI logo are registered marks of the Project Management Institute, Inc.
BOUTIQUE CONSULTANCY
Maturity Assessment Services
Project Management Services
Certified Assessors Minimum 20 Years Experience
www.projectstrategy.com
+1 800 452 7814
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WHAT WE DO
ASSESSMENT SERVICES
OPM3®
Business Processes
Organizational Change
Business Development
Corporate Governance
Practitioner Competency
Roadmaps for Improvement
One of Eight “True” OPM3® RCPs
PROJECT MANAGEMENT SERVICES
Success Measurement
Project Remediation / IV&V
PMO Implementation / Reengineering
Benefits Realization
Mergers & Acquisitions Assistance
Coaching and Mentoring
Robust Toolkits
Access to Advanced Research
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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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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
