OPM3®

:: Werner Meyer, PhD:: 8 April 2016

Mature by Design

e-mail: werner@projectlink.co.zamobile: 082 853 7482

https://za.linkedin.com/in/werner-meyer-phd-54658b1

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What is Maturity?A

ge

nda

OPM3®

The Design Process

Case Study

1.

2.

3.

4.

Summary5.

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Wha

t is Ma

turity?5 Illusions of Maturity

1. The Software illusion

2. The Methodology illusion

3. The One-size-fits-all illusion

4. The Super-hero illusion

5. The Policies & Procedures

illusion

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In mature organisations

we see:

Measureable Benefits

Predictable Results

Repeatable Processes

Consistent Methods

Wha

t is Ma

turity?

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Strategic

Business

Project & Program

Individual

Strategy Portfolio Management

Profitability Measurement

Delivery Methodologies

KnowledgeSkills

Experience

Competency AssessmentCareer Path Development

Training

Busin

ess D

omai

nsBusiness Need Solution

Wha

t is Ma

turity?

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OPM

3®

What is OPM3®?

• Organizational Project Management Maturity Model (3rd Edition)

• Developed by the Project Management Institute (PMI®)

• Based on PMBOK® Guide, Programme, and Portfolio management standards

• Bridges the gap between strategy and implementation

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OPM3® Cycle

1. Scope the Assessment

2. Interviews with organizational

stakeholders

3. Capture and Process Data

4. Assessment and Improvement

Reports

5. Improvement roadmap

OPM

3®

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Maturity Growth Path

Standardise Control Measure Improve

Portf

olio

Prog

ram

Proj

ect

Ad-Hoc

Individual Team

Multiple Teams

Organisation

Individual

Individual

The Hero Individuals/ task teams Governance Collaboration

Organizational Enablers

OPM

3®

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• Best Practice :: generally accepted standard• Capability :: we have the competency to do this• Outcome :: tangible result• KPI :: how we know it exists

Best PracticesO

PM3

®

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ScoringO

PM3

®

Each capability is scored on a 0-3 scale, based on the level of implementation.

0 - Not Implemented1 - Started/some implementation2 - Considerable / some lapses3 - Fully Implementedor0 – Not Implemented3 – Implemented

A Best Practice is achieved if all the capabilities are achieved.A Capability is achieved if it is fully implemented, however, points are earned for partial implementation.

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The OPM3 assessment compares an organization to 501 best practices in project, program, portfolio management, and organizational enablers:

– Project Management: 47 processes, 188 BPs– Program Management: 36 processes, 144 BPs– Portfolio Management: 16 processes, 64 BPs– Organizational Enablers: 18 processes, 105 BPs

Best PracticesO

PM3

®

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Best Practice: Standardize Develop Project Charter ProcessCapabilities:

– Develop Project Charter Process– Communicate Develop Project Charter Process– Adopt the Develop Project Charter Process– Establish Process Management Governing Body

Outcomes:– Documented Develop Project Charter Process– Communicated Develop Project Charter Process– Consistently implemented Develop Project Charter

Process– Active Process Governing Body

ExampleO

PM3

®

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Organizational EnablersO

PM3

®OE.1 Organizational Project Management Policy & VisionOE.2 Strategic AlignmentOE.3 Resource AllocationOE.4 Management SystemsOE.5 SponsorshipOE.6 Organizational StructuresOE.7 Competency ManagementOE.8 Individual Performance AppraisalsOE.9 Project Management TrainingOE.10 Organizational Project Management CommunitiesOE.11 Organizational Project Management PracticesOE.12 Organizational Project Management MethodologyOE.13 Organizational Project Management TechniquesOE.14 Project Management MetricsOE.15 Project Success CriteriaOE.16 BenchmarkingOE.17 Knowledge Management and PMISOE.18 Governance

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OPM Design Model

Implementing Organizational Project Management – A Practice Guide(Project Management Institute)

Design Process

Project Management Maturity

Program Management Maturity

Portfolio Management Maturity

Organizational Enablers

Organizational PM Methodology

Organizational Strategic Alignment

Competency Management

Governance

OPM Domains OPM Core Enabling Processes

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Ca

se Study

• Responsible for the transport of all school children in Saudi Arabia.

• Company formed in 2012.

• At the time: 36 projects, 31 operational activities, monitored by the PMO.

• PMO has 6 full-time employees.

• Project managers report to functional areas.

• Projects must fit into one financial year.

• Two previous attempts at establishing a PMO.

• New PMO manager appointed in May 2014.

• Request for a maturity assessment in September 2015.

The Company

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se Study

• 2 weeks of interviews.

• 2 weeks results processing.

• 22 interviews.

• 54 documents inspected.

The Process

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The Results in Reverse

1. Roadmap

4. OPM3 Assessment

Report

3. Process Assessment

2. Improvement Report

5. OPM3 Assessment

Results

6. OPM3 Maturity Scoring

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se Study

Roadmap

PM02: Policies and Procedures

GOVE

RNAN

CECO

MPE

TEN

CY

MAN

AGEM

ENT

PM M

ETHO

DOLO

GYST

RATE

GIC

ALIG

NMEN

T

PHASE 1: POSITIONING (January – December 2016) PHASE 2: ENABLING (January – December 2017) PHASE 3: ENHANCING (January 2017 ongoing)

PM01: PPP Methodology

PM04: Process Measurement

PM05: Process Control

PM06: Process Continuous

Improvement

CM05: CompetencyDevelopment

ProgramsCM09: Coaching

CM02: Competency Assessments

CM01: Roles and Responsibil ities

GV01: Individual Performance

Criteria

CM04: Training

SA03: Change Management

PM03: PM Working Group

CM03: Personal Development

Plans

SA01: OPM Vision and Policy

17% N/A 9%

PJ PR PF

20%

OE 16%

24% 19% 20%

PJ PR PF

53%

OE 29%

72% 56% 60%

PJ PR PF

71%

OE 65%

90% 70% 75%

PJ PR PF

85%

OE 80%

GV02: Project Performance

Criteria

GV04: EPM Tool Customization

GV07: Methodology

Workflow

SA02: Establish Sponsorship

Model

CM06: Stakeholder Awareness Training

GV03: Project Audits

GV06: Industry Benchmarking

SA04: Balance Scorecard

Measurement

SA05: Quantitative Portfolio

Measurement

CM07: Employee Induction Program

CM08: Vendor Induction Program

GV05: Individual Performance Management

CM10: Communities of

Practice

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Improvement Report – WBS

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Improvement Report - Scope

Deliverable: Personal Development Plans (PDP)

Reference: CM03

Description: The Personal Development Plan utilises thecompetency gaps identified from the competencyassessment to provide an individualised developmentroadmap to rectify the deficiencies. The PDP willrecommend specific interventions such as projectmanagement training, assignments, coaching sessionsand or mentoring. The feedback and agreement oneach plan will be done by the assessed individual’ssupervisor.

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Improvement Report - Prioritisation

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Improvement Report – Responsibilities

What contributes to Individual development plans?

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Process Assessment – Org. EnablersReference: OE07Name Competency ManagementCurrent State No evidence was found of a project management competency management

program.Best Practice The organization manages the competencies of its resources to ensure that

adequate skills are available to service projects.

Reference: OE08Name Individual Performance AppraisalsCurrent State Individual performance appraisals are done as part of the TTC performance

management processes. Individuals are appraised on an annual basis, and it isreported that factors such as absenteeism are major parameters in theassessment.No specific evidence was found of assessments based on the performance of theprojects in which the individual was involved. Project managers are, however,appraised by their line managers who are also the sponsor for their projects. Teammembers also report to project managers in the line function and are appraisedby the project manager.

Best Practice Each individual’s performance is appraised at predefined intervals.

Reference: OE09Name Project Management TrainingCurrent State No formal or documented training plan for project management was presented.

Best Practice Specific project management training is incorporated in the development plansfor individuals.

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Assessment Report

Standardize Measure Control Improve Standardize Measure Control Improve Standardize Measure Control ImproveProject Management Program Management Portfolio Management OE

Possible Score 564 705 423 423 432 540 324 324 192 240 144 144 1047Available Score 552 690 414 414 0 0 0 0 192 240 144 144 957Awarded Score 197 42 5 107 0 0 0 0 54 3 0 8 186

0

200

400

600

800

1000

1200

OPM Score by Domain and Stage

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0

20

40

60

80

100

120

140

160

Organizational Enablers

Possible Score Available Score Awarded Score

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se Study

Assessment Report

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Assessment Report – Possible Score

Competency Management

Individual Performance Appraisals

Project Management Training

17 47

1 4

5 18

Best Practices CapabilitiesOrg. Enabler

23 69

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Assessment Report – Achieved Score

Competency Management

Individual Performance Appraisals

Project Management Training

0 0

0 0

0 2

Best Practices CapabilitiesOrg. Enabler

0 2

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Assessment Report – Target Phase 1

Competency Management

Individual Performance Appraisals

Project Management Training

14 32

1 4

4 14

Best Practices CapabilitiesOrg. Enabler

19 50

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Assessment Report – Capabilities

Define Organizational Project Management Competency Requirements (1400.010)

The organization provides organizational project management with an adequate workforce with the right level of competence for each project-related role.

Plan Project Competency Requirements (1400.020)

Create Staffing Plan (1400.030)

Staff Organizational Project Management With Competent Resources

The projects of the organization define their project competency staffing requirements.

The organization staffs its projects using the staffing process.

The organization verifies and improves the competency staffing process.

Organizational Project Management Competency Requirements

Competency Achievement Plan

Staffing Plan

DescriptionBest Practice (1400)

Capability Description Outcome

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Roadmap

PM02: Policies and Procedures

GOVE

RNAN

CECO

MPE

TEN

CY

MAN

AGEM

ENT

PM M

ETHO

DOLO

GYST

RATE

GIC

ALIG

NMEN

T

PHASE 1: POSITIONING (January – December 2016) PHASE 2: ENABLING (January – December 2017) PHASE 3: ENHANCING (January 2017 ongoing)

PM01: PPP Methodology

PM04: Process Measurement

PM05: Process Control

PM06: Process Continuous

Improvement

CM05: CompetencyDevelopment

ProgramsCM09: Coaching

CM02: Competency Assessments

CM01: Roles and Responsibil ities

GV01: Individual Performance

Criteria

CM04: Training

SA03: Change Management

PM03: PM Working Group

CM03: Personal Development

Plans

SA01: OPM Vision and Policy

17% N/A 9%

PJ PR PF

20%

OE 16%

24% 19% 20%

PJ PR PF

53%

OE 29%

72% 56% 60%

PJ PR PF

71%

OE 65%

90% 70% 75%

PJ PR PF

85%

OE 80%

GV02: Project Performance

Criteria

GV04: EPM Tool Customization

GV07: Methodology

Workflow

SA02: Establish Sponsorship

Model

CM06: Stakeholder Awareness Training

GV03: Project Audits

GV06: Industry Benchmarking

SA04: Balance Scorecard

Measurement

SA05: Quantitative Portfolio

Measurement

CM07: Employee Induction Program

CM08: Vendor Induction Program

GV05: Individual Performance Management

CM10: Communities of

Practice

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The Results in ReverseDeliverable: Personal Development Plans

Based on 3 Organizational Enablers

Competency Management

Possible BPs: 17Possible Cap: 47Achieved BPs: 0Achieved Cap: 0Target BP: 14Target Cap: 32

Individual Performance

Appraisals

Possible BPs: 1Possible Cap: 4Achieved BPs: 0Achieved Cap: 0Target BP: 1Target Cap: 4

Project Management

Training

Possible BPs: 5Possible Cap: 18Achieved BPs: 0Achieved Cap: 2Target BP: 4Target Cap: 14

Specific tasks

Specific deliverables

Specific tasks

Specific deliverables

Specific tasks

Specific deliverables

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Differentia

tors

Summary:

:: OPM3 allows for a PMO design based on researched capabilities.

:: Capabilities can be included and excluded at the organization’s discretion.

:: The PMO can be designed to achieve a specific level of maturity.

:: A maturity roadmap can be designed in a phasedmanner.

:: Performance can be predicted and measured.

:: With OPM3, maturity growth is not an accident.

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QUESTIONS?