University of Minho David Silva Anabela Tereso Gabriela...
Transcript of University of Minho David Silva Anabela Tereso Gabriela...
University of Minho
David SilvaAnabela TeresoGabriela FernandesIsabel Loureiro
AmbithusJosé Ângelo Pinto
Maturity
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Figure 1: Increasing maturity.M
atu
rity
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OPM3®
Figure 2: OPM3® third edition.
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OPM3®
Figure 3: OPM3® Domains.
• Domains
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• OPM3® Best Practices
OPM3®
Standardize Measure Control Improve
Organizational
Enablers
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Figure 4: Relations between Best Practices, Capabilities and Outcomes.
OPM3®• OPM3® Construct
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Figure 5: OPM3® Construct (Example).
OPM3®Best Practice:2630 Improve
Develop Project Charter Process
Capability:Conduct Develop Project Charter
Process Root Cause Analysis
Capability:Implement
Improvements to the Develop Project
Charter Process
Capability:Sustain Develop Project Charter
Process Improvement
Outcome: Develop Project Charter Process
Root Causes Identified
Outcome: Develop Project Charter Process Improvements Implemented
Outcome:Sustainable
Develop Project Charter Process Improvement
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OPM3® Portugal Project
- Started in 2011 and closed in December 2014;
- Financed by European Union research founding;
- Designed and led by Ambithus;
- Partners of the scientific and technological system,
including Portuguese Universities;
- Intended to carry out an analysis of the sectorial
results.
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1. Prepare for Assessment;
Figure 6: OPM3® Cycle.
OPM3® Portugal Project• How is OPM3® applied in organizations?
2. Perform Assessment;
3. Plan for Improvements;
4. Implement Improvements;
5. Repeat the Process.
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- Assessment of the current state of project, program
and portfolio management of the organization;
- Construction and validation of organizational
improvement plans that may be adopted by
organizations;
- Sectorial results will be used as a benchmark.
OPM3® Portugal Project• Benefits for Organizations
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Results Analysis
- 18 IST organizations results are the focus of the
paper;
- Organizations distributed throughout the
country;
- 45% Medium, 33% Small, 22% Large.
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Project Management Processes Large Medium Small
Create Work Breakdown Structure
Large +
Medium +
Small - -
Develop Schedule
Large +
Medium +
Small - -
Direct and Manage Project Execution
Large + +
Medium -
Small -
Perform Integrated Change Control
Large + +
Medium -
Small -
Control Schedule
Large +
Medium +
Small - -
Control Costs
Large +
Medium +
Small - -
Report Performance
Large + +
Medium - +
Small - -
Portfolio Management Processes Large Medium Small
Categorize Components
Large + +
Medium -
Small -
Communicate Portfolio Adjustment
Large + +
Medium -
Small -
Organizational Enablers Areas Large Medium Small
Organizational Project Management Policy &
Vision
Large +
Medium
Small -
Strategic Alignment
Large +
Medium
Small -
Organizational Structures
Large +
Medium +
Small - -
Competency Management
Large +
Medium
Small -
Organizational Project Management
Methodology
Large +
Medium
Small -
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Conclusions
- Large IST organizations stand out from Medium and Small
organizations, since they globally presented the best results.
- Large IST organizations present positive differences for
Small organizations in 7 PM and 2 Portfolio Management
processes, and 5 OE areas;
- Large IST organizations present positive differences for
Medium organizations in 3 PM and 2 Portfolio Management
processes.WorldCist’1519
Future Work
- Use a larger sample, to create a model that would
simplify the selection of priority PM practices to be
implemented by the different types of organization,
serving as a benchmarking tool.
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