PMI's Organizational Project Management and OPM3
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PMI's Organizational Project Management Maturity Model or OPM3® is a globally recognized best-practice standard for assessing and developing capabilities in Project Management, Program Management, and Portfolio Management. Tony will discuss the concepts associated with organizational project management and how the application of PMI’s maturity model assists companies and institutions with developing strategy, advancing their capabilities and outcomes, and drive toward success.
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PMI's Organizational Project Management and OPM3
- 1. Organizational Project Management & OPM3® Tony Appleby, PMP, SCPM, CSM PMI Certified OPM3® Professional Principal, The Project Strategy Consulting Group, Inc.
- 2. A Closer Look at Projects and Organizations © 2013 Project Management Institute, Inc. 2
- 3. How Organizations Define Project Success © 2013 Project Management Institute, Inc. 3
- 4. How Organizations Define Project Success © 2013 Project Management Institute, Inc. 4
- 5. How Organizations Define Project Success © 2013 Project Management Institute, Inc. 5
- 6. What is organizational project management ? © 2013 Project Management Institute, Inc. 6
- 7. Organization project management integrates your… People Processes Knowledge …across the domains of portfolio, program and project management © 2013 Project Management Institute, Inc. 7
- 8. The scope of organizational project management • Develop Strategy – expression of Deliver mission, vision, markets, and goals • Deploy Strategy – Portfolio of investments and allocation of resources to achieve Deploy strategy • Deliver Strategy – Management of Programs and execution of Projects to Develop deliver optimum realization Strategy of strategic value 8 © 2013 Project Management Institute, Inc.
- 9. 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. © 2013 Project Management Institute, Inc. 9
- 10. How does organizational project management work? © 2013 Project Management Institute, Inc. 10
- 11. Business Inputs: Results Vision Mission Strategy Market Outputs Tools & Techniques © 2013 Project Management Institute, Inc. 11
- 12. Value Chain of Strategy Strategy • Expression of mission and vision • Orientation to market and competition • Direction (change) for development and growth • Definition of performance and measures of success © 2013 Project Management Institute, Inc. 12
- 13. Value Chain of Strategy – Develop Strategy © 2013 Project Management Institute, Inc. 13
- 14. Value Chain of Strategy – Portfolio Management © 2013 Project Management Institute, Inc. 14
- 15. Value Chain of Strategy – Delivery of Results © 2013 Project Management Institute, Inc. 15
- 16. Value Chain of Strategy – Feedback Loop © 2013 Project Management Institute, Inc. 16
- 17. Value Chain of Strategy – Continuous Improvement © 2013 Project Management Institute, Inc. 17
- 18. Value The proposition that organizational project management provides © 2013 Project Management Institute, Inc. 18
- 19. 74% Projects meet its targets 51% Projects finish on time & budget Source: PMI 2010 Pulse of the Profession Survey © 2013 Project Management Institute, Inc. 19
- 20. What value does organizational project management provide? Standardized PM Practices = Better Project Performance Increase in Projects that Scope Creep Meet Goals 60% 90% 80% 50% 70% Used Used 40% Throughout 60% Throughout Percentage Used Mostly Percentage Used Mostly 50% 30% Used Some 40% Used Some 20% Not At All 30% Not At All 20% 10% 10% 0% 0% © 2013 Project Management Institute, Inc. 20
- 21. What value does organizational project management provide? Standardized PM Practices = Better Project Performance On Time & On Budget Met Goals & Intent 60% 90% 80% 50% 70% Used Used 40% Throughout 60% Throughout Percentage Percentage Used Mostly Used Mostly 50% 30% Used Some 40% Used Some 20% Not At All 30% Not At All 20% 10% 10% 0% 0% © 2013 Project Management Institute, Inc. 21
- 22. 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. © 2013 Project Management Institute, Inc. 22
- 23. What is OPM3®? © 2013 Project Management Institute, Inc. 23
- 24. Why Should organizations be Interested? © 2013 Project Management Institute, Inc. 24
- 25. Who should be interested? Business Realities >Global competition >Increased demand for transparency <Tighter budgets <Smaller staff Demands Organizational Agility <Less growth ^Better change management ^More virtual work ^Global know-how Demands Project Maturity ^Innovative thinking +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 Source: PMI 2010 Pulse of the Profession Survey *Risk management skills © 2013 Project Management Institute, Inc. 25
- 26. Who Within your organization should be interested? © 2013 Project Management Institute, Inc. 26
- 27. Who should be interested? • 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 organization project management • Elevates the value of the PMO © 2013 Project Management Institute, Inc. 27
- 28. • 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 © 2013 Project Management Institute, Inc. 28
- 29. How Do I get started? © 2013 Project Management Institute, Inc. 29
- 30. How do I get started? • Professional Services • Community of Practice • Certification Training • Standards Benchmark SM © 2013 Project Management Institute, Inc. 30
- 31. How do I get started? tony.appleby@tpscg.com +1 (800) 452-7814 PMI and the PMI logo are registered marks of the Project Management Institute, Inc. © 2013 Project Management Institute, Inc. 31