1. Organizational Project Management Maturity Model (OPM3)
Dr. Khaled Bubshait

2. Dr. Khaled Ahmed Bubshait
Khaled Bubshait is a Professor of project/operations Management at King Fahd University of Petroleum and Minerals. He was the former Director of the Economic and Management Center at the Research Institute at KFUPM, Dhahran, Saudi Arabia. He received his undergraduate degree B.S in applied Civil Engineering (1976) , his MBA from KFUPM(1978), and his PhD from Georgia State University, USA (1984). He published several articles in the area of project Management, operations Management, Total Quality Management, Business Incubator and SME Strategies . Also he led the project team for establishing a National Training Plan for the Kingdom of Saudi Arabia. He is also in the Editorial Board of the Business Process Reengineering & Management Journal and the Benchmarking Journal. And Dr. Bubshait was the former president pf the American Cost Engineer Arabian Gulf Section Tel

3. PRESENTATION OUTLINES
The philosophy of Project Management
Reasons For project Failure
OPM3 Definition
Implementation Process
Benefits
Source

4. The philosophy of
Project Management

6. DEADLINE
WORRY
TIME

7. PROJECT MANAGEMENT CYCLE
PROPOSAL
PLAN
CONTROL
DECISION
ANALYSIS

8. Project Management Systems
Time Data
Cost Data
Performance Data
Procurement Data
Owner special Data
Project Meeting
Project Status Report
Progress Measure
Procurement
Contractual Conditions
Brainstorming Process
Company Needs
Market Research.
Feasibility Study
Change of Objectives
New Product Development
Project
Plan
Project
Control
Proposal
Commissioning
Corrective
Actions
Analysis
Contractor Productivity
Procurement Deadlines
Manpower Loading
Claim Request
Proposal Development
Conceptual Estimate Paper
Design basis Paper
Full Proposal
Change Orders
Additional Time/Cost Analysis
Project Management Systems

9. 31.1% of projects will be canceled before they ever get completed.
Practices
More than $250 billion is spent each year in the United States on IT application development of approximately 175,000 projects.
31.1% of projects will be canceled before they ever get completed.

10. 52.7% of projects will cost 189% of their original estimates.
Lost opportunity costs are not measurable, but could easily be in the trillions of dollars.

11. 69% of organizations have no formal organizational definition of project management roles and responsibilities
62% of project resources are allocated to projects on a part-time or informal basis

12. 81% of resource assignments occur with no formal coordination or organizational management
64.5% of project managers have little or no formal training in project management or resources allocation.

13. Most people working as project managers today didn't set out as such as their career path. In point of fact, for many project managers it still isn't their career path.
Many still have full-time jobs and functional responsibilities, and the task of keeping one--or several--projects in line is just one of many balls they juggle as they navigate their day.

14. The Top 10 Reasons Projects Fail (1)
Inadequately trained and/or inexperienced project managers;
Failure to set and manage expectations;
Poor leadership at any and all levels;
Failure to adequately identify, document and track requirements;
Poor plans and planning processes;

15. The Top 10 Reasons Projects Fail (2)
Poor effort estimation;
Cultural and ethical misalignment;
Inadequate or misused methods; and
Inadequate communication, including progress tracking and reporting;
Misalignment between the project team and the business or other organization it serves.

16. What Does it Take? Project integration management;
Project scope management;
Project time management;
Project cost management;
Project quality management;
Project human resource management;
Project communications management;
Project risk management; and
Project procurement management.

17. OPERATIONS MANAGEMENT
TOP MANAGEMENT M I D L E
ENG.
UTILITIES
MANAGEMENT
OPERATIONS MANAGEMENT

18. Misalignment between the project team
and the business or other organization it serves

19. Since 1998, hundreds of professionals have contributed to the development of a new PMI standard called “OPM3” that will help organizations address these issues.

20. Organizational Project Management Maturity Model
WHAT IS OPM3?
OPM3 is an acronym for the
Organizational Project Management Maturity Model
a standard developed under the stewardship of the Project Management Institute. s

21. The purpose of this standard
is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad-based set of organizational project management Best Practices.
OPM3 also helps organizations wishing to increase their organizational project management maturity to plan for improvement.

22. Organizational Maturity Levels
  Level 5 – Optimizing
Processes and performance continually improved through quantitative measures and analysis. (leader)
Level 4 – Quantitatively Managed
Product quality and process performance are quantitatively measured. A repository of measures exists to support fact-based decision-making.( Lesson learned) Saudi Aramco
 Level 3 – Defined
Processes are defined, understood, and consistently applied from an organizational perspective. Processes are proactively managed and improved.
Level 2 – Managed
Repeatable processes are practiced on a project level. Process discipline is maintained through times of stress. Visibility to Status and delivery of work products at defined intervals.
Level 1 - Initial
Processes are ad hoc. Results are unpredictable. Success is dependent on heroics of the project team.

23. OPM3 WHAT FOR?
PMI’s Organizational Project Management Maturity Model or OPM3 is designed to guide organizations in the development of the Capabilities necessary to achieve Best Practices in Organizational Project Management (OPM). OPM combines portfolio, program, and project management to achieve the goals/strategies of an organization through projects.

24. OPM3 SPECIFICALLY ADDRESSES THE FOLLOWING 10 AREAS:
1. Standardization and Integration of Processes
2. Utilization of Performance Metrics
3. Commitment to the Project Management Process
4. Alignment and Prioritization of Projects
5. Implementation of Continuous Improvement Processes
6. Using Success Criteria for results analysis
7. Understanding People and Competence
8. Allocation of Resources to Projects
9. Organizational Fitness
10. Teamwork.

25. HOW DOES OPM3 WORKS?
There are three basic elements to applying OPM3 in an organization:
Knowledge
Assessment
Improvement .

26. HOW DOES OPM3 WORKS? Knowledge
There are three basic elements to applying OPM3 in an organization:
Knowledge
OPM3 is the first iteration of a body of knowledge on the subject of organizational project management and a subset of the larger project Management Body of Knowledge (PMBOK). Because this standards will form the basis of an organization's maturity assessment, familiarity with the contents of the standard is essential.

27. Assessment.
In Assessment, the organization uses an assessment tool to determine areas of strength and weakness in relation to the body of best practices. This assessment process will help the organization decide which Best Practices or groups of Best Practices to investigate further, either to confirm competency in an area or to identify constituent Capabilities of one or more Best Practices that need attention. OPM3 outlines how to conduct this detailed investigation in the most helpful way for the organization, through the use of the Directories.

28. .
Improvement
The results of the Assessment will include a list of capabilities not yet fully developed in the organization. OPM3 provides guidance in placing these in order of importance, and this sequence forms the basis for any subsequent plans for improvement. The actual process of implementing improvements in an organization, which may involve organizational development, change management, restructuring, retaining, and other initiatives, is beyond the scope of this standard.

29. Procurement Planning Requirements input Tools & Techniques Output
Scope Statement
Product Description
Procurement Resources
Market Condition
Purchasing Policy
Tools & Techniques
Make or Buy Analysis
Expert Judgment
Contract Type Selection
Chain Suppliers
JIT
Output
Procurement Management Plan

30. Quality Planning Requirements
Quality Assurance
Requirements
Quality Control
input
Quality Policy
Scope Statement
Product Description
Standards and Regulation
Stakeholders Input
Quality Management Plan
Quality Control Metrics
Operational Definition
Work Results
Check list
Tools & Techniques
Benchmarking
Flowcharting
Cost of quality
Project Schedule
Pareto Diagram
CMMI
Statistical Tools
Audits
TQM
Inspection
Control Chart
Trend analysis
Output
Quality Assurance Plan
Quality Improvements
Expected Quality Acceptance decision Rework orders
Process Adjustment

31. OPM3 Implementation Process

35. Source Selection Requirements input Tools & Techniques Output RFI RFP
Evaluation Criteria
Organizational Policy
Tools & Techniques
Contract Negotiation
Audit
Output
Contract File
Contract MIS

36. Procurement Planning Requirements input Tools & Techniques Output
Scope Statement
Product Description
Procurement Resources
Market Condition
Purchasing Policy
Tools & Techniques
Make or Buy Analysis
Expert Judgment
Contract Type Selection
Chain Suppliers
JIT
Output
Procurement Management Plan

37. Quality Planning Requirements
Quality Assurance
Requirements
Quality Control
input
Quality Policy
Scope Statement
Product Description
Standards and Regulation
Stakeholders Input
Quality Management Plan
Quality Control Metrics
Operational Definition
Work Results
Check list
Tools & Techniques
Benchmarking
Flowcharting
Cost of quality
Project Schedule
Pareto Diagram
CMMI
Statistical Tools
Audits
TQM
Inspection
Control Chart
Trend analysis
Output
Quality Assurance Plan
Quality Improvements
Expected Quality Acceptance decision Rework orders
Process Adjustment

38. OPM3 Benefits
Help organizations understand current project management, program management and portfolio management.
Enable executives to assess their own organization or partner’s ability to achieve strategic priorities through projects.
Identify areas for improvement and ways to make coordinated improvements by increments.
Help all level of management understand how to create an environment for successful project activity.

39. Help those responsible for project management, identify drivers of project results and set standards for excellence.
Enable organizations to achieve consistent implementation of project management work methods through standardization and institutionalization.
Demonstrate relationships between executive functions and project management functions.
Explain how to make project management measurable within an organization.

40. Rally an organization or its partners to focus on project management improvements.
Facilitate organizational change associated with developing projects, program, and portfolio management functions.
Develop consistency and predictability in project delivery.
Distinguish your own organization from competitors.