1. Click here to return to the PMI-SSC Resource Center Organizational Project Management Maturity Model (OPM3) Project Management Institute Silver Spring Chapter September 30, 2003 Harold S. Hunt, PMP

2. Click here to return to the PMI-SSC Resource Center 2 Agenda  OPM3™ Concepts  The OPM3 Standard  Categorization  OPM3 Steps  Summary  Questions and Discussion

3. Click here to return to the PMI-SSC Resource Center 3 OPM3 Concepts

4. Click here to return to the PMI-SSC Resource Center 4 OPM3 Concepts – Introduction Maturity implies a state of being fully developed A Model is a framework organizations may use to identify, establish, and maintain required capabilities

5. Click here to return to the PMI-SSC Resource Center 5 OPM3 Concepts – Introduction (continued) A maturity model may include:  methods to facilitate assessment  methods to identify deficiencies  representations of improvement paths

6. Click here to return to the PMI-SSC Resource Center 6 OPM3 Concepts – Introduction (continued) OPM3 can enable you to do the right projects the right way in a dynamic and global economy OPM3 may be applied to organizations of diverse  industries  sizes  geographical locations

7. Click here to return to the PMI-SSC Resource Center 7 OPM3 Concepts - The Benefits of OPM3 Provide answers to very important questions related to the organization’s current maturity Assess maturity of different parts of the organization Identify specific areas that need improvement Promote organizational maturity awareness among senior management Attribute organizational success to project management The challenge is to link organizational strategy to successful, consistent, predictable project completion...

8. Click here to return to the PMI-SSC Resource Center 8 OPM3 Concepts – A Strong Foundation OPM3: has a strong foundation based on research, including 27 contemporary models was developed with the widespread participation of the larger PM community was developed with contributions of over 800 professionals from over 34 countries is aligned to the PMBOK  Guide Click here to return to the PMI-SSC Resource Center

9. 9 OPM3 Concepts – Beyond Single Projects OPM3 defines organizational project management as: “the consistent application of knowledge, skills, tools and techniques to organizational and project activities to achieve the aims of an organization through projects”

10. Click here to return to the PMI-SSC Resource Center 10 OPM3 Concepts – Why OPM3? A large number of respondents cited that, in their business environments,  desired project results were seldom achieved  project evaluation was often not linked to business value  despite having selection criteria, project and strategy alignment processes in place, they often failed By almost a three-to-one majority (72% to 26%), most CEOs believe that US companies’ execution of their chosen strategies requires more improvement than the development of appropriate strategies. The Nation's CEOs Look to the Future, NIST Study No. 818407 July 1998

11. Click here to return to the PMI-SSC Resource Center 11 OPM3 will enable organizations to align their projects to business strategy OPM3 Concepts - Connecting the Gap Most organizations have strategic planning processes The PMBOK  Guide enables you to accomplish successful projects

12. Click here to return to the PMI-SSC Resource Center 12 OPM3 Concepts - The Differences People Projects Organizations

13. Click here to return to the PMI-SSC Resource Center 13 OPM3 Concepts – The Missing Link OPM3 is designed to connect the gaps that may exist between organizational strategies and successful project outcomes Organizational Strategy Successful Projects, Programs, and Portfolios A maturity model that guides development of required competencies may be an essential tool for marketplace advantage!

14. Click here to return to the PMI-SSC Resource Center 14 OPM3 Standard

15. Click here to return to the PMI-SSC Resource Center 15 OPM3 Standard – Dimensions The essence for OPM3 is the blending of knowledge, assessment, and improvement. Knowledge Improvement organizational PM best practices and the component capabilities sequence for developing capabilities aggregating to best practices methods for evaluating best practices and capabilities Assessment

16. Click here to return to the PMI-SSC Resource Center 16 OPM3 Standard - Components Capability Best Practice Capability KPI Outcome KPI

17. Click here to return to the PMI-SSC Resource Center 17 OPM3 Standard - Best Practices Conditions representing excellence in a specific area (or activity) Ideals sought by an organization to improve effectiveness Best Practice Directory  Lists and briefly describes each Best Practice

18. Click here to return to the PMI-SSC Resource Center 18 OPM3 Standard - Capabilities The incremental steps along the path to increased maturity A set of Capabilities supports the achievement of a Best Practice The existence of a Capability is demonstrated by the existence of its corresponding Outcome(s) Capability Directory  Lists Capabilities and corresponding Outcomes and KPIs for each Best Practice Capability

19. Click here to return to the PMI-SSC Resource Center 19 OPM3 Standard – Outcomes & Key Performance Indicators An Outcome is the tangible or intangible result of demonstrating or applying a Capability A Key Performance Indicator (KPI), represents the means to measure an Outcome through a Metric Outcome KPI

20. Click here to return to the PMI-SSC Resource Center 20 OPM3 Standard – Dependencies A3 A2 A1 B3 B2 B1 A B Capabilities Best Practices Improvement Planning Directory  Lists all of the capabilities required for each Best Practice, Including ones from other Best Practices

21. Click here to return to the PMI-SSC Resource Center 21 OPM3 Standard - Components Capability Best Practice Capability Use Team Work - Cross functional teams carry out the Organization’s activities Develop Cross-Functional training opportunities Organize project work by functional area Develop Cross-Functional Teams Develop Integrated Program and Project teams

22. Click here to return to the PMI-SSC Resource Center 22 Categorization

23. Click here to return to the PMI-SSC Resource Center 23 Categorization - Overview Methods for Categorizing Best Practices and Capabilities are:  The Capabilities are categorized by the Process Groups - Initiating, Planning, Executing, Controlling and Closing Processes (IPECC)  Best Practices are categorized according to the Organizational Project Management Domains - Project, Program, Portfolio (PPP)  Best Practices are also categorized by the Stages of Process Improvement - Standardize, Measure, Control, continuously Improve (SMCI)

24. Click here to return to the PMI-SSC Resource Center 24 Project Management Institute, A guide to the project management body of knowledge (PMBOK ® Guide) (Newtown Square: The Project Management Institute, 2000), p. 31 Initiating Processes Planning Processes Controlling Processes Executing Processes Closing Processes Categorization - IPECC

25. Click here to return to the PMI-SSC Resource Center 25 Categorization - PPP

26. Click here to return to the PMI-SSC Resource Center 26 Categorization - SMCI

27. Click here to return to the PMI-SSC Resource Center 27 OPM3 Steps

28. Click here to return to the PMI-SSC Resource Center 28 1. Study the Standard 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 2. Assess organization Satisfied with Results OPM3 Steps

29. Click here to return to the PMI-SSC Resource Center 29 OPM3 Steps – Study the Standard Provides basic knowledge of  Project Management  Organizational Project Management  Organizational PM Maturity  Self-Assessment  The OPM3 Standard 1. Study the Standard 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 2. Assess organization

30. Click here to return to the PMI-SSC Resource Center 30 OPM3 Steps – Assess the organization Assess key aspects of Organizational PM maturity Compare to OPM3 Identify BPs that exist and those that do not exist Infer your location on the maturity continuum Draw general conclusions Look at details from the assessment 3. Determine Focus of Improvements 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 1. Study the Standard 2. Assess organization Satisfied with Results 4. Determine Path to Improvements

31. Click here to return to the PMI-SSC Resource Center 31 OPM3 Steps – Determine Focus of Improvement Review SAW results Select one of the areas of the construct for focus (PPP, SMCI, IPECC) Select Best Practices to focus on from area of focus Plan for improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements

32. Click here to return to the PMI-SSC Resource Center 32 OPM3 Steps – Determine Improvement Path Identify inter- as well as intra- relationships of those Capabilities related to each Best Practice in the focus group 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements 4. Determine Path to Improvements

33. Click here to return to the PMI-SSC Resource Center 33 OPM3 Steps – Evaluate Current Capabilities Evaluate Capabilities identified with BPs in Step 4 Determine missing or partially achieved Capabilities 7. Implement Improvements 8. Repeat the Process 6. Plan for Improvements 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities

34. Click here to return to the PMI-SSC Resource Center 34 OPM3 Steps – Plan for Improvements Align to organizational needs and available resources Apply processes described in the PMBOK ® Guide Develop plan based on the prioritization 7. Implement Improvements 8. Repeat the Process 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements 4. Determine Path to Improvements 6. Plan for Improvements 5. Evaluate Current Capabilities

35. Click here to return to the PMI-SSC Resource Center 35 OPM3 Steps – Implement Improvements Implement improvement plan Consider change management factors Re-adjust your plan according to business climate 8. Repeat the Process 6. Plan for Improvements 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 7. Implement Improvements

36. Click here to return to the PMI-SSC Resource Center 36 OPM3 Steps – Repeat the Process Re-assess the organization to confirm progress Alternative: Continue work on previously identified Best Practices in a focus group identified in Step 3 7. Implement Improvements 6. Plan for Improvements 1. Study the Standard 2. Assess organization 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 8. Repeat the Process

37. Click here to return to the PMI-SSC Resource Center 37 OPM3 Steps - Summary 1. Study the Standard 3. Determine Focus of Improvements 4. Determine Path to Improvements 5. Evaluate Current Capabilities 7. Implement Improvements 8. Repeat the Process 2. Assess organization Satisfied with Results 6. Plan for Improvements

38. Click here to return to the PMI-SSC Resource Center 38 OPM3 Steps - Best Practice Directory Sample

39. Click here to return to the PMI-SSC Resource Center 39 OPM3 Steps - Capability Directory Sample

40. Click here to return to the PMI-SSC Resource Center 40 OPM3 Steps - Improvement Planning Directory Sample

41. Click here to return to the PMI-SSC Resource Center 41 Summary

42. Click here to return to the PMI-SSC Resource Center 42 Summary - Concluding Thoughts What will OPM3 do for your organization?  Help your organization understand its organizational project management maturity  Identify ways to translate strategies into successful, consistent and predictable project outcomes  OPM3 will help you do the right projects the right way!

43. Click here to return to the PMI-SSC Resource Center 43 OPM3 will enable organizations to align their projects to business strategy Summary - Connecting the Gap Most organizations have strategic planning processes The PMBOK  Guide enables you to accomplish successful projects

44. Click here to return to the PMI-SSC Resource Center 44 Summary – Significance of OPM3 The beginning of a journey Goes beyond immediate implications Forms a strong foundation for future work

45. Click here to return to the PMI-SSC Resource Center 45 The OPM3 Standard will be available in December 2003! Summary – When Will It Become Available?

46. Click here to return to the PMI-SSC Resource Center 46 Questions & Discussion

47. Click here to return to the PMI-SSC Resource Center 47 Questions? For more information contact: Harold S. Hunt, PMP Consulting Manager Robbins Gioia, LLC E-mail: harold.hunt@robbinsgioia.com Phone: 703-548-7006 Lisa M. Kruszewski Standards Project Specialist Project Management Institute E-mail: lisa.kruszewski@pmi.org Phone: +610-356-4600 extension 1033