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Strategic Implementation of PMI’s OPM3
John Schlichteron 26 May 2011
Transcript of Strategic Implementation of PMI’s OPM3
Furthermore, a recent study by Gartner, Inc. showed that 80% of IT projects, for example, are conceived and funded in a fragmented manner, with very little planning involved.
On top of that, 90% of companies do not even have a strategy to manage their project portfolio.
In real dollars, that’s nearly $1 trillion in corporate project investments that are under-performing. PMI's A Guide to the Project Management Body of Knowledge PMI's Program Management Standard PMI's Portfolio Management Standard Organizational Project Management Maturity Model The steps to achieve a highly developed condition or excellence. Assessment of capabilities.
Development of capabilities. Process Capability is defined as the capability of a process to meet its purpose as managed by an organization's management and process definition structures. The two parts of process capability are:
1) Measure the variability of a process, and
2) Compare that variability with a proposed specification. Standardizing Processes Organizational Enablers Measuring Processes Controlling Processes Continuously Improving Processes Organizational Project Management Policy & Vision
Individual Performance Appraisals
Project Management Training
Organizational Project Management Communities
Organizational Project Management Practices
Organizational Project Management Methodology
Organizational Project Management Techniques
Project Management Metrics
Project Success Criteria
Knowledge Management and PMIS OPM3 Implementation Lifecycle Why OPM3?
Supports strategic goals at organizational level
Measures how organizations use collective knowledge, capabilities and processes to make sure projects support strategic goals
Measures organization’s ability to consistently complete projects successfully
Identifies and recommends best practices, then puts into context
Bridges gap between corporate strategy and project execution
Enables an organization to approach the right projects optimally in a dynamic global economy Who is using OPM3?
Saudi Arabian Ministiry of Interior
and many others... Pitfalls to Avoid
Wrong-sizing the scope of the organization to assess.
Wrong-sizing the scope of the standard to use.
Failing to include the right people in the assessment process.
Using the wrong tools for the job.
Treating the “assessment” as an end unto itself.
Failing to make people look good.
Relying on theory instead of experience. Right-size the Organization The term “organization” can be defined as any goal-directed subset of the enterprise.
Do not boil the ocean. Include the Right People Consider who needs to be included in the assessment because you need them in subsequent improvements.
Project Team Members
Training Process Owner Consider people to include in different discussions:
Individual performance appraisals
PM communities and practices
Methodologies and techniques
Project success criteria
Knowledge management / PMIS Consider different perspectives. The situation nearly always looks rosier to everybody else more than it does to those with boots on the ground. Include the practitioners. The more detailed an assessment is, the more actionable it is. Who must participate in order to generate accurate assessment results? Who needs to buy-in to the assessment results? Use the Right Tools OPM3 Online is a website with a survey.
72% of the OPM3 Standard is missing from OPM3 Online.
Interpreting the meaning of the Best Practices, Capabilities, Outcomes, and questions of OPM3 requires experience using OPM3.
The tool contains PMI jargon.
Most important for you to understand is the fact that each survey question actually pertains to many sub-components, which is not always obvious.
An assessment is only as useful as it is accurate.
Without a certified assessor, the squeakiest wheel gets the oil. OPM3 ProductSuite is a tool set that only certified consultants may use.
It is more robust, comprehensive, and flexible.
Users are trained in the methodology for using it.
ProductSuite is not a survey. Its use involves the certified user collecting information through interviews and artifact analysis, making judgments, entering judgments into the tool, and using the tool to analyze the data and represent scores in value-added ways. Make People Look Good It is almost always the case that organizations are less mature than they would like to believe.
But it is also almost always the case that they have done something good (no matter how small) that the assessor can acknowledge as a good start.
People need assurances there is no snake in the grass.
Make a realistic 3 month plan for measurable improvements, but keep in mind: it’s people, not the technical agenda, that will pace implementation.
Part of making people look good is reassessing to demonstrate progress after the first assessment-improvement cycle. For more information and support visit http://opmexperts.com or contact email@example.com