PMI OPM3 - Reifegrad für Organisationen

PMI OPM3® Standard itSMF Kongress, Dezember 2004 Hamburg Thomas Walenta, PMP PMI Frankfurt Chapter e.V. www.pmifc.de 1 Purpose and Agenda Introduction to PMI’s OPM3 Standard – how to improve the way organizations work ü OPM3, Program- and Portfoliomanagement ü OPM3 development, maturity models ü OPM3 knowledge elements ü OPM3 assessment dimensions ü OPM3 next steps 2 OPM3® – Organizational Project Management Maturity Model (PMI®) OPM3 is a standard developed by PMI to help organizations get the knowledge about Organizational Project Management assess their position against best practices improve their maturity by providing next steps 3 Program and (Project) Portfolio Management A program is "A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside the scope of the discrete projects in a program.“ A portfolio is a collection of components that includes programs, projects, portfolios, and other work grouped together to facilitate the effective management of financial and human resources to meet an organization’s strategic business objectives. The components of the Portfolio may be independent or directly related. 4 PPP – some differentiators Project Program/Programme Portfolio Objective Achieve a previously agreed Achieve previously agreed and Permanently attempt to and defined results, defined strategic objectives reach the mission of the tactical and operational organization Duration Finite, short term Temporary, can be stopped when Ongoing, infinite objectives are met Focus of Scope and deliverables Interfaces between projects / Prioritization of Projects Mgmt Efficiency functions & Integration between & Management of operational function Resources Effectiveness & Efficiency Decision- In phases, based on In stages/projects, based on program In periods, based on making milestones plans management cycle Sponsor Program Manager or Project Strategic Objective Owner (business Organization (CEO, COO) Sponsor exec sponsor) Planning Scope/WBS, Schedule, End results, success dimensions Alignment with mission Budget and priorities 5 OPM – Organizational Project Management Organizational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. Organizational project management is the application of knowledge, skills, tools, and techniques to organizational and project activities to achieve the aims of an organization through projects. 6 What is a Maturity Model A Model is a framework organizations may use to identify, establish, and maintain required capabilities Maturity implies a state of being fully developed A maturity model may include: • methods to facilitate assessment • methods to identify deficiencies • representations of improvement paths A maturity model may also describe a process whereby an organization can develop or achieve something desirable, such as a set of Capabilities or Practices. 7 Foundation and Evolution of OPM3 The OPM3 project schedule: • Project was chartered in 1998 (and developed into a Program) • Discovery Phase started in 1999, John Schlichter • Finalization Nov. 2002, Program Manager Ralf Friedrich • Shipment Dec. 2003 • Will be enhanced every 4 years OPM3 project characteristics: • has a strong foundation based on research, including 27 contemporary models (SEI CMM, SSE CMM, Kerzner PM Maturity, ...) • was developed with the widespread participation of the larger PM community • was developed with contribution of over 800 professionals from over 34 countries • is aligned to the PMBOK Guide Standard 8 The Three Elements of OPM3 9 OPM3 Knowledge: Best Practices and Capabilities/Outcomes/KPIs 10 OPM3 Knowledge: Best Practices and Capabilities/Outcomes/KPIs Best Practice • Conditions representing excellence in a specific area (or activity) • Ideals sought by an organization to improve effectiveness Capabilities (describing Best Practice) • The incremental steps along the path to increased maturity • A set of Capabilities that supports the achievement of a Best Practice • The existence of a Capability is demonstrated by the existence of its corresponding Outcome(s) • 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 11 OPM3 Knowledge: Example of a best practice in OPM3 12 OPM3 Knowledge: 3 Types of dependencies in OPM3 13 OPM3 Assessment: Maturity Dimensions The term stage refers to the stages of process improvement. The concept of process improvement, to make a process “capable,” became widely adopted in industry and government as a result of the Quality Movement, which had its roots in the work of W. Edwards Deming and Walter Shewart as far back as the 1920s. Their work became the de facto Standard for process improvement, laying out the sequential stage of improvement as 1) Standardize; 2) Measure; 3) Control; 4) continuously Improve. The sequence SMCI implies a prerequisite relationship between the stages, in that the most advanced stage, continuous improvement, is dependent on a state of control, which is, in turn, dependent on measurement, which is dependent on standardization. 14 OPM3 Knowledge: Maturity Continuum in PPP and SMCI 15 OPM3 Knowledge: IPECC Dimension – 5 Process Groups from PMBOK used for Project, Program and Portfolio Management 16 OPM3 Knowledge: The IPECC Process groups are applied to PPP and linked thru Strategic Planning 17 OPM3 Knowledge: total construct of three OPM3 dimensions PPP, SMCI and IPECC 18 OPM3 Assessment and Improvement Cycle 19 OPM3 Assessment: some of 151 Self Assessment Questions 1 Are the sponsor and other stakeholders involved in setting a direction for the project that is in the best interests of all stakeholders? 2 Does your organization consider risk during project selection? 3 Are your organization's goals and objectives communicated to and understood by the project teams? ... 4 Do the projects in your organization have clear and measurable objectives in addition to time, cost, and quality? 9 Does your organization use data internal to the project, data internal to the organization, and industry data to develop models for planning and re-planning? 10 Does your organization establish the project manager role for all projects? ..... 151 Does your organization identify, assess, and implement improvements at the Portfolio level for the Closing Processes (Contract Closeout, Administrative Closure)? 20 OPM3 Assessment: Assessment Results - Samples 21 How to get OPM3® – Organizational Project Management Maturity Model (PMI®) Products, available from www.pmi.org Standard Book: knowledge foundation, 195 pages (free download for PMI members) CDROM: knowledge, assessment tool Future: OPM3 assessors accredited by PMI (course and exam by PMI) start of OPM3 standard revision project in 2005 22 OPM helps to deliver results according to strategy, OPM3 helps to find out where you are and where you should go 23 OPM3 is .... 24