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Organizational Project Management Maturity Model (OPM3). PMI-MN Breakfast sessions Process Management. Objectives. Review Process Management Describing the process Process Management Best Practices. Review. Best Practices Domains Organizational Project Management Process Improvement.

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organizational project management maturity model opm3

Organizational Project Management Maturity Model (OPM3)

PMI-MN Breakfast sessionsProcess Management

objectives
Objectives
  • Review
  • Process Management
  • Describing the process
  • Process Management Best Practices
review
Review
  • Best Practices
  • Domains
  • Organizational Project Management Process Improvement
process maturity progression
Process Maturity Progression

W. Edwards Deming and post-WWII Japan

DoD and SEI in 1986

Watts Humphrey’s – Managing the Software Process 1989

Mark Paulk – Capability Maturity Model for Software 1991

Key concepts:

Define the process

Incorporate industry best practices

Standardize the process

Measure and analyze the process

Focus on feedback and feed forward controls

Make any improvements necessary.

sei cmm maturity levels
SEI-CMM Maturity Levels

Continuously

Improving

Process

Optimizing (5)

Predictable

Process

Managed (4)

Defined (3)

Consistent

Process

Disciplined

Process

Repeatable (2)

Initial (1)

a repeatable organization
A Repeatable Organization
  • Level 2 Characterized by -
    • Policies are established and followed
    • Processes are practiced, documented, enforced, trained, measured, and improved
    • Project standards are defined and faithfully followed
    • Institutionalize effective project management processes
remaining levels
Remaining Levels
  • Level 3 - Defined
    • Organization process focus & process definition
    • Integrated software management & product engineering
  • Level 4 - Managed
    • Quantitative process management
    • Software quality management
  • Level 5 - Optimizing
    • Defect prevention
    • Technology change management
    • Process change management
six sigma concepts
Six Sigma Concepts
  • Identify the problem process
  • Describe the process
  • Identify inputs and outputs
  • Use inputs and outputs to prioritize
  • Identify and implement measures
  • Analyze measurements for variations
  • Identify root causes of unwanted variations
  • Identify and implement process changes

Standardize

Measure

Control

Improve

questions
Questions?

What do maturity models seem to have in common?

What would you expect to see in a maturity model but don’t?

What is the value of having levels?

what does opm3 have
What Does OPM3 Have?

What do maturity models seem to have in common?

  • Process Standardization
  • Process Measurement
  • Process Control
  • Process Improvement
  • Process Governance
what does opm3 have1
What Does OPM3 Have?

What would you expect to see in a maturity model but don’t?

  • Reference to Program and Portfolio management
  • Reference to Resource management, Procurement management, etc.
  • Strategic Alignment
  • Incorporating process improvement goals into portfolio planning
what does opm3 have2
What Does OPM3 Have?

What is the value of having levels?

  • Identifying improvement targets
  • Support maturity assessment
  • Identifying where your organization is on a continuum
  • Communicate a sequence to increasing maturity
  • Ability to benchmark against similar organizations
maturity models
Maturity Models
  • OPM3 reviewed over 30 maturity models
  • Most were extensions of the SEI CMM model
  • Very few addressed multi-projects or programs
  • Most focused only on the project domain
  • Most included standardize, measure, control, and improve
opm3 is not just another model
OPM3 is Not Just Another Model

Project Management Maturity Model, by Knapp & Moore Pty Ltd.

US Federal Aviation Administration Integrated Capability Maturity Model

SEI P-CMM People Capability Maturity Model

V-Model

Balanced Scorecard

AACE International’s Certification Program

SEI SW-CMM Capability Maturity Model SM for Software

APM BoK Review

SEI CMM-I Integrated Capability Maturity Model

PRINCE

SPICE

IBM Progress Maturity Model

EFQM Excellence

Trillium

ESI International's ProjectFRAMEWORK

ICB - IPMA Competency Baseline

Malcolm Baldrige Quality Award

Integrated Project Systems’ model

“Barron Maturity Model” (Ortho Clinical Diagnostics)

Microframe’s Model

SEI SE-CMM Capability Maturity Model for Systems Engineering

Australian Institute of Project Management (AIPM). 1996. National Competency Standards for Project Management: Various Volumes, Competency Standards, Level 6.

Hartman's SMART model

maturity models1
Maturity Models
  • OPM3 reviewed over 30 maturity models
  • Most were extensions of the SEI CMM model
  • Most focused only on the project domain
  • Very few addressed multi-projects or programs
  • Most included standardize, measure, control, and improve
process modeling
Process Modeling

Controls

Inputs

Process Description

Outputs

Tools and Techniques

Processes transform inputs into outputs, guided by controls, and aided by tools and techniques.

process model how it can be used
Process ModelHow it can be used

Inputs

Measure for specifications

Controls

Govern how the process operates

Process Description

Outputs

Measure for performance and stability

Tools and Techniques

Are resources available to the process

process modeling project schedule development
Process Modeling Project Schedule Development

Inputs

  • Project network diagrams,
  • Duration estimates,
  • Resource requirements,
  • Resource pool description,
  • Constraints,
  • Assumptions,
  • Risk management plan

Controls

  • Strategic plan,
  • Business goals

Outputs

  • Project schedule,
  • Supporting detail,
  • Project schedule management plan,
  • Resource requirement updates

Analyzing program and project

sequences, durations, and

resource requirements

to create the Project schedule.

Tools and Techniques

  • Mathematical analysis,
  • Duration compression,
  • Resource leveling,
  • Project management software,
  • Expert Judgment
portfolio management
Portfolio Management

If we want to address process maturity within the domain of portfolio management, we must understand what that process is.

question
Question?

Describe the process of managing a portfolio of projects

project management process review
Project Management Process Review

Scope Planning & Definition

Activity Definition & Sequencing

Resource Planning

Duration Estimating

Schedule Development

Cost Estimating & Budgeting

Project Plan Development

Quality Planning

Communications Planning

Risk Management Planning

Procurement Planning

Resource Acquisition

Initiate

Plan

Exploring the Request

Execute

Control

Project Plan Execution

Performance Reporting

Vendor Administration

Quality Assurance

Team Development

Sustain Commitment

Close

Overall Change Control

Scope Change Control

Schedule Control

Cost Control

Risk Response Control

Project Closure

Administrative Closure

portfolio management process proposal
Portfolio Management Process Proposal

Process Management

Resource Planning

Portfolio Plan Development

Cost Budgeting

Quality Planning

Communications Planning

Risk Management

Procurement Planning

Organizational Planning

Staff Acquisition

Initiate

Plan

Organizational Business Plans

Scope Management

Execute

Control

Portfolio Plan Execution

Performance Reporting

Vendor Administration

Quality Assurance

Workforce Development

Scope Change Control

Portfolio Schedule Control

Cost Control

Risk Response Control

Close

Close of the planning or budgetary cycle

slide24
OPM3

Extended the PMBOK® Guide processes to the program and portfolio domains

Allows organizations to focus on process improvements in all three domains

Permits the analysis of interactions between the domains

slide25

Portfolio Management

Project Management

There are many Interactions between Organizational Project Management Domains

Program

Management

slide26

Domain Interactions

Strategic

Plan

Domain interactions should also be included in the maturity assessment and improvement. What are the interactions between project, program, and portfolio risk management?

Vision, Goals,

Objectives,

Initiatives

Initiate

Plan

Control

Org. Scope,

Authorization

Resources

Policies

Execute

Close

Mechanisms

Initiate

Performance Information,

Corrective Action,

Risks,

Released Resources,

Project Info.

Plan

Control

Execute

Close

overview
Overview
  • Key aspects of process management
  • Represented as best practices

“Process maturity is the extent to which a specific process is explicitly defined, managed (standardized), measured, controlled, and effective.”

slide29

Process Management

Process

Governance

Process

Standardization

Process

Measurement

Process

Control

Authorizing governing bodies to be responsible for process improvement goals and plans.

Process

Improvement

slide30

Process Management

Process

Standardization

Process

Tools

Access to

Information

Assemble, develop, purchase, or otherwise acquire a common process.

Monitor compliance with process.

Standardize the common process.

slide31

Process Management

Process

Measurement

Measurement

Process

Measurement

Tool

Internal standards regarding process performance

Identify critical process characteristics

Measure critical characteristics

Identify upstream measures.

Measure process critical inputs

Measurement

Analysis

slide32

Process Management

Process

Control

Process

Control Plan

Process

Audits

Identify Root

Problems

Develop a process control plan

System for maintaining process control

Audit process stability

Identify root problems during process execution

slide33

Process Management

Process

Improvement

Best

Practices

Implementing

Improvements

Integration with

Standardization

Identify process improvements

Continuous process improvement.

Integrate process improvements with process standardization

summary
Summary

Process Model

  • Method of organizing best practices
  • Incorporates relationships based on the flow of outputs to inputs
  • Incorporates relationships between domains
    • Information flows
    • Controls
    • Standardized Tools and Techniques
  • Communicating to Management
summary1
Summary

Process Management

  • Maps process management best practices to processes
    • Standardization, measurement, control, and improvement apply to all processes, and all domains
  • Framework for the dimensions of maturity
    • SMCI
    • Processes
    • Domains
  • The ability to apply maturity assessment and improvement to any part of the model.
questions1
Questions?

For more information, contact:

Ade Lewandowski

3M Corporate IT Applications

aglewandowski@mmm.com