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Organizational Project Management Maturity Model (OPM3)

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  1. Organizational Project Management Maturity Model (OPM3) PMI-MN Breakfast sessionsProcess Management

  2. Objectives • Review • Process Management • Describing the process • Process Management Best Practices

  3. Review • Best Practices • Domains • Organizational Project Management Process Improvement

  4. 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.

  5. SEI-CMM Maturity Levels Continuously Improving Process Optimizing (5) Predictable Process Managed (4) Defined (3) Consistent Process Disciplined Process Repeatable (2) Initial (1)

  6. 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

  7. 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

  8. 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

  9. 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?

  10. What Does OPM3 Have? What do maturity models seem to have in common? • Process Standardization • Process Measurement • Process Control • Process Improvement • Process Governance

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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

  16. Process Model OverviewWhat process are we trying to improve?

  17. Process Modeling Controls Inputs Process Description Outputs Tools and Techniques Processes transform inputs into outputs, guided by controls, and aided by tools and techniques.

  18. 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

  19. 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

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

  21. Question? Describe the process of managing a portfolio of projects

  22. 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

  23. 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

  24. 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

  25. Portfolio Management Project Management There are many Interactions between Organizational Project Management Domains Program Management

  26. 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

  27. Best PracticesinProcess Management

  28. 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.”

  29. Process Management Process Governance Process Standardization Process Measurement Process Control Authorizing governing bodies to be responsible for process improvement goals and plans. Process Improvement

  30. 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.

  31. 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

  32. 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

  33. Process Management Process Improvement Best Practices Implementing Improvements Integration with Standardization Identify process improvements Continuous process improvement. Integrate process improvements with process standardization

  34. 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

  35. 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.

  36. Questions? For more information, contact: Ade Lewandowski 3M Corporate IT Applications aglewandowski@mmm.com