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Outline
by Foreword Three key components in this standard: 1. Knowledge – describes the content 2. Assessment – explains the evaluation process 3. Improvement – describes how to improve Preface Goal is to inform rather than advise. Benefits: 1. Improved linkage from strategy to execution 2. Includes lists of “Best Practices” 3. Organizes the relationships between “Capabilities” and “Best Practices” 4. Extends PMBOK approach from projects to programs and portfolios 5. Describes how to do an assessment 6. Describes how to improve Executive Summary Concept is to manage portfolios, programs and projects to achieve organizational goals. Belief is that effectiveness in managing portfolios, programs and projects will allow organization to better achieve strategic goals. OPM3 is a tool for organizations to measure the conformity of their processes and plan improvements. OPM3 provides an assessment to allow organizations to view which processes are covered, which are missing and which need improvement. The physical components of OPM3 are: 1. Text to explain the concepts 2. The assessment tool 3. Details about all 600 Best Practices The OPM3 process has three key components. 1. Knowledge – describes the content 2. Assessment – explains the evaluation process 3. Improvement – describes how to improve The time required to apply OPM3 varies with the size of the organization. The assessment might take weeks or months. Planning and executing the improvements can take many months. Chapter 1: Foundational Concepts 1.1 OPM3 Purpose and Scope The goal is to create a standard for both organizational project management and organizational project management maturity. 1.2 Implementing Strategy Through Projects Change is implemented through projects. Programs are groupings of projects managed together for benefits not achievable individually. A Portfolio is a grouping of projects and programs aimed at achieving a strategic goal. 1.3 Organizational Project Management An “organization” might be an entire enterprise or just one department. Individual projects are designed for “tactical” goals. Organizational project management aims for “strategic” goals. 1.4 Organizational Maturity The
OPM3 assessment allows an organization to measure how well their processes
align with the A key concept is the progression from Standardize, to Measure, to Control and then continuous Improvement. OPM3 defines “Best Practices” in terms of the PMBOK 2000 edition. Unlike CMMI and other assessment methods, OPM3 does not have “Levels”. OPM3 produces multiple dimensions of assessments that can be charted and tracked over time. Chapter 2: User Overview 2.1
How the Standard is Organized Orientation, Description of components and How-to guide 2.2 Knowledge, Assessment and Improvement Knowledge about the standard Assessment exercise to evaluate the organization Improvement to change the organization 2.3 Introduction to OPM3 Steps The sequence is Knowledge, Assessment, Planning, Improve, Repeated executions Chapter 3: Best Practices 3.1 What are Best Practices A best practice is a repeatable process that produces a predictable and desirable output. 3.2 How Best Practices Can Be Used Best practices provide a standard to compare to. Best practices provide a standardized vocabulary Best practices allow for consistency in training 3.3 Capabilities, Outcomes and Key Performance Indicators A best practices is a analogous to a PMBOK process. Capabilities are the tools and techniques used to implement the process. Outcomes are the desired outputs. A Key Performance Indicator (KPI) is a metric useful in assessing the success of the best practice. 3.4 Dependencies Among Best Practices and Capabilities Capabilities can be dependent upon other Capabilities. Both within one Best Practice and across Best Practices. Dependencies can even crisscross between Best Practices. 3.5 Categorization of Best Practices and Capabilities within OPM3 The word Domain refers to the location where the best practices is applied: Project, Program or Portfolio. The
word Stage refers to the quality improvement cycle from Deming and Shewart: Chapter 4: The Organizational Project
Management Processes 4.1 Introduction In
order to simplify the presentation the Best Practices are divided into the
three domains: 4.2 Projects, Programs and Portfolios Projects are defined in the PMBOK Programs, as defined in the PMBOK, are groupings of interrelated projects for a common goal The Project Portfolio is defined as the sum of all of the Projects, all of the Programs and related activities. 4.3 Project Management Processes The PMBOK is the definitive source for Project Management. 4.4 Program Management Processes Program Management includes: The management of multiple projects. Program Management has many similarities to Portfolio Management in that it is necessary to assess and prioritize each activity as part of a larger effort. 4.5 Portfolio Management Processes A project Portfolio is a grouping or projects and programs to achieve a strategic objective. Unlike a Program, the projects and programs in a Portfolio might not be interdependent. Larger organizations might have multiple portfolios where each is specialized. 4.6 How Portfolio, Program and Project Management Processes Constitute the Organizational Project Management Process The OPM3 framework is multi-dimensional. Project,
Program and Portfolio Management ( Process groups of Initiating, Planning, Executing, Controlling and Closing (IPECC) Stages of Standardize, Measure, Control and continuous Improvement (SMCI). There is a web of interdependencies as processes in one group or layer are dependent upon processes from another layer or group. Chapter 5: The OPM3 Directories 5.1 Introduction The components of the OPM3 tool are divided into three directories. 5.2 Explanation of the Directories The three directories contain: Best Practices (approximately 600) Capabilities Improvement Planning The contents of these directories are in Appendix F, G and H in the printed version of OPM3 and in corresponding directories in the electronic version. 5.3 Sample Directory Pages Chapter 6: The OPM3 Cycle 6.1 Introduction The purpose for this chapter is to describe the steps in more detail 6.2 Diagram of the OPM3 Cycle Yet another slice through the system: Prepare, Perform Assessment, Plan for Improvements, Implement Improvements and Repeat the Process 6.3 Steps of the OPM3 Cycle Prepare for the Assessment by studying the OPM3 methodology Perform the Assessment Begin with a high level assessment and then proceed into a comprehensive assessment of those Best Practices that require further evaluation. With approximately 600 Best Practices is it likely to be overwhelming to do a comprehensive assessment on all of them. Instead the organization should choose specific focus areas. The assessment technique is: A Capability is deemed to exist when all of the required outputs from that Capability exist. A Best Practice is deemed to exist when all of the Capabilities it requires are known to exist. It is recommended that the assessment be completed in whole before beginning any improvement efforts so that the needs can be appropriately prioritized. Also, note that some organizations might decide to live with the current state rather than expend the effort to improve. Plan the Improvement effort focusing on the priority sequence identified by the OPM3 tool. Specific corporate focus should consider factors such as attainability, strategic priority, benefit and cost. Implement the Improvements – as projects – following the project methodology defined in the PMBOK. Repeat the Process as required either by starting over on the assessment or by planning additional improvements based on the prior assessment. Hypothetical Example: Applying OPM3 in an Organization The results of the assessment include graphics such as: A one-dimensional graph showing how your organization rates against the OPM3. A three-dimensional graph showing the maturity rating against the ideal for project, program and portfolio management. A stacked bar-chart showing the rating on standardize, measure, control and improve with bars for project, program and portfolio management. |