Organizational Project Management Maturity Model (OPM3)

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

2. Objectives • Quick Review • Understand the High Level Assessment • Discuss the Detailed Assessment • Discuss Improvement Planning

3. Review • Best Practices • Good practices • Process management • Domains • Organizational Project Management Processes • Framework for many best practices and dependencies

4. Process Model Inputs Controls Process Description Outputs Tools and Techniques

5. Scenario The head of your organization believes the reason that so many projects are over budget and overdue is because of poor planning. He tells you that he is going to hold you accountable for improving project planning. You know your project leaders are good and are doing their best, and you suspect the problem lies somewhere else.

6. 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 activity sequences, durations, and resource requirements to create the Project schedule. Tools and Techniques • Mathematical analysis, • Duration compression, • Resource leveling, • Project management software, • Expert Judgment

7. Domain Interactions Strategic Plan Vision, Goals, Objectives, Initiatives Initiate Plan Control Org. Scope, Authorization Resources Policies Execute Close Mechanism Initiate Performance Information, Corrective Action, Risks, Released Resources, Project Info. Plan Control Execute Close

8. Question? Your boss thinks the problem is with planning: • Where do you think the potential problem areas are? • What do you think a mature organization would have in place?

9. Schedule Development Inputs • Project network diagrams, • Duration estimates, • Resource requirements, • Resource pool description, • Constraints, • Assumptions, • Risk management plan Where do you think the potential problem areas are? Controls • Strategic plan, • Business goals Outputs • Project schedule, • Supporting detail, • Project schedule management plan, • Resource requirement updates Analyzing activity sequences, durations, and resource requirements to create the Project schedule. Tools and Techniques • Mathematical analysis, • Duration compression, • Resource leveling, • Project management software, • Expert Judgment

10. Schedule Development What do you think a mature organization would have in place? 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 activity sequences, durations, and resource requirements to create the Project schedule. Tools and Techniques • Mathematical analysis, • Duration compression, • Resource leveling, • Project management software, • Expert Judgment

11. Assessment One way to discover where the problem areas could be is through an assessment against some standard that encompasses all the domains of organizational project management.

12. Assessment Questions Many maturity models are based on some framework of maturity Even a cursory assessment requires many questions to achieve adequate coverage of that framework. Several maturity assessments are based on the PMBOK® Guide’s knowledge areas. Knowledge areas are an alternative way of communicating the project management process standard. Why not assess maturity based on the standard process?

13. High Level Assessment Planning Core Processes • Project Plan Development, • Scope Planning, • Scope Definition, • Activity Definition, • Activity Sequencing, • Activity Duration Estimating, • Schedule Development, • Resource Planning, • Cost Estimating, • Cost Budgeting, • Risk Management Planning

14. High Level AssessmentPossible Question In your organization, do you have documented standard processes for the core project planning processes?

15. High Level Assessment In your organization, do you have defined measures that are being used for the core project planning processes?

16. High Level Assessment In your organization, do you have defined controls that are being used for the core project planning processes to stabilize process variations?

17. High Level Assessment In your organization, do you identify and implement process improvements for the core project planning processes?

18. High Level Assessment Does Management assess the confidence in their projects' plans in terms of schedule, dependencies on other projects, and availability of resources?

19. High Level Assessment Do project managers and project teams in your organization understand how their projects and other projects fit into the organization's strategies, goals, and initiatives?

20. Assessment Questions Questions are intended to cover the entire set of best practices Questions are intended to segment PPP – SMCI results Each question maps to a set of best practices Yes / No Answers allow the ability to apply results to the appropriate best practices

21. Detailed Assessment • Complete Detailed Assessment • Can’t benchmark without a complete assessment • Clear indication some area is under control? • Organizational Project Management Domain • Standardize-Measure-Control-Improve • Perceived Problem Area • Process Group • Organizational Project Management Domain • Default Detailed Starting Point • Standardization within the Project Domain

22. Detailed Assessment • Determine scope or domain to assess • Organizational Project Management Domain • Standardize-Measure-Control-Improve • Process Group • Assess all best practices within that domain • Assess the capabilities leading to the achievement of the above best practices through observed outcomes • Considers dependencies (related capabilities)

23. Dependencies • Dependencies are logical relationships; may appear complex to some, but are rooted in logic • Identified through: • An apparent relationship between Best Practices • A cause and effect determination between capabilities • Identified through S-M-C-I sequence • Information flow • Don’t let misunderstanding dependencies confuse the assessment process; use common sense

24. Avoid Confusion • In a sequence of capabilities, it is possible for a higher maturity outcome could be observed when a lower maturity outcome isn’t • It may be possible to trace a chain of dependencies • It may be possible to find a dependency loop • Solution: Carefully determine why that happened • Determine when to stop the assessment process

25. Improvement Plans Review Assessment Results • Missing outcomes • Unachieved capabilities Focus Improvement Plans • The most elementary missing capabilities • Process Groups • Areas with the greatest potential payback • Areas with the greatest perceived need • Information flow • Specific best practices

26. Improvement Plans Focus on a cluster of best practices Approximately 600 Best Practices • Approx. 200 per domain • Approx. 50 per SMCI within a domain • Approx. 10 - 20 per process group Examine the missing capabilities and their outcomes Determine how to achieve them Use dependencies to sequence the improvement activities

27. Summary High Level Assessment • Must be reasonably comprehensive • Must not appear to be overwhelming • Must be able to provide a resulting measure • Must provide an indication of existing maturity and opportunities for improvement

28. Summary Detailed Assessment • Must map to some framework of maturity • Must be comprehensive • Must provide an indication of existing maturity and opportunities for improvement • Should enable improvement planning