Introduction to Organizational Project Maturity Model

1. Organizational Project Maturity
Model (OPM3)
Daniele Pinto
daniele.pinto@gmail.com

2. Objectives
2
Provide an overview to the audience about the Organizational
Project Management Maturity Model, its implementation and
the model to perform an organizational gap analysis useful for
planning further improvements.
I encourage the reader to search additional information on the
PMI standards (PMI copyright) that I have used to compile in this
introduction to OPM3

3. Agenda
• Introduction to OPM
• OPM3 Components
• OPM3 implementation framework
• Gap Analysis and planning tool
3

4. INTRODUCTION TO OPM
OPM3

5. PMI definitions
5
Project: ”a temporary endeavor undertaken to create a
unique product, service or result”
Program: ”is a group of related projects, subprograms, and
program activities that are managed in a coordinated way to
obtain benefits not available from managing them
individually”
Focus on Benefits provided by
the outputs
Focus on outputs
Portfolio: ”is a component collection of programs, projects or
operations managed as a group to achieve strategic
objectives……the portfolio component are quantifiable, that
is, they can be measured, ranked and prioritized ”
Focus on Performance

6. Organizational Strategy and OPM
6
Vision
Mission
Organizational Strategy and
Objectives
Portfolios, Programs, and Projects
Strategy
OPM
“C-Level executives (CEO, CFO,
CIO,…) establish objectives and goals
and develop strategies to achieve
them.”
“They expect to select from pending
or proposed projects the ones that
most likely support the achievement
of the organization's goals within
the preferred strategy.”
“Project management require
deliberate planning and action to
create the conditions for success.”

7. Organizational Environment
7
Strategy Portfolio
Programs
&
Projects
Operations
Business Impact Analysis
Portfolio Review and Adjustment
Value performance Analysis
Organizational Environment
In order to aligns organizational
strategy and goals with programs
and projects initiatives this
framework considers the full process
from the selection of initiatives (the
What?), to the realization (the
How?) of the business benefits and
to the monitoring of the generated
value.
Assumptions: The company strategic
goals and objectives are given (the
Why?).

8. Integrated disciplines
8
OPM3 provides a way to deliver strategy
through clearly lined portfolio,
programs, and projects.
Project Management Office
Projects
Focus on objectives
Portfolios
Align with strategic business objectives
Programs
Benefits from managing groups of
projects

9. OPM3 COMPONENTS
OPM3

10. The referenced ANSI Standards
10
The Standard for Portfolio Management 3rd Ed.
The Standard for Program Management 3rd Ed.
The Standard for Project Management 5th Ed.

11. Components of the model
11
The OPM3 considers the following components necessary to build the model:
• Domain Area (Portfolio, Program, Project)
• Process Improvement/Maturity Stages (Standardize, Measure, Control,
Improve)
• Best Practices (mapped against their process improvement stage)
• Capabilities
• Outcomes
The model considers also the Organizational Enablers that should be developed
to support OPM.

12. OPM3 construct
12
Portfolio Domain
Knowledge Area
Process Group Process
Program Domain
Life Cycle Phase
Supporting Process
Supporting
Activity
Project Domain
Knowledge Area
Process Group Process
Best
Practice
Organizational
Enabler
Process
Improvement
Stage
Capability
Outcome The Best Practices are listed in the
Standards.
Each Process or supporting activity is
associated to an improvement stage
and provides outcomes.
Each organizational enabler provides
outcomes but cannot be associated to
improvement stages.

13. Portfolio Management life cycle and
the Knowledge Areas
13
Knowledge Areas
1. Strategic Management
2. Governance
3. Performance
4. Communication
5. Risk
Defining
AligningAuthorizing

14. Portfolio Processes Matrix
14
Knowledge Areas Defining Process Group Aligning Process Group Authorizing Process Group
Portfolio Strategic
management
• Develop Portfolio
Strategic plan
• Develop Portfolio Charter
• Define Portfolio
Roadmap
• Manage Strategic
Changes
Portfolio Governance
Management
• Develop Portfolio
Management Plan
• Define Portfolio
• Optimize Portfolio • Authorize Portfolio
• Provide Portfolio
Oversight
Portfolio Performance
Management
• Develop Portfolio
Performance
Management Plan
• Manage Supply and
Demand
• Manage Portfolio Value
Portfolio Communication
Management
• Develop Portfolio
Communication
Management Plan
• Manage Portfolio
Information
Portfolio Risk Management • Develop Portfolio Risk
Management Plan
• Manage Portfolio Risks

15. Program Management life cycle and
the Supporting Processes
15
Supporting Processes
1. Integration
2. Scope
3. Schedule
4. Financial
5. Quality
6. Human Resource
7. Communication
8. Risk
9. Procurement
Definition
Benefit
Delivery
Closure

16. Program Process Support activity
Matrix
16
Supporting Process Program Definition Program Benefit Delivery Program Closure
Program Communication Management • Communications Planning • Information Distribution
• Program performance Reporting
Program Financial Management • Program Cost Estimation
• Program Financial Framework
Establishment
• Program Financial Management plan
Development
• Component Cost Estimation
• Program Cost Budgeting
• Program Financial Monitoring and
Control
• Program Financial Closure
Program Integration Management • Program Initiation
• Program Management Plan
Development
• Program Infrastructure Development
• Program Execution Management
• Program Performance Monitoring and
Control
• Program Transition and Benefits
Sustainment
• Program Closure
Program Procurement Management • Program Procurement Planning • Program Procurement
• Program Procurement Administration
• Program Procurement Closure
Program Quality Management • Program Quality Planning • Program Quality Assurance
• Program Quality Control
Program Resource Management • Resource Planning • Resource Prioritization
• Resource interdependency
Management
Program Risk Management • Program Risk Management Planning • Program Risk Identification
• Program Risk Analysis
• Program Risk Response Planning
• Program Risk monitoring and Control
Program Schedule Management • Program Schedule Planning • Program Schedule Control
Program Scope Management • Program Scope Planning • Program Scope Control

17. Project Management life cycle and the
Knowledge Areas
17
Knowledge Areas
1. Integration
2. Scope
3. Time
4. Cost
5. Quality
6. Human Resource
7. Communication
8. Risk
9. Procurement
10. Stakeholder
Initiating Planning Executing Closing
Monitoring and Controlling

18. Project Processes Matrix
18
Knowledge Area Initiation Planning Executing Monitoring and Controlling Closing
Project Integration Management • Develop project
charter
• Develop project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work
• Perform integrated Change Control
• Close Project or
Phase
Project Scope Management • Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope
Project Time Management • Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Project Cost Management • Plan Cost Management
• Estimate Costs
• Determine Budget
• Control Costs
Project Quality Management • Plan Quality Management • Perform Quality Assurance • Control Quality
Project HR Management • Plan HR management • Acquire project Team
• Develop Project Team
• Manage Project Team
Project Communication Management • Plan Communication Management • Manage Communication • Control Communication
Project Risk Management • Plan Risk Management
• Identify Risks
• Perform Qualitative risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Response
• Control Risks
Project Procurement Management • Plan Procurement management • Conduct Procurements • Control procurements • Close Procurements
Project Stakeholder Management • Identify
Stakeholders
• Plan Stakeholder Management • Manage Stakeholder engagement • Control Stakeholder Engagement

19. Organizational Enablers
19
1. Benchmarking
2. Competency Management
3. Governance
4. Individual performance Management
5. Knowledge Management and PMIS
6. Management Systems
7. Organizational Project Management Communities
8. Organizational Project Management Methodologies
9. Organizational Project Management Policy and Vision
10. Organizational Project Management Practices
11. Organizational Project Management Techniques
12. Organizational Structures
13. Project management Metrics
14. Project Management Training
15. Project success Criteria
16. Resource Allocation
17. Sponsorship
18. Strategic Alignment
There are 4 organizational core-enables
processes.

20. IMPLEMENTATION FRAMEWORK
OPM3

21. OPM3 Framework
21
Area of Expertise Acquire Knowledge Perform Assessment Manage Improvement
Governance, Risks, and
Compliance
Understand OPM Establish Plan Measure Results
Delivery and Benefits
Management
Understand the
Organization
Define Scope Select Initiatives
Conduct Assessment Implement
Improvements
Organizational Change Assess Change
Readiness
Initiate Change Manage Change
Cycle Element
Prepare For
Assessment
Perform
Assessment
Plan For
Improvements
Implement
Improvments
Repeat the
Process
Manage Improvements
Acquire Knowledge

22. Assess Change Readiness
22
1. Determine the management commitment to the critical success
factors: sustained leadership (i.e. support for the planning changes),
continuous improvement, and organizational change management
2. Determine feasibility: share OPM information (i.e. framework,
benefits), assess current status, obtain buy in for the program vision.
3. Propose the business case for the executive approval

23. From the Discovery phase to the
Implementation
23
• The assessment provides the gap analysis (i.e. existing best practices) and
the list of initiatives
• The improvements will be planned in a roadmap
• In order to reduce the risk, conduct a pilot (for example on a reduced
number of project managers)
• After the pilot, deploy the initiative to the full organization
• Review the lesson learned

24. GAP ANALYSIS AND PLANNING TOOL
OPM3

25. Example of assessment sheet
25
BP_ID BP_NAME
AssessedImplementationStatus
DesiredStatus
Portfolio
Program
Project
OrganizationalProjectManagementPolicyandVision
OrganizationalProjectManagementCommunity
OrganizationalProjectManagementMethodology
OrganizationalProjectManagementPractices
OrganizationalProjectManagementTechiques
OrganizationalStructure
ProjectManagementMetrics
ProjectManagementTraining
ProjectSuccessCriteria
ResourceAllocation
Sponsorship
StrategicAlignment
Benchmarking
CompetencyManagement
Governance
IndividualPerformanceAppraisal
KnowledgeManagementandPMIS
ManagementSystems
1000
Estabish Organizational
Project Management Polices x x x x
1005 Standardize Project Charter x
1020
Standardize Develop Project
Management Plan Process x
1030
Standardize Project Collect
Requirements Process x
1035
Standardize Monitor and
Control Project Work x
1040
Standardize Project Define
Scope Process x
1045
Measure Monitor and Control
Project Work x
1050
Standardize Project Define
Activities Process x
1055
Control Monitor and Control
Project Work Process x
Domains Organizational Enablers
Best
Practice

26. 26
Knowledge Area Initiation Planning Executing Monitoring and Controlling Closing
Project Integration Management • Develop project
charter
• Develop project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work
• Perform integrated Change Control
• Close Project or
Phase
Project Scope Management • Plan Scope Management
• Collect Requirements
• Define Scope
• Create WBS
• Validate Scope
• Control Scope
Project Time Management • Plan Schedule Management
• Define Activities
• Sequence Activities
• Estimate Activity Resources
• Estimate Activity Durations
• Develop Schedule
• Control Schedule
Project Cost Management • Plan Cost Management
• Estimate Costs
• Determine Budget
• Control Costs
Project Quality Management • Plan Quality Management • Perform Quality Assurance • Control Quality
Project HR Management • Plan HR management • Acquire project Team
• Develop Project Team
• Manage Project Team
Project Communication Management • Plan Communication Management • Manage Communication • Control Communication
Project Risk Management • Plan Risk Management
• Identify Risks
• Perform Qualitative risk Analysis
• Perform Quantitative Risk Analysis
• Plan Risk Response
• Control Risks
Project Procurement Management • Plan Procurement management • Conduct Procurements • Control procurements • Close
Procurements
Project Stakeholder Management • Identify
Stakeholders
• Plan Stakeholder Management • Manage Stakeholder engagement • Control Stakeholder Engagement
Process maturity stage

27. Process maturity stage cont’d
27
BP_ID BP_NAME
AssessedImplementationStatus
DesiredStatus
Portfolio
Program
Project
OrganizationalProjectManagementPolicyandVision
OrganizationalProjectManagementCommunity
OrganizationalProjectManagementMethodology
OrganizationalProjectManagementPractices
OrganizationalProjectManagementTechiques
OrganizationalStructure
ProjectManagementMetrics
ProjectManagementTraining
ProjectSuccessCriteria
ResourceAllocation
Sponsorship
StrategicAlignment
Benchmarking
CompetencyManagement
Governance
IndividualPerformanceAppraisal
KnowledgeManagementandPMIS
ManagementSystems
1075
Standardize Project Create
WBS Process x
1085
Measure Project Create WBS
Process x
1095
Control Project Create WBS
Process x
1105
Improve Project Create WBS
Process x
Domains Organizational Enablers
4 Maturity
Stages for
Project
Create WBS
Process

28. Enablers for a selected area
28
BP_ID BP_NAME
AssessedImplementationStatus
DesiredStatus
Portfolio
Program
Project
OrganizationalProjectManagementPolicyandVision
OrganizationalProjectManagementCommunity
OrganizationalProjectManagementMethodology
OrganizationalProjectManagementPractices
OrganizationalProjectManagementTechiques
OrganizationalStructure
ProjectManagementMetrics
ProjectManagementTraining
ProjectSuccessCriteria
ResourceAllocation
Sponsorship
StrategicAlignment
Benchmarking
CompetencyManagement
Governance
IndividualPerformanceAppraisal
KnowledgeManagementandPMIS
ManagementSystems
2190
Benchmark Organizational
Project Maangement
Performance Against
Industry Standards x x x x
8930
Benchmark PMO Practices
and Results x x x x
9090
Incorporate Performance
Benchmarks into Balanced
Scorecard System x x x x
Domains Organizational Enablers

29. THANKS FOR YOUR ATTENTION!
OPM3