1 10 Steps to Building Your Own Tailored Organizational Project Methodology Sean Whitaker Human Systems International (HSI) PMO15BR25
2 A Little About Me...
3 A Little About You... Do you have: Any sort of portfolio, program or project management methodology? A tailored portfolio, program or project management methodology? A portfolio, program or project management methodology you would be willing to share?
4 Learning Objectives At the end of this session you will: Have an awareness of the strategic and operational importance of developing, implementing and improving of a tailored organizational project methodology Have an introductory awareness of the tools to develop and tailor your own organizational project methodology
5 Organizational Project Management Organizational project management (OPM) is the framework used to align project, program, and portfolio management practices within organizational strategy and objectives, and customizing or fitting these practices within the organizations context, situation or structure - Implementing Organizational Project Management: A Practice Guide (PMI, 2014)
6 Methodology Definition The PMBOK Guide defines a methodology as: a system of practices, techniques, procedures and rules (p. 546).
7 Methodology Definition More specifically an organizational project management methodology is a defined, documented and discoverable set of policies, practices, processes, tools, techniques and templates that provide guidance on how portfolios, programs and projects are run within an organization.
8 Snapshot of Practice Typically, portfolio, program and project management systems and methodologies are separate and distinct elements within organizations. This situation is inefficient and does not contribute to organizational strategic success as much as a coordinated organizational portfolio, program and project management methodology.
9 Portfolio Management Organizational Project Management Program Management Project Management
10 OPM & Operational Management Organizational project management works best when it is defined and tailored AND the link to operational management is recognised. It has been recognized that tailored operational management practices are essential to organizational success project management is playing catch up!
13 OPM Benefits Organizations with developed project management practices, benefits realization processes, portfolio management practices and program management practices and those with high organizational agility all have significantly better project outcomes than their counterparts who are less advanced in their project management practices. - PMI Pulse of the Profession (2014) (page 11)
14 Tailoring Tailoring is the process to customise processes to suit the level of organizational and practitioner maturity & capability, as well as the complexity, industry, risk tolerance, and culture of an organization.
15 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014
16 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014
17 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014
18 The Benefits of Tailoring: Making a Project Management Methodology Fit by Sean Whitaker, PMI, 2014
19 Efficient Decision Making Increased Customer Satisfaction Alignment of Strategy and Execution Improved Communications Predictable Delivery Performance Tailored Organizational Project Management Benefits Increased Productivity Competitive Advantage Improved Market Competitiveness Improved Cost Control Effective Operations
20 Building Your OPM Methodology Having now covered: The links between organizational project management and strategic success; and The benefits of tailoring a organizational portfolio, program and project management methodology We are now going to look at 10 steps to building your own tailored OPM methodology
21 Be Consistent Repeat the Process as Necessary Identify types of portfolios, programs and/or projects Monitor Key Performance Indicators Identify Inputs 10 Steps to Your Own OPM Methodology Conduct Continuous Improvement Identify Constraints Derive Output Identify Resources Develop and Document The Methodology
22 But First - Appoint a Champion All initiatives need a champion Treat the development, implementation and improvement of an OPM methodology as a project. Empower the champion/project manager with authority and responsibility
23 And Then - Assess Change Readiness Developing and implementing an OPM methodology represents change and generally people resist change. Assess readiness for change and build support for change. Involve the people who will be using and affected by the methodologies. Managing Change in Organizations: A Practice Guide is available to provide useful guidance.
24 Step 1: Choose Consistency Don t reinvent the wheel or start from the absolute beginning when looking for standards to base your OPM methodology on. Use established portfolio, program and project management standards and align with the content
25 Relevant PMI Standards The PMBOK Guide The Standard for Program Management The Standard for Portfolio Management Organizational Project Management Maturity Model (OPM3) Project Manager Competency Development Framework
26 Useful ISO Standards ISO 21500: Guidance on Project Management (2012) ISO 21503: Guidance on Programme Management (under development) ISO 21504: Guidance on Portfolio Management (2015) ISO 21505: Project, programme and portfolio management -- Guidance on governance (under development)
27 Developing an OPM Methodology Implementing Organizational Project Management: A Practice Guide gives a process for developing an organizational portfolio, program and/or project management methodology as follows:
29 2. Identify types of projects. Identify and describe the types of portfolios, programs and projects the organization undertakes. This description should include information about the size, complexity, duration and any other relevant issues about the portfolios, programs and projects that the organization undertakes. A project profile assessment is described in Implementing Organizational Project Management: A Practice Guide (PMI, 2014) and can be downloaded from
30 3. Identify inputs. Identify and collate all of the available inputs needed to develop the organizational project management methodology. This includes existing organizational process assets and all existing templates, software, processes, user manuals and other supporting material. Complete an inventory of what already exists to avoid reinventing the wheel. A
31 4. Identify constraints. Identify constraints to the methodology. These may include financial constraints or they may include national, local, or industry-specific regulations that the project management methodology must take into account.
32 5. Identify Resources. Identify the existing sources of information and guidance available. These include sources such as: Standards such as ISO21500: Guidance on Project Management (ISO 21500:2012) Framework documents such as the PMBOK Guide (PMI, 2013), Existing proprietary methodologies and approaches (i.e. Method123, TenStep, Prince2, Scrum, Crystal, XP), Methodologies used by others in the same industry, Professional project management associations (i.e. PMI), Professional project management communities (i.e. Agile Manifesto for IT Projects), Consultants, Project management practitioners, Users of the project management methodology, and Stakeholders actually or potentially affected by the project management methodology.
33 Steps 6 & 7: Development 6. Develop and document the methodology 7. Derive output
34 6. Develop and document the methodology. Build the portfolio, program and project methodology iteratively by using project management practitioners and project team members to document intellectual property describing the organizational project management methodology such as a process flow chart, user guides, standardized templates, lexicons, tools, techniques and other aspects of the methodology.
35 7. Derive output. The output derived from this process is the documented, discoverable, tailored portfolio, program and project management methodology ( or methodologies) ready to be used across the organization. Make sure that everyone knows where to find the elements of the new methodology.
36 Steps 8-10: Improvement 8. Conduct continuous improvement 9. Monitor key performance indicators 10. Repeat the process as necessary
37 8. Continuous improvement. A commitment to continuous improvement is one of the hallmarks of a high level of organizational project management maturity. In order to carry out any activities associated with continuous improvement, an organization needs to have resources devoted to the task
38 9. Monitor Improvement also includes an assessment that the PPP management methodology itself is delivering the benefits expected. These benefits and key performance indicators should have been outlined in the initial project business case.
39 10. Repeat. The final step utilizes the initial tailored project management methodology and further customizes it for identified different project types the organization is delivering.
40 Summary Committing to increasing organizational project management capability with a tailored OPM methodology will result in increased organizational strategic and operational performance Your particular organizational project methodology/methodologies should be tailored to suit the your organization.
41 Final Thought... In order for OPM to be truly successful we need to follow the example of the Total Quality Management (TQM) approach and ensure that everyone in an organization understands the benefits, and actively supports appropriate professional project management and that it is not seen as something that practitioners do. Its time for Total Project Management (TPM).
42 Discussion What successes have you had in implementing OPM? What challenges have you faced? Did you overcome them? What advice would you give to others seeking to improve the level of OPM within their organization?
43 Questions Any further questions?
44 Thank You Name: Sean Whitaker Web: Phone: Please feel free to connect with me on LinkedIn
46 Presentation of methodology and PM Plan documents to focus group (x9 selected staff as per breakout session last time) late October? Presentation to all staff early Nov? First training session on how to use methodology late Nov?
WHITE PAPER THE OF BENEFITS TAILORING MAKING A PROJECT MANAGEMENT METHODOLOGY FIT By Sean Whitaker, BA, MSc, MBA, PMP The Benefits of Tailoring: Making a Project Management Methodology Fit Table of Contents
VICTORIAN GOVERNMENT CIO COUNCIL Project Management Selecting a project management methodology Guideline This guideline provides advice for selecting and tailoring a project management methodology. Keywords:
PMBOK for Dummies Sean Whitaker, PMP Vice President, PMINZ A short history of PMBOK A Guide to the Project Management Body of Knowledge (PMBOK Guide) was first published by the Project Management Institute
Project Governance & Controls The PMI Perspective, Challenges, Initiatives and Opportunities Sean Whitaker, BA, MSc, MBA, PMP Overview This presentation provides an overview of project management governance
AGILE Project OPM3 Portugal 2014 PM4S. All Rights Reserved. Lisbon, Portugal OPM3 Maturity Model OPM3 Knowledge Assessment Improvement Projects Programs Portfolios Organizational Enablers Measures processes
PLANNING AND MONITORING PROJECTS WITH MICROSOFT OFFICE PROJECT 2013 TRAINING OBJECTIVE The purpose of this training is to qualify students to use the Microsoft Project 2013. The course presents the subject
s A 1 will have various roles and responsibilities according to whether the service (or support) is focused at the project, program or portfolio level. Project management offices (PjMO) provide centralised
Project Standards: A Review of Certifications/Certificates Standards for Project Supporting Certification and Certificates Certificate Certification The Project Body of Knowledge PMBOK Guide Projects in
ADDING VALUE CONSULTING AB Project Management Professional (PMP) Project Management Professional (PMP) Project Management Institute (PMI) What is PMI? PMI is the world s largest not-for-profit membership
Introduction This comparison takes each part of the PMBOK and gives an opinion on what match there is with elements of the PRINCE2 method. It can be used in any discussion of the respective merits of the
PORTFOLIO MANAGEMENT TRAINING OBJECTIVE To qualify students in the portfolio management, one of the main strategic alignment tools between the project management and the organizational strategy. TRAINING
Agile Practitioner: PMI-ACP and ScrumMaster Aligned The PMI Agile Certified Practitioner (PMI-ACP) ScrumMaster credential validates your ability to understand agile principles, agile concepts, and establishes
1 ITIL Service Lifecycles and the Project Manager The intersection of IT Service and Project Delivery Presented to: Kansas City Mid-America PMI Chapter Mark Thomas January 17, 2011 1 Agenda 2 Introduction
Bridging the Gap: Traditional to Agile Project Management ABSTRACT I. S. Parente 1 1 Susan Parente, PMP, PMI ACP, CISSP, PMI RMP, ITIL, MSEM; S3 Technologies, LLC, Principal Consultant; parente@s3 tec.com
PRINCE2, the PMBOK Guide and ISO 21500:2012 Klas Skogmar AXELOS.com White Paper September 2015 Contents Introduction 3 Relationships between PRINCE2, the PMBOK Guide and ISO 21500 4 Major differences between
Copyright and Material Usage Guidelines January 30, 2003 Project Management Best Practices: Key Processes and Common Sense Giga Position Margo Visitacion Organizations continue to look for the key to unlocking
Developing a Project Management System Using Project Agency Template Approach - the Process and the Benefits Project Agency June 2008 Developing your own Project Management System. Project Agency has worked
ISS NICF COURSES: PROJECT MANAGEMENT Designed for: Programme Managers/Directors IT and User Project Managers/Directors Project /Team Leads & Team Members Portfolio/Programme/ Project Office Members Project
Managing IT Projects Chapter 2 The PMI Framework The PMI Framework The Project Management Institute,USA is an internationally acclaimed organization Devoted to Creation & sharing of knowledge in the area
Global Standards and Publications Edition 2014/2015 Global Standards and Publications EDITION 2014/2015 Colophon Title: Global Standards and Publications Edition 2014/2015 Publication of: Van Haren Publishing,
Leveraging Agile and CMMI for better Business Benefits Presented at HYDSPIN Mid-year Conference 2014 28-Jun-2014 Outline 2 Context Key Business Imperatives Agile Adoption and CMMI Roadmap CMMI+Agile Best
PMP Exam Changes Impact of PMBOK 5 th Edition When the PMI exam will change Major Updates X1.1 Scope of Update Comments and feedbacks for prior version Overall review for accuracy Appropriate alignment
What s Lean Agile & How does it allow teams to progressively improve customer satisfaction & service delivery? Our Findings Lean-Agile methods are helping workgroups to significantly increase their productivity
Information System Project Management Context Topics of the current lecture Overview of IT processes in organization System work framework draft Project life cycle Project management methodologies IT Processes
Project Risk Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Risk Management
Metrics Matter MKS Prescribes Five Essential IT Metrics for Success An MKS White Paper Metrics Matter MKS Prescribes Five Essential IT Metrics for Success Page 1 of 5 What s Measured Ongoing application
Major Changes with PMBOK Guide Fifth Edition 2012 Permission is granted to PMI for PMI Marketplace use only. 1 The Standard for Project Management of a Project Moved content from Section II The Standard
THE OF PRINCE2 For the organization and the professional AXELOS.com The world s most practiced project management methodology THE ITEMS BELOW ARE ALIGNED TO ALL 6 PRINCE2, WITH THE MOST DIRECT CONNECTIONS
Global Standards and Publications EDITION 2016/2017 Colophon Title: Global Standards and Publications Edition 2016/2017 Publication of: Van Haren Publishing, www.vanharen.net ISBN Hard copy: 978 94 018
Application of Standard Project Management Processes in Fiber Optic Cable Plant Project Management Alfred Sankara, DigiBridge TelCo Introduction The Project Management Institute (PMI) is the world's leading
Course Title: Planning and Managing Agile Projects Course ID: BA15 Credits: 21 PDUs Course Duration: 3 days (Live in person class only) Course Level: Basic/Intermediate Course Description: This 3-day course
Introduction 1. PMP, PMI ACP 2. Author of the book PMP Certification Excel with ease published by PEARSON 3. Author of the book PMI Agile Certified Practitioner Excel with Ease published by PEARSON Page
Project Management Fundamentals Get to Know the PMBOK Guide 5th Edition Moderator Janelle Abaoag Project Insight Marketing, Public Relations Janelle.Abaoag@projectinsight.com www.projectinsight.net All
Agile communities 1/5 2003 The Agile Alliance is a nonprofit organization with global membership, committed to advancing Agile development principles and practices (Manifesto of Agile Software Development,
Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Topics for Discussion PMI Foundational Standards Harmonization of PMI s Foundational Standards Top 10 changes
Agile for Project and Programme Managers Author Melanie Franklin Director Agile Change Management Limited Introduction I am involved in a mixture of assignments for different organisations across Europe
PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting
Project Management Institute IMPLEMENTING ORGANIZATIONAL PROJECT MANAGEMENT: A PRACTICE GUIDE Library of Congress Cataloging-in-Publication Data Implementing organizational project management: a practice
CORPORATE EDUCATION GROUP Project Management Certificate Program Building knowledge, confidence and project management success Available in: Traditional Classroom Virtual Instructor-Led Classroom CORPORATE
Course Syllabus Project Management Certificate Prerequisite(s): Some college and professional experience in managing projects. Required Materials/Texts: ISBN: PMBOK Guide 5 th Edition 978-1935589679 Managing
PMI Professional in Business Analysis (PMI-PBA) FAQs General Information about Business Analysis What is Business Analysis? Business Analysis is the evaluation of an organization s needs followed by the
Combining 90 Years of Academic Excellence with 25 Years of Optimizing Business Performance to Train Tomorrow s Global Business Leaders Today Business analysts play many roles. They can be change agents
UVA IT3350 Syllabus Page 1 The University of Virginia School of Continuing and Professional Studies Northern Virginia Center Number, Title, and Credits IT3350 Agile Project Management; Three semester hours
SESSION 303 Wednesday, March 25, 3:00 PM - 4:00 PM Track: Support Center Optimization Secrets of a Scrum Master: Agile Practices for the Service Desk Donna Knapp Curriculum Development Manager, ITSM Academy
Project Quality Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP) Examination Content Outline June 2015 Published by: Project Management
Supporting Public Administration in Brazil Study of Methodologies for Portfolio Project Management, Successful Experiences from the UK and Applicability for the Brazilian Public Service PRODUCT ONE: INCEPTION
Document Purpose The purpose of this document is to provide guidance on the practice of Quality Management and to describe the practice overview, requirements, best practices, activities, and key terms
What Makes PMI Certifications Stand Apart? Many certifications exist for managers that claim to offer practitioners and organizations a number of benefits. So, why are PMI certifications unique? PMI certifications
Making Sense of Agile Project Management Agile Project Management Traditional Project Management 1/19/2011 2010 Breakthrough Solutions, Inc. 1 My View of Project Management Today Subject Matter Knowledge
Project Management vs. Change Management Presentation to the National Institutes of Health July 21, 2015 Presentation Objectives 1. Understand the key challenges and linkages between the disciplines. 2.
U N I T E D K I N G D O n w e d e M U n S i n p a i t e d A ESI International is a global project-focused training company, helping people around the world improve the way they manage projects, contracts,
MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs
Abstract Project Management Process 1 Ipek Sahra Ozguler This paper delineates the way of establishment of an organization s project management process based on a Guide to the Project Management Body of
Project Management Professional (PMP) Examination Content Outline Project Management Institute Project Management Professional (PMP ) Examination Content Outline Revised August 2011 Published by: Project
English Term aggregated risk English Definition The overall level of risk to the portfolio when all the risks are viewed as a totality rather than individually. This could include the outputs of particular
Overview of A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition Overview of: A Guide to the Project Management Body of Knowledge (PMBOK Guide) Fourth Edition 1 Topics for Discussion
Agile Scrum and PMBOK Compatible or Contrary? Paul Despres PMI Emerald Coast Panama City Branch June 26, 2014 Meeting Overview Agenda Topics: Review Agile/Scrum Methods Review PMBOK Structure Demonstrate
PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in
Old Dominion University Office of Computing and Communication Services Project Management Office Charter Version: 1.0 Last Update: February 18, 2010 Created By: Anthony Fox, PMP OCCS Project Management
Project Services Pty Ltd 13 Martin Street South Melbourne VIC 3205 A.C.N. 074 006 081 Tel. (03) 9696 8684 Fax. (03) 9686 1404 Project Management Certification Options within Australia Overview Professional
CON ECT INFORMUNITY, 19.9.2013 Neue Software-Trends Agilität Prozesse & RE Agile SW Development @ Siemens Corporate Development Center Dr. Kurt Hofmann > 25 years Siemens ACT SW developer at PSE Team leader
IT Portfolio Management in State Government Agenda 1 Challenges 2 Approach & Solutions 3 Questions and Discussion 2 Challenges along the way Alarming statistics from industry analysts 21% 33% of all projects
SWX: The Software Extension to the PMBOK Guide for Project Management prepared and presented by Richard E. (Dick) Fairley, PhD, CSDP Software and Systems Engineering Associates (S2EA) SWX Software Extension
Agile Project White Paper 2 Agile Project Contents Foreword by Richard Pharro, 3 CEO, APMG-International Introducing Agile Project 4 Relationship with DSDM Atern 5 and Key Differences Comparing Agile Project
4 The Challenges of Being Agile in DoD William Broadus In today s acquisition environment, it no longer is unusual for your program to award a product or service development contract in which the vendor
ACMP Certification Committee Methods for Demonstrating Competency 6 February 2014 CCMP Assessment of Competency ACMP s Certification Committee recommended a two-part assessment through which CCMP applicants
Join other leading firms in discovering the agility, efficiency, and expertise of MicroAgility! gility.com Completing projects on-time, on-budget and without surprises is critical for a business to meet
Project Training Company Comparing PMBOK Guide 4 th Edition, Edition and STS Sauter Training & Simulation S.A. Avenue de la Gare 10 1003 Lausanne Switzerland Web: www.sts.ch E-mail: firstname.lastname@example.org Phone:
INTERNATIONAL CONFERENCE ON ENGINEERING DESIGN, ICED 07 28-31 AUGUST 2007, CITE DES SCIENCES ET DE L'INDUSTRIE, PARIS, FRANCE Nydia González 1, Franck Marle 1 and Jean-Claude Bocquet 1 1 Ecole Centrale
WE ARE FOCUSED ON HELPING OUR CLIENTS WORK SMARTER AND MORE EFFICIENTLY SO THAT TOGETHER, WE CAN EMPOWER PEOPLE TO DELIVER GREAT RESULTS. We believe that people working towards common goals are capable
Software Project Management Software Engineering SW Project Management Slide 1 Objectives To introduce software project management and to describe its distinctive characteristics Explain the advantages
Agile Risk Management Presented by: Susan Parente PMP, PMI-RMP, CISSP, ITIL, MSEM Associate Professor, Post University MBA Program: Project Management S 3 Technologies, LLC Parente@s3-tec.com www.s3-tec.com
Agile Project Forecasting Techniques "Who Says You Can't Plan Agile Projects?" Matt Davis, PMP, MCITP October 21, 2013 Learning Objectives 1. Review the Agile Project Management approach and it's relation
Agile and PRINCE2 And how they integrate enterprise.bcs.org 02 Agile and PRINCE2 And how they integrate Introduction Within the world of method frameworks it is very easy to become polarised on one specific