Organizational Project Management Maturity Model OPM3TM

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1 Organizational Project Management Maturity Model OPM3TM Knowledge Foundation Presented by David J. Lanners, MBA CFPIM, CIRM, CMC, CQA, CQE, CQMgr, CVS, PMP TM Copyright David J. Lanners, PMP 1

2 Presenter s Qualifications 2 Copyright David J. Lanners, PMP 2

3 OPM3 Bridges the Gap 3 Copyright David J. Lanners, PMP 3

4 Three Basic Elements 4 Copyright David J. Lanners, PMP 4

5 Implementing Strategy 5 Copyright David J. Lanners, PMP 5

6 Organizational Maturity 6 Copyright David J. Lanners, PMP 6

7 Standards Organization 7 Copyright David J. Lanners, PMP 7

8 The OPM3 Cycle 8 Copyright David J. Lanners, PMP 8

9 Best Practices 9 Copyright David J. Lanners, PMP 9

10 Performance Indicators 10 Copyright David J. Lanners, PMP 10

11 Capabilities 11 Copyright David J. Lanners, PMP 11

12 Shared Dependencies 12 Copyright David J. Lanners, PMP 12

13 Joint Dependencies 13 Copyright David J. Lanners, PMP 13

14 Project Management Domains 14 Copyright David J. Lanners, PMP 14

15 Project Process Groups 15 Copyright David J. Lanners, PMP 15

16 Organization Process Domains 16 Copyright David J. Lanners, PMP 16

17 OPM3 Process Construct 17 Copyright David J. Lanners, PMP 17

18 Sample Best Practices 18 Copyright David J. Lanners, PMP 18

19 Sample Capabilities Directory 19 Copyright David J. Lanners, PMP 19

20 Sample Improvement Plan 20 Copyright David J. Lanners, PMP 20

21 Best Practice I.D. Numbering 21 Copyright David J. Lanners, PMP 21

22 Organizational PM Maturity 22 Copyright David J. Lanners, PMP 22

23 OPM Maturity by Domain 23 Copyright David J. Lanners, PMP 23

24 OPM Maturity by Process 24 Copyright David J. Lanners, PMP 24

25 OPM Maturity by Stage 25 Copyright David J. Lanners, PMP 25

26 Self-Assessment Questions OPM3 Standard Project Management Institute 26 Copyright David J. Lanners, PMP 26

27 OPM3 Process Model OPM3 Standard Project Management Institute 27 Copyright David J. Lanners, PMP 27

28 Portfolio Schedule Development Analyzing program / project sequences, durations, and resource requirements to create the portfolio schedule. If start and finish dates are not realistic, then the portfolio activities are unlikely to be finished as scheduled. The schedule development process must often be iterated (along with processes that provide inputs, especially duration estimating and cost estimating) prior to determination of the portfolio schedule. Inputs.1 Portfolio network diagrams.2 Program / project duration estimates.3 Resource requirements.4 Resource pool description.5 Constraints.6 Assumptions.7 Risk management plan Portfolio Time Outputs.1 Portfolio schedule.2 Supporting detail.3 Portfolio schedule management plan.4 Resource requirement updates To Executing From Initiating, Controlling Tools & Techniques.1 Mathematical analysis.2 Duration compression.3 Resource leveling.4 Portfolio management software.5 Expert judgment Controls.1 Strategic plan.2 Business goals 28 Copyright David J. Lanners, PMP 28

29 OPM3 Assessment Tool OPM3 Standard Project Management Institute 29 Copyright David J. Lanners, PMP 29

30 Self-Assessment Survey OPM3 Standard Project Management Institute 30 Copyright David J. Lanners, PMP 30

31 Best Practices Directory OPM3 Standard Project Management Institute 31 Copyright David J. Lanners, PMP 31

32 OPM3 Registration OPM3 Standard Project Management Institute 32 Copyright David J. Lanners, PMP 32

33 OPM3 User Community OPM3 Standard Project Management Institute 33 Copyright David J. Lanners, PMP 33

34 OPM3 A Bridge to Success! 34 Copyright David J. Lanners, PMP 34

35 Presenter s Background As an executive consultant and President of LCS International, David Lanners specializes in helping senior executives and business owners build successful project-driven organizations. He has refined his skills through more than two decades of delivering executive consulting services and seminars in operations management, new product development, engineering administration, and project management. Before founding LCSI, he held technical, senior advisory and managerial positions with several major hightechnology companies. He serves on the Industry Advisory Council for SMU s School of Engineering and on the Program Advisory Council for LeTourneau University. Mr. Lanners received his project management professional (PMP ) certification from the Project Management Institute in 1993 and served three terms as president of the 2,500+ member Dallas Chapter where under his leadership more than 1,000 local members earned their professional certification and the Chapter tripled in size in less than three years. Mr. Lanners received the prestigious certified management consultant designation from the Institute of Management Consultants in In addition, he is certified as a value specialist by SAVE International (formerly the Society of American Value Engineers) and as a quality auditor, quality engineer, and quality manager by the American Society for Quality. He is also certified at the fellow level in production and inventory management and certified in integrated resource management by the American Production and Inventory Control Society. Mr. Lanners was elected to Beta Gamma Sigma national business honor society and is a member of Mensa and Intertel. He received a B.S.B. degree from the University of Minnesota and an M.B.A. degree from Harvard. 35 Copyright David J. Lanners, PMP 35

36 Questions??? For more information: 36 Copyright David J. Lanners, PMP 36

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