Organizational Project Management Maturity Model OPM3TM Knowledge Foundation Presented by David J. Lanners, MBA CFPIM, CIRM, CMC, CQA, CQE, CQMgr, CVS, PMP TM Copyright 2004 - David J. Lanners, PMP 1
Presenter s Qualifications 2 Copyright 2004 - David J. Lanners, PMP 2
OPM3 Bridges the Gap 3 Copyright 2004 - David J. Lanners, PMP 3
Three Basic Elements 4 Copyright 2004 - David J. Lanners, PMP 4
Implementing Strategy 5 Copyright 2004 - David J. Lanners, PMP 5
Organizational Maturity 6 Copyright 2004 - David J. Lanners, PMP 6
Standards Organization 7 Copyright 2004 - David J. Lanners, PMP 7
The OPM3 Cycle 8 Copyright 2004 - David J. Lanners, PMP 8
Best Practices 9 Copyright 2004 - David J. Lanners, PMP 9
Performance Indicators 10 Copyright 2004 - David J. Lanners, PMP 10
Capabilities 11 Copyright 2004 - David J. Lanners, PMP 11
Shared Dependencies 12 Copyright 2004 - David J. Lanners, PMP 12
Joint Dependencies 13 Copyright 2004 - David J. Lanners, PMP 13
Project Management Domains 14 Copyright 2004 - David J. Lanners, PMP 14
Project Process Groups 15 Copyright 2004 - David J. Lanners, PMP 15
Organization Process Domains 16 Copyright 2004 - David J. Lanners, PMP 16
OPM3 Process Construct 17 Copyright 2004 - David J. Lanners, PMP 17
Sample Best Practices 18 Copyright 2004 - David J. Lanners, PMP 18
Sample Capabilities Directory 19 Copyright 2004 - David J. Lanners, PMP 19
Sample Improvement Plan 20 Copyright 2004 - David J. Lanners, PMP 20
Best Practice I.D. Numbering 21 Copyright 2004 - David J. Lanners, PMP 21
Organizational PM Maturity 22 Copyright 2004 - David J. Lanners, PMP 22
OPM Maturity by Domain 23 Copyright 2004 - David J. Lanners, PMP 23
OPM Maturity by Process 24 Copyright 2004 - David J. Lanners, PMP 24
OPM Maturity by Stage 25 Copyright 2004 - David J. Lanners, PMP 25
Self-Assessment Questions OPM3 Standard - 2003 Project Management Institute 26 Copyright 2004 - David J. Lanners, PMP 26
OPM3 Process Model OPM3 Standard - 2003 Project Management Institute 27 Copyright 2004 - David J. Lanners, PMP 27
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 2004 - David J. Lanners, PMP 28
OPM3 Assessment Tool OPM3 Standard - 2003 Project Management Institute 29 Copyright 2004 - David J. Lanners, PMP 29
Self-Assessment Survey OPM3 Standard - 2003 Project Management Institute 30 Copyright 2004 - David J. Lanners, PMP 30
Best Practices Directory OPM3 Standard - 2003 Project Management Institute 31 Copyright 2004 - David J. Lanners, PMP 31
OPM3 Registration OPM3 Standard - 2003 Project Management Institute 32 Copyright 2004 - David J. Lanners, PMP 32
OPM3 User Community OPM3 Standard - 2003 Project Management Institute 33 Copyright 2004 - David J. Lanners, PMP 33
OPM3 A Bridge to Success! 34 Copyright 2004 - David J. Lanners, PMP 34
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 2003. 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 2004 - David J. Lanners, PMP 35
Questions??? For more information: Email: info@lcs-intl.com 36 Copyright 2004 - David J. Lanners, PMP 36