This Focused Performance Weblog is a "business management blog" containing links and commentary related primarily to organizational effectiveness with a "Theory of Constraints" perspective. TOC is noted for its applications in Project Management and Multi-Project Management (Critical Chain) and Operations Management (Drum-Buffer-Rope), as well as in Marketing, Strategic Planning and Change Management (TOC Thinking Processes). If you are on an archive page, current postings are found here.
Monday, September 22, 2003
PMI Congress Notes: OPM3 - PMI's Organizational Project Management Maturity Model (Steve Fahrenkrog, William Haeck, Fred Abrams, David Whelbourn) -- (fp - This presentation turned out to be a discussion of the model and its format, and not really about its content. You can stop reading if you're looking for "the beef" of OPM3.) In 1998, PMI recognized that talking only about projects is not enough, launched effort to cover "organizational" project management. Developed in a "maturity model" format, defining a framework for understanding level of development of a process, providing methods to facilitate assessments, identify deficiencies, representations of improvement paths. Hence, OPM3, aimed at meeting challenge of linking organizational strategy to successful consistent predictable project completion.
Organizational Project Management definition (fp - presenter quickly glossed over and moved on to rationale. Seems to be a selling presentation rather than descriptive.)
(fp - Theme of the day) -- OPM3 is something to fill gap between Strategy and Project Management. Three elements: knowledge - the model, best practices and use of model; assessment - methods for evaluating best practices and capabilities; improvement - recommended sequence to develop capabilities, aggregating to best practices ("real strength" of OPM3).
(600+) Best practices defined in terms of (2400+) capabilities. Capabilities demonstrated by existence of particular outcomes linked to key performance indicators. (fp - seems to be yet another linear hierarchy in the xBS mold, but does claim to link dependent capabilities across best practices. If so, that's a positive.) Best practices mapped to domains - projects, programs, portfolios. Capabilities mapped to 5 process groups from PMBOK guide (initiating, planning, controlling, executing, closing). Improvements mapped to four stages, standardize, measure, control, continuously improve. Result is a 3x5x4 cubic matrix to assist in assess, plan for improvement, implement improvements, and review results of OPM efforts.
posted by Frank - Permanent Link -
|
View Frank Patrick's profile
