Organizational Project Management
Maturity Model (OPM3)
PMI-MN Breakfast sessions
Process Management
Organizational Project Management Maturity
Objectives
•
•
•
•
Review
Process Management
Describing the process
Process Management Best Practices
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Review
• Best Practices
• Domains
• Organizational Project Management
Process Improvement
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Process Maturity Progression
W. Edwards Deming and post-WWII Japan
DoD and SEI in 1986
Watts Humphrey’s – Managing the Software Process 1989
Mark Paulk – Capability Maturity Model for Software 1991
Key concepts:
Define the process
Incorporate industry best practices
Standardize the process
Measure and analyze the process
Focus on feedback and feed forward controls
Make any improvements necessary.
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SEI-CMM Maturity Levels
Continuously
Improving
Process
Predictable
Process
Consistent
Process
Disciplined
Process
Optimizing (5)
Managed (4)
Defined (3)
Repeatable (2)
Initial (1)
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A Repeatable Organization
Level 2 Characterized by  Policies are established and followed
 Processes are practiced, documented, enforced,
trained, measured, and improved
 Project standards are defined and faithfully
followed
 Institutionalize effective project management
processes
Remaining Levels
 Level
3 - Defined
 Organization process focus & process definition
 Integrated software management & product engineering
 Level
4 - Managed
 Quantitative process management
 Software quality management
 Level
5 - Optimizing
 Defect prevention
 Technology change management
 Process change management
Six Sigma Concepts
• Identify the problem process
Standardize • Describe the process
Measure
• Identify inputs and outputs
• Use inputs and outputs to prioritize
• Identify and implement measures
Control
• Analyze measurements for variations
• Identify root causes of unwanted variations
Improve
• Identify and implement process changes
Questions?
What do maturity models seem to have in
common?
What would you expect to see in a maturity
model but don’t?
What is the value of having levels?
What Does OPM3 Have?
What do maturity models seem to have in
common?
–Process Standardization
–Process Measurement
–Process Control
–Process Improvement
–Process Governance
What Does OPM3 Have?
What would you expect to see in a maturity
model but don’t?
–Reference to Program and Portfolio management
–Reference to Resource management,
Procurement management, etc.
–Strategic Alignment
–Incorporating process improvement goals into
portfolio planning
What Does OPM3 Have?
What is the value of having levels?
–Identifying improvement targets
–Support maturity assessment
–Identifying where your organization is on a
continuum
–Communicate a sequence to increasing maturity
–Ability to benchmark against similar
organizations
Maturity Models
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•
•
•
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OPM3 reviewed over 30 maturity models
Most were extensions of the SEI CMM model
Very few addressed multi-projects or programs
Most focused only on the project domain
Most included standardize, measure, control,
and improve
OPM3 is Not Just Another Model
Project Management Maturity Model, by Knapp & Moore Pty Ltd.
US Federal Aviation Administration Integrated Capability Maturity Model
SEI P-CMM People Capability Maturity Model
V-Model
Balanced Scorecard
AACE International’s Certification Program
SEI SW-CMM Capability Maturity Model SM for Software
APM BoK Review SEI CMM-I Integrated Capability Maturity Model
PRINCE
SPICE
IBM Progress Maturity Model
EFQM Excellence
Trillium
ESI International's ProjectFRAMEWORK
ICB - IPMA Competency Baseline
Malcolm Baldrige Quality Award
Integrated Project Systems’ model
“Barron Maturity Model” (Ortho Clinical Diagnostics)
Microframe’s Model
SEI SE-CMM Capability Maturity Model for Systems Engineering
Australian Institute of Project Management (AIPM). 1996. National Competency
Standards for Project Management: Various Volumes, Competency Standards,
Level 6.
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Hartman's SMART model
Maturity Models
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•
•
•
•
OPM3 reviewed over 30 maturity models
Most were extensions of the SEI CMM model
Most focused only on the project domain
Very few addressed multi-projects or programs
Most included standardize, measure, control,
and improve
Process Model
Overview
What process are we trying to improve?
Process Modeling
Controls
Inputs
Process Description
Outputs
Tools and Techniques
Processes transform inputs into outputs, guided by controls, and aided by
tools and techniques.
Process Model
How it can be used
Controls
Govern how the process operates
Inputs
Measure for
specifications
Process Description
Tools and Techniques
Are resources available to the
process
Outputs
Measure for
performance and
stability
Process Modeling
Project Schedule Development
Controls
• Strategic plan,
• Business goals
Inputs
• Project network
diagrams,
• Duration estimates,
• Resource
requirements,
• Resource pool
description,
• Constraints,
• Assumptions,
• Risk management plan
Analyzing program and project
sequences, durations, and
resource requirements
to create the Project schedule.
Tools and Techniques
• Mathematical analysis,
• Duration compression,
• Resource leveling,
• Project management software,
• Expert Judgment
Outputs
• Project schedule,
• Supporting detail,
• Project schedule
management plan,
• Resource requirement
updates
Portfolio Management
If we want to address process maturity within
the domain of portfolio management, we
must understand what that process is.
Question?
Describe the process of managing a portfolio
of projects
Project Management Process Review
Initiate
Plan
Exploring the Request
Scope Planning & Definition
Activity Definition & Sequencing
Resource Planning
Duration Estimating
Schedule Development
Cost Estimating & Budgeting
Project Plan Development
Quality Planning
Communications Planning
Risk Management Planning
Procurement Planning
Resource Acquisition
Execute
Project Plan Execution
Performance Reporting
Vendor Administration
Quality Assurance
Team Development
Sustain Commitment
Control
Overall Change Control
Scope Change Control
Schedule Control
Cost Control
Risk Response Control
Close
Project Closure
Administrative Closure
Portfolio Management Process
Proposal
Initiate
Plan
Organizational Business Plans
Scope Management
Process Management
Resource Planning
Portfolio Plan Development
Cost Budgeting
Quality Planning
Communications Planning
Risk Management
Procurement Planning
Organizational Planning
Staff Acquisition
Execute
Portfolio Plan Execution
Performance Reporting
Vendor Administration
Quality Assurance
Workforce Development
Control
Scope Change Control
Portfolio Schedule Control
Cost Control
Risk Response Control
Close
Close of the planning or budgetary cycle
OPM3
Extended the PMBOK® Guide processes to
the program and portfolio domains
Allows organizations to focus on process
improvements in all three domains
Permits the analysis of interactions between
the domains
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There are many Interactions between Organizational Project
Management Domains
Portfolio Management
Program
Management
Project Management
Domain Interactions
Strategic
Plan
Domain interactions should also be included in the maturity
assessment and improvement. What are the interactions
between project, program, and portfolio risk management?
Vision, Goals,
Objectives,
Initiatives
Initiate
Plan
Control
Execute
Close
Org. Scope,
Authorization
Resources
Policies
Mechanisms
Initiate
Plan
Control
Execute
Close
Performance
Information,
Corrective
Action,
Risks,
Released
Resources,
Project Info.
Best Practices
in
Process Management
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Overview
• Key aspects of process management
• Represented as best practices
“Process maturity is the extent to which a
specific process is explicitly defined,
managed (standardized), measured,
controlled, and effective.”
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Process Management
Process
Governance
Process
Standardization
Process
Measurement
Authorizing governing bodies to be
responsible for process
improvement goals and plans.
Process
Control
Process
Improvement
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Process Management
Process
Standardization
Process
Tools
Assemble, develop, purchase, or
otherwise acquire a common
process.
Monitor compliance with process.
Standardize the common process.
Access to
Information
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Process Management
Process
Measurement
Measurement
Process
Measurement
Tool
Internal standards regarding process
performance
Identify critical process characteristics
Measure critical characteristics
Identify upstream measures.
Measure process critical inputs
Measurement
Analysis
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Process Management
Process
Control
Process
Control Plan
Process
Audits
Identify Root
Problems
Develop a process control plan
System for maintaining process control
Audit process stability
Identify root problems during process execution
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Process Management
Process
Improvement
Best
Practices
Implementing
Improvements
Integration with
Standardization
Identify process improvements
Continuous process improvement.
Integrate process improvements with process standardization
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Summary
Process Model
• Method of organizing best practices
• Incorporates relationships based on the flow of
outputs to inputs
• Incorporates relationships between domains
• Information flows
• Controls
• Standardized Tools and Techniques
• Communicating to Management
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Summary
Process Management
• Maps process management best practices to
processes
• Standardization, measurement, control, and
improvement apply to all processes, and all domains
• Framework for the dimensions of maturity
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–
–
SMCI
Processes
Domains
• The ability to apply maturity assessment and
improvement to any part of the model.
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Questions?
For more information, contact:
Ade Lewandowski
3M Corporate IT Applications
aglewandowski@mmm.com
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