Organizational Project Management Maturity Organizational Project Management Maturity Model (OPM3) PMI-MN Breakfast sessions Process Management

2 Objectives Review Process Management Describing the process Process Management Best Practices

3 Review Best Practices Domains Organizational Project Management Process Improvement

4 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.

5 SEI-CMM Maturity Levels Initial (1) Repeatable (2) Defined (3) Managed (4) Optimizing (5) Disciplined Process Consistent Process Predictable Process Continuously Improving Process

A Repeatable Organization u 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 u Level 3 - Defined  Organization process focus & process definition  Integrated software management & product engineering u Level 4 - Managed  Quantitative process management  Software quality management u Level 5 - Optimizing  Defect prevention  Technology change management  Process change management

Six Sigma Concepts Identify the problem process Describe the process Identify inputs and outputs Use inputs and outputs to prioritize Identify and implement measures Analyze measurements for variations Identify root causes of unwanted variations Identify and implement process changes Standardize Measure Control Improve

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 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

14 SEI SW-CMM Capability Maturity Model SM for Software SEI SE-CMM Capability Maturity Model for Systems Engineering SEI P-CMM People Capability Maturity Model SEI CMM-I Integrated Capability Maturity Model US Federal Aviation Administration Integrated Capability Maturity Model Microframe’s Model Balanced Scorecard Integrated Project Systems’ model ESI International's ProjectFRAMEWORK SPICE Trillium EFQM Excellence Malcolm Baldrige Quality Award Australian Institute of Project Management (AIPM) National Competency Standards for Project Management: Various Volumes, Competency Standards, Level 6. IBM Progress Maturity Model Project Management Maturity Model, by Knapp & Moore Pty Ltd. Hartman's SMART model “Barron Maturity Model” (Ortho Clinical Diagnostics) V-Model AACE International’s Certification Program ICB - IPMA Competency Baseline PRINCE APM BoK Review OPM3 is Not Just Another Model

Maturity Models 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 Inputs Process Description Outputs Controls Tools and Techniques Processes transform inputs into outputs, guided by controls, and aided by tools and techniques.

Process Model How it can be used Inputs Measure for specifications Process Description Outputs Measure for performance and stability Controls Govern how the process operates Tools and Techniques Are resources available to the process

Process Modeling Project Schedule Development 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. Outputs Project schedule, Supporting detail, Project schedule management plan, Resource requirement updates Controls Strategic plan, Business goals Tools and Techniques Mathematical analysis, Duration compression, Resource leveling, Project management software, Expert Judgment

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 Close Plan Execute Control 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 Project Plan Execution Performance Reporting Vendor Administration Quality Assurance Team Development Sustain Commitment Overall Change Control Scope Change Control Schedule Control Cost Control Risk Response Control Project Closure Administrative Closure Exploring the Request

Portfolio Management Process Proposal Initiate Close Plan Execute Control Process Management Resource Planning Portfolio Plan Development Cost Budgeting Quality Planning Communications Planning Risk Management Procurement Planning Organizational Planning Staff Acquisition Portfolio Plan Execution Performance Reporting Vendor Administration Quality Assurance Workforce Development Scope Change Control Portfolio Schedule Control Cost Control Risk Response Control Close of the planning or budgetary cycle Organizational Business Plans Scope Management

24 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

Portfolio Management Project Management Program Management There are many Interactions between Organizational Project Management Domains

Initiate PlanControl CloseExecute Strategic Plan Mechanisms Domain Interactions Vision, Goals, Objectives, Initiatives Initiate PlanControl CloseExecute Org. Scope, Authorization Resources Policies Performance Information, Corrective Action, Risks, Released Resources, Project Info. Domain interactions should also be included in the maturity assessment and improvement. What are the interactions between project, program, and portfolio risk management?

27 Best Practices in Process Management

28 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.”

29 Process Standardization Process Measurement Process Control Process Improvement Process Governance Authorizing governing bodies to be responsible for process improvement goals and plans. Process Management

30 Process Tools Access to Information Process Standardization Assemble, develop, purchase, or otherwise acquire a common process. Monitor compliance with process. Standardize the common process. Process Management

31 Measurement Process Measurement Tool Measurement Analysis Process Measurement Internal standards regarding process performance Identify critical process characteristics Measure critical characteristics Identify upstream measures. Measure process critical inputs Process Management

32 Process Control Plan Process Audits Identify Root Problems Process Control Develop a process control plan System for maintaining process control Audit process stability Identify root problems during process execution Process Management

33 Best Practices Implementing Improvements Integration with Standardization Process Improvement Identify process improvements Continuous process improvement. Integrate process improvements with process standardization Process Management

34 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

35 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 – SMCI – Processes – Domains The ability to apply maturity assessment and improvement to any part of the model.

36 Questions? For more information, contact: Ade Lewandowski 3M Corporate IT Applications