The Standard for Organizational Project Management (OPM)
- 91 páginas
- English
- ePUB (apto para móviles)
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The Standard for Organizational Project Management (OPM)
Información del libro
PMI's latest foundational standard, The Standard for Organizational Project Management (OPM), expands upon the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. This newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version. OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization. The approach further advances an organization's performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives. OPM helps organizations deliver value through the following principles:
- Aligning strategy
- Consistent execution and delivery
- Cross-functional collaboration
- Adding value to the organization
- Continuous training
Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach.
Preguntas frecuentes
Información
- Executives with responsibility for strategy delivery in for-profit, nonprofit or government divisions, and organizational units;
- Executives or managers involved in the support of OPM, such as those responsible for portfolio/program/project management offices (PMOs) or centers of excellence (COEs);
- Any stakeholder involved in the leadership, management, or oversight of portfolios, programs, and/or projects;
- Any stakeholder responsible for oversight OPM governance or developing OPM-related policies;
- Portfolio, program, and project managers in leadership and liaison positions, such as functional and service delivery managers, who are responsible for OPM-related organizational capabilities;
- Process and organizational change professionals (including quality and capability management maturity improvement professionals) who are involved in the design and implementation of portfolio, program, and/or project performance improvement initiatives;
- Other management staff who may be responsible for oversight of portfolios, programs, and/or projects;
- Members of strategic portfolios, programs, PMOs, and/or COEs; or
- Functional managers, including those who manage portfolio, program, and project management professionals.
- Section 1—Purpose of the Standard for Organizational Project Management. This section includes an overview of the standard and describes OPM principles, key stakeholders, and essential considerations for implementation. Additionally, this section describes the relevance of OPM and its framework, the intended audience for the standard, and recommendations on how to apply this standard.
- Section 2—Foundational Concepts. This section describes foundational OPM-essential concepts and factors that contribute to a successful OPM implementation. It discusses what OPM is and how it supports the organization.
- Section 3—Introduction to the OPM Framework. The OPM framework describes the elements needed to provide ongoing support for OPM as well as the requirements to set up an OPM methodology in any organization. This section provides a description of the framework in terms of core elements including methodology, knowledge management, and talent management to support the implementation of an organizational strategy.
- Section 4—Elements of an OPM Framework within the Organization. This section describes the identification of an OPM framework, including the tailoring of key OPM elements such as methodology, knowledge management, talent management, and governance.
- Section 5—Implementation of OPM. This section describes considerations that typically are encountered in an OPM implementation program, such as future operating state design, program organization, business case, and areas of benefits identification. Examples of OPM maturity models are presented to allow understanding of their role in planning and controlling the OPM initiative from a capability identification and development perspective.
- Section 6—Ongoing OPM Management and Monitoring. This section describes how the organization can ensure that an OPM initiative successfully delivers the planned benefits and that the benefits will be sustained upon completion of the implementation program. It also discusses how long-term monitoring of the implemented OPM system is performed to ensure that it continuously improves the system and realization of benefits.
- Appendix X1. Contributors and Reviewers of the Standard for Organizational Project Management
- Appendix X2. Organizational Considerations for OPM Implementation
- Appendix X3. Recommended Survey Questions Regarding Implementation of OPM Initiatives
- Appendix X4. How to Develop a Tailored Organizational Project Management Methodology
- Appendix X5. Organizational Enablers for OPM
- Strategy. A high-level plan designed to achieve the major goals using internal and external resources from the organization in an effective and efficient manner. Strategic planning is the process of formulating and implementing decisions about an organization's future direction.
- Portfolio value decisions. Used to effectively select the initiatives in the portfolio that will support the strategy of the organization to achieve the established major long-term objectives.
- Programs and projects. Used for effective and efficient execution of initiatives aligned with strategies intended to deliver predictable business value.
- Operations. Operationalizes the initiatives and measures the business value through a benefits realization process.
- Portfolio review and adjustments. Aligns strategy and organizational resources through a disciplined business value decision process to reflect internal and external changing conditions.
- Business impact analysis. Analyzes the impact and value from the programs and projects that were implemented and incorporates business results data into the portfolio.
- Value performance analysis. Provides business value realization data from business value fulfillment back to the strategy of the organization.
- Organizational environment. Represents the organizational governance, policies, organizational culture and supporting practices of the organization that are created to support OPM and organizational strategy delivery.
- Alignment with organizational strategy. All portfolios, programs, and projects should transparently and measurably support organizational strategy.
- Integration with organizational enablers. Successful alignment, execution, and delivery of portfolios, programs, and projects are predicated on timely cooperation of all directly or indirectly involved practices.
- Consistency of execution and delivery. All authorized portfolios, programs, and projects should be executed and delivered consistently within governance and methodology parameters in an ethical and professional manner.
- Organizational integration. Successful alignment, execution, and delivery of portfolios, programs, and projects are predicated on timely cooperation and collaboration of all organization's stakeholders in addition to executive support.
- Value to the organization. Investing and working within the OPM framework delivers products, services, results, or benefits that outweigh costs to operate it.
- Continuous development. Tracking and documenting employees’ competences, skills, knowledge, and experience acquired formally and informally as they perform their daily activities.