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Implementing Organizational Project Management: A Practice Guide

Implementing Organizational Project Management: A Practice Guide

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Implementing Organizational Project Management: A Practice Guide

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213 pages
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Lansat:
Mar 1, 2014
ISBN:
9781628250824
Format:
Carte

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Project Management Institute has introduced Implementing Organizational Project Management: A Practice Guide to assist organizations in developing and defining effective project management methodologies. In a 2012 PMI market research project, more than half of the respondents identified a lack of published guidance on development of customized methodologies. This practice guide outlines practical knowledge and steps to define and develop a methodology in alignment with the foundational standards and framework that were first provided in PMI's A Guide to the Project Management Body of Knowledge (PMBOK Guide).
Lansat:
Mar 1, 2014
ISBN:
9781628250824
Format:
Carte


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Implementing Organizational Project Management - Project Management Institute

Project Management Institute

IMPLEMENTING ORGANIZATIONAL PROJECT MANAGEMENT: A PRACTICE GUIDE

Library of Congress Cataloging-in-Publication Data

Implementing organizational project management: a practice guide / Project Management Institute.

pages cm

Includes bibliographical references.

ISBN-13: 978-1-62825-035-0 (alk. paper)

ISBN-10: 1-62825-035-6 (alk. paper)

 1. Project management. I. Project Management Institute.

HD69.P75I456 2014

658.4’04--dc23

2013049609

ISBN: 978-1-62825-035-0

Published by:

Project Management Institute, Inc.

14 Campus Boulevard

Newtown Square, Pennsylvania 19073-3299 USA

Phone: +610-356-4600

Fax: +610-356-4647

Email: customercare@pmi.org

Internet: www.PMI.org

©2014 Project Management Institute, Inc. All rights reserved.

PMI, the PMI logo, PMP, the PMP logo, PMBOK, PgMP, Project Management Journal, PM Network, and the PMI Today logo are registered marks of Project Management Institute, Inc. The Quarter Globe Design is a trademark of the Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department.

PMI Publications welcomes corrections and comments on its books. Please feel free to send comments on typographical, formatting, or other errors. Simply make a copy of the relevant page of the book, mark the error, and send it to: Book Editor, PMI Publications, 14 Campus Boulevard, Newtown Square, PA 19073-3299 USA.

To inquire about discounts for resale or educational purposes, please contact the PMI Book Service Center.

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Phone: 1-866-276-4764 (within the U.S. or Canada) or +1-770-280-4129 (globally)

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Printed in the United States of America. No part of this work may be reproduced or transmitted in any form or by any means, electronic, manual, photocopying, recording, or by any information storage and retrieval system, without prior written permission of the publisher.

The paper used in this book complies with the Permanent Paper Standard issued by the National Information Standards Organization (Z39.48—1984).

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NOTICE

The Project Management Institute, Inc. (PMI) standards and guideline publications, of which the document contained herein is one, are developed through a voluntary consensus standards development process. This process brings together volunteers and/or seeks out the views of persons who have an interest in the topic covered by this publication. While PMI administers the process and establishes rules to promote fairness in the development of consensus, it does not write the document and it does not independently test, evaluate, or verify the accuracy or completeness of any information or the soundness of any judgments contained in its standards and guideline publications.

PMI disclaims liability for any personal injury, property or other damages of any nature whatsoever, whether special, indirect, consequential or compensatory, directly or indirectly resulting from the publication, use of application, or reliance on this document. PMI disclaims and makes no guaranty or warranty, expressed or implied, as to the accuracy or completeness of any information published herein, and disclaims and makes no warranty that the information in this document will fulfill any of your particular purposes or needs. PMI does not undertake to guarantee the performance of any individual manufacturer or seller's products or services by virtue of this standard or guide.

In publishing and making this document available, PMI is not undertaking to render professional or other services for or on behalf of any person or entity, nor is PMI undertaking to perform any duty owed by any person or entity to someone else. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional in determining the exercise of reasonable care in any given circumstances. Information and other standards on the topic covered by this publication may be available from other sources, which the user may wish to consult for additional views or information not covered by this publication.

PMI has no power, nor does it undertake to police or enforce compliance with the contents of this document. PMI does not certify, test, or inspect products, designs, or installations for safety or health purposes. Any certification or other statement of compliance with any health or safety-related information in this document shall not be attributable to PMI and is solely the responsibility of the certifier or maker of the statement.

TABLE OF CONTENTS

PREFACE

1 INTRODUCTION TO THE PRACTICE GUIDE

1.1    Overview of OPM Basics

1.2    Intended Audience for this Practice Guide

1.3    Benefits of OPM to the Organization

1.4    OPM Essentials for Implementation

1.5    OPM Fit with the Organization's Business Model

1.6    Tailoring the Approach to Implementing OPM Core Processes in an Organization

1.7    How to Use This Practice Guide

1.7.1    This Practice Guide and Related PMI Publications

1.7.2    How This Guide Is Organized

1.8    Summary

2 HOW TO PREPARE FOR AN OPM IMPLEMENTATION

2.1    Assess Readiness for OPM Implementation

2.1.1    Step 1—Determine Commitment to Critical Success Factors

2.1.1.1    Sustained Leadership

2.1.1.2    Continuous Improvement

2.1.1.3    Organizational Change Management

2.1.2    Step 2—Determine Feasibility

2.1.2.1    Share OPM Information

2.1.2.2    Evaluate Current Organizational State

2.1.3    Step 3—Propose the OPM Business Case

2.2    Next Steps—Form the OPM Implementation Team

2.3    Summary

3 HOW TO IMPLEMENT AND IMPROVE OPM

3.1    Discovery and Analysis

3.1.1    Understand the Organization's Strategy and Project Management Practices

3.1.2    Identify Future State

3.1.3    Perform Gap Analysis

3.2    Implementation Roadmap

3.2.1    Identify and Prioritize Initiatives

3.2.2    Develop Implementation Roadmap

3.3    Implementation

3.3.1    Develop Implementation Plan

3.3.2    Pilot and Implement OPM

3.3.3    Realize Benefits

3.4    Continuous Improvement

3.5    Summary

3.5.1    Discovery and Analysis

3.5.2    Implementation Roadmap

3.5.3    Implementation

3.5.4    Continuous Improvement

4 HOW TO IMPLEMENT THE CORE-ENABLING PROCESSES

4.1    Strategic Alignment

4.1.1    How to Plan and Implement Strategic Alignment

4.1.2    Foundational Strategic Alignment

4.1.3    Improved Strategic Alignment

4.1.4    KPIs for Strategic Alignment

4.2    Organizational Project Management Methodology

4.2.1    How to Plan and Implement an Organizational Project Management Methodology

4.2.2    Foundational Organizational Project Management Methodology

4.2.2.1    Project Management Implementation

4.2.3    Improve Existing Organizational Project Management Methodology

4.2.3.1    Program Management Implementation

4.2.3.2    Portfolio Management Implementation

4.2.4    Project Management Methodology KPIs

4.3    Governance

4.3.1    How to Plan and Implement Governance

4.3.2    Foundational OPM Governance

4.3.3    Improved OPM Governance

4.3.4    Key Performance Indicators for OPM Governance

4.4    Competency Management

4.4.1    How to Plan and Implement OPM Competency Management

4.4.2    Foundational OPM Competency Management

4.4.3    Improved OPM Competency Management

4.4.4    KPIs for OPM Competency Management

4.5    Summary

4.5.1    Strategic Alignment

4.5.2    Organizational Project Management Methodology

4.5.3    Governance

4.5.4    Competency Management

5    HOW TO DEVELOP A TAILORED ORGANIZATIONAL PROJECT MANAGEMENT METHODOLOGY

5.1    Introduction

5.2    Developing the Methodology

5.3    Identify Types of Projects

5.4    Identify Inputs

5.5    Identify Constraints

5.6    Identify Resources

5.7    Develop and Document the Methodology

5.8    Derive Output

5.9    Conduct Continuous Improvement

5.10  Monitor Key Performance Indicators

5.11  Repeat for Each of the Different Types of Projects

5.12  Summary

5.12.1 Developing a Tailored Project Management Methodology

APPENDIX X1 CONTRIBUTORS AND REVIEWERS OF IMPLEMENTING ORGANIZATIONAL PROJECT MANAGEMENT: A PRACTICE GUIDE

X1.1  Core Committee

X1.2  Review Team

X1.3  Subject Matter Expert Reviewers

X1.4  PMI Standards Member Advisory Group (MAG)

X1.5  PMI Production Staff

APPENDIX X2 AN OVERVIEW OF OPM3® ORGANIZATIONAL ENABLERS AND MAPPING TO THIS PRACTICE GUIDE

APPENDIX X3 RECOMMENDED SURVEY QUESTIONS REGARDING IMPLEMENTATION OF OPM INITIATIVES

X3.1 Questions Relating to Implementation of Critical Success Factors (See Section 2.1 – Assess Readiness for OPM Implementation)

X3.1.1 Sustained Leadership

X3.1.2 Continuous Improvement

X3.1.3 Organizational Change Management

X3.2 Questions Relating to General Readiness for OPM Initiatives

X3.3 Questions Relating to the Implementation of Core-Enabling Processes

X3.3.1 Strategic Alignment

X3.3.2 Organizational Project Management Methodology

X3.3.3 Governance

X3.3.4 Competency Management

REFERENCES

ADDITIONAL RECOMMENDED READING

GLOSSARY

LIST OF TABLE AND FIGURES

Figure 1-1.    OPM Facilitates Efficiency between Project Management and Business Management Practices

Figure 1-2.    Portfolio, Program, and Project Management Interactions

Figure 1-3.    Potential OPM Benefits for Organizations

Figure 1-4.    Essential Organizational Project Management Implementation Elements

Figure 1-5.    General Flow and Intended Outcomes of Using This Practice Guide

Figure 2-1.    Basic Steps for Assessing Readiness

Figure 2-2.    OPM Continuous Improvement

Figure 3-1.    OPM Implementation Framework

Figure 3-2.    Relationship of Organizational Strategy and Portfolios, Programs, and Projects

Figure 3-3.    The OPM System of Organizational Strategy and Project Management

Figure 3-4.    Levels of Divergence between Project Management and Business Management Practices

Figure 3-5.    Example of OPM Implementation Prioritization Matrix

Figure 3-6.    OPM Implementation Roadmap Example

Figure 4-1.    Core-Enabling Processes

Figure 5-1.    Methodology Tailoring Process

Table 4-1.      Tailoring Considerations for Project Management Methods to Better Support OPM 48

Table 4-2.      Tailoring Considerations for Program Management Methods to Better Support OPM 51

Table 4-3.      Tailoring Considerations for Portfolio Management Methods to Better Support OPM 53

Table X2-1.   Cross Mapping of OPM3® Organization Enablers to Practice Guide Sections

PREFACE

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition and other PMI standards provide guidance on the management of projects, programs, and portfolios in order to achieve successful outcomes for those activities. In an organizational environment, projects, programs, or portfolios should be managed in alignment with organizational business strategy and objectives in a manner that will provide the most benefit to the organization.

Organizational project management (OPM) is the framework used to align project, program, and portfolio management practices with organizational strategy and objectives, and customizing or fitting these practices within the organization's context, situation, or structure. Implementing Organizational Project Management: A Practice Guide provides guidance

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