Implementing Organizational Project Management: A Practice Guide

By Project Management Institute

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).

• Language: English
• Publisher: Project Management Institute
• Release date: Mar 1, 2014
• ISBN: 9781628250824

Book preview

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.

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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