300-500 words write up
Organizational Project Management ETM 544/644 Session 8 OPM Implementation
OPM 2015
Factors affecting OPM Implementation
Assessment of an organization for OPM
Discovery and Analysis
Implementation Roadmap
Implementation
Topic Unpacked:
OPM 2015
Organizational enablers (OE’s)
Structural
Cultural
Technological
Human resource
OE’s are essential and should be leveraged to support and sustain the implementation
Success Factors for
Implementation
OPM advances
organizations by
linking portfolio,
program, and
project
management with
the OE’s to support
strategic goals
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Drives reporting relationships among
employees
Allocation of resources
Aligns to strategy
Structural Enabler
Establishes strategic
alignment and resource
allocation based on the
organizational structure
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People embrace portfolio, program and
project management
Governance (ex. PMO), policies and
vision
Support of OPM best practices by people
Cultural Enabler
Recognize resource efforts of
good PM
Highlight managers efforts in
support of good PM practices
Host lunch-learn sessions
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Invest in management systems that
support effective portfolio, program, and
project management
Develop methodologies that become
standard for programs and projects
Improve knowledge sharing
Technological Enabler
Display project results
Share technology
practices across
departments
Host lunch-learn sessions
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Have the right people in place to
execute the necessary roles
Executive and manager support
Training investments
Human Resource Enabler
The right people, not
just by title, rather by
experience and
knowledge
Share PM success and
basis for it with the
boss
Host Quick-Hits lunch
&learn sessions
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Determine Commitment to Critical Success
Factors
Determine Feasibility
Propose OPM Business Case Stakeholders
Preparing for OPM
Implementation
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OPM integration requires a leadership,
management, and support environment
to support the portfolios, programs, and
project strategic alignment
It is important to assess your
organization’s readiness to accept the
change
Assess for OPM
Implementation
OPM 2015
The assessment measures the reality of the organization in relation to its future state
Advanced preparation promotes a better understanding of the following:
Business priorities
Integration of business processes
Identification of areas of improvement
Thus, implementation will strive to achieve a greater alignment between projects and organizational strategy
10 Why assess your
organization?
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Step 1: Determine management’s
commitment to the Critical Success
Factors
Sustained leadership
Continuous improvement
Organizational change management
Steps for Assessment
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Critical Success Factors
Diagram
http://www.pmi.org/~/media/PDF/Knowledge%20Center/ImplementingOrgPM.ashx
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OPM implementation success requires a committed, sustained, executive-level leadership
Should be an ongoing program throughout the life of OPM operation
Buy-in from executives eases organizational change management challenges
Highly desirable to select a member of the management team that has strong knowledge of organizational strategy
Sustained Leadership
OPM 2015
It follows both quality and business process improvement principles
It is a never-ending race with a moving finish line
Needs to be receptive to new ideas, staff level suggestions and visible executive suite presence
Reacts best with demonstrated business metrics
and distribution of progress and change
communication across the organization
Continuous Improvement
OPM 2015
Organizational change management (OCM) is a
framework for managing the effect of new
business processes, changes in organizational
structure or cultural changes within a company
OCM is beneficial when change requires people
to learn new behaviors and skills
Organizations needs to be able to adapt and change to improve
Organizational Change
Management
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Determine feasibility by identifying a strategic
need to improve and evaluate the OPM
benefit vs the cost
Discussion items:
Why is change needed?
Who needs to be involved?
How much will it cost?
How long is the implementation?
Step 2: Determine Feasibility
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Purpose: Capture the organization’s OPM
landscape, cultural aspects, and help determine
how best to formulate the business case for OPM
What are we doing now?
Environmental factors
Budget and resource
Organizational culture and style
Change management
Organizational strategy, vision, and mission
Program/project culture and style
Organizational structures, governance, rules,
and policies
Evaluate Current State
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Assess First!
Sustained leadership and continuous improvement are critical to the success of OPM
The involvement from executive leadership
directly correlates to success of implementation
Core-enabling process (strategic alignment,
governance processes, etc.) are crucial to implementation
Key take aways from
Assessment
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Purpose:
Capture the rational for OPM using a cost-benefit and/or
strategic planning model to justify investment
Set parameters and define success criteria
Provide a tool to guide the design, planning, management,
implementation and evaluation of an OPM initiative.
To ultimately gain approval
Step 3: Develop Business
Case
Might be
a good place to
utilize PM!!
OPM 2015
Proposal to consist of:
Example Business Case
Executive summary
Problem statement
Alignment with business strategy
Key assumptions
Benchmark OPM status or practices
Proposed approach and vision
Cost benefit analysis
Analysis of alternatives
Planned deliverables
Implementation timeline
Opportunities and risks
Recommendation
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Be sure to provide a compelling vision that drives all stakeholders to a shared desired future state. Consider the use of a Stakeholder power/interest grid
Include all stakeholders at the earliest stages possible and keep them engaged and informed
Express how OPM fits into the organization’s long-term growth and strategy
Identify benefits and how OPM will help achieve goals and objectives
Success of a business case
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OPM Implementation Framework consists
of three distinct phases
Discovery and
Analysis
Implementation
Roadmap Implementation
Implementing OPM
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Typical team members
Executive sponsor
Portfolio manager
Program manager
Process methodology expert
Project management specialist (PMP)
Continuous improvement expert
Change management expert
Quality assurance expert
Communications specialist
Project managers
Form the OPM
Implementation Team
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The goal of this phase is to identify the gap
between the current state and desired future state
and the requirements needed to fulfill it
Discovery and analysis steps:
1. Understand the organization’s strategy and
project management practices
2. Identify the future state
3. Perform gap analysis
Discovery and Analysis
Discovery and
Analysis
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Holistic approach in order to gain a better understanding of the strategy
Main objective of OPM is to tie the project management process to business processes and organizational strategy
Understanding how the elements of business processes and strategy relate to the element of project management is a key
OPM implementation team identifies the bond between project management practices and business management practices and how they align to organizational strategy
The team documents their findings and produces a current state document describing how the organization works today
Understanding the Organization’s
Strategy and Project Management
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This is the foundation of OPM implementation
The current state defines the starting point on
the path to the future state
The OPM implementation team identifies a
high level view of the future state of the
organization
Identify Future State
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The future state describes how the organization will
work in the future and how changes will affect the
organizational structure
Valuable feedback to the organization on where
changes need to happen
How soon changes need to happen
The future state document is a dynamic document
Future State Goal
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Gap analysis bridges the current state with the
future state
Helps identify the tasks needed and allocation of
resources with the required allocation in order to
achieve the future state
Perform Gap Analysis
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Jeff Busch PMP
STRATEGIC GAP ANALYSIS
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The goal of this phase is to clearly map,
identify, and align the initiatives and
development of an implementation plan
Consist of two steps
Identify and Prioritize Initiatives
Develop Implementation Roadmap
Implementation Roadmap
Implementation
Roadmap
OPM 2015
Use the gap analysis for generation of the OPM
initiatives
Prioritize initiatives based on their strategic importance and difficulty in implementing
Rank each initiative, compare and contrast
A priority matrix is a good tool for this
Identify and Prioritize
Initiatives
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Example Priority Matrix Quick wins: • High strategic
importance • Easier to implement • Short time frame
Differentiators: • Very complex • Long time
Low value: • May be risky • No significant value
Building Blocks: • Easy to implement • Small contribution • May be distractors
http://www.pmi.org/~/media/PDF/Knowledge%20Center/ImplementingOrgPM.ashx
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Roadmap consist of
Planning period (year 1, year 2, etc.)
List of selected initiatives
Long-term view for selected initiatives as
well as a short-term view for initiatives to be
implemented in the planning period
Target state and completion dates for each
initiative
Develop Implementation
Roadmap
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Implement by portfolio then program, and lastly project domains
Flexible but some form of portfolio and/or program management should be in place first before project activities begin
Implement by programs, projects, geographic locations, or organizational units
This option considers the best logical grouping that ties with the organizational structure
Implement by readiness level and business impact
Used when there may be differences in readiness levels among business units or projects
Examples of commonly
exercised phase options
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Implementation Roadmap
Example
http://www.pmi.org/~/media/PDF/Knowledge%20Center/ImplementingOrgPM.ashx
OPM 2015
Use the list of prioritized initiatives
The roadmap showcases the high-level, short- term and long-term milestones
View the initiatives estimated start and stop dates,
and relationships to other initiatives
Take a phase approach on the roadmap
Must be careful of transitions between phases
Developing Implementation
Roadmap Key points or
Milestones
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IMPLEMENTATION
Implementation
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The OPM Implementation team elaborates the
roadmap into a detail plan
Each initiative has a detailed plan for its implementation
Each organization starts from a different point but
it is recommended that they implement all four
core-enabling processes
Implementation Plan
Overview
Implementation
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Determine whether to build from scratch, buy it, or
buy it and modify.
In assessing which approach to take, consider the
OPM budget and team size.
The goal is to select the approach that will
provide a high degree of fit with what will work
best in the organization. (This is sometimes by trial and error))
Implementation Alternatives
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Use pilot runs for each initiative planned, when
the future state is substantially different from the
current phase.
The pilot phase provides an opportunity to
validate the fit of the implementation, reshape the
deployment, and gain-buy from pilot participants.
The pilot creates flexibility, reduces risk, and increases success for actual implementation of
the initiatives.
Pilot Runs for Implementation
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Factors to consider for initiatives
Characteristics of projects managed, for
example, size, complexity, duration, risk
Budget
Resource availability
Current state of initiatives components, such
as project management methodologies
Determine Requirements of
Initiative
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Example of implementing a training program for project
managers.
The requirements may include different levels of
project management needed to support the
organization’s portfolio,
The existing level of project management expertise in
the organization.
The available learning tools available for training.
The experience and qualifications of the PM
A Requirements Example
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The Implementation Plan should include the
following characteristics:
A clear schedule that includes deliverables, due dates, and responsibilities.
Resource management plan
Organizational change management plan –
Change readiness, initiate change, and
manage change for initiatives
Risk management plan
Key performance indicators
The Implementation Plan
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Gather feedback
Conduct the analysis and discovery step
periodically to determine the state of OPM and to
identify which improvements should be made
It is recommended that the OPM cycle be
continued on an ongoing basis
Continuous Improvement
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It is critical to assess your organization first
Develop a roadmap for implementation
Form a implementation team
Develop implementation plan
Execute the plan!
Wrap up on OPM
Implementation
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Questions?