300-500 words write up
Tutu123
Session82022syllabusandsessionlogistics.pdf
Session Outline: Intro, goals and
objectives for this session. left-overs
from previous session.
OPM Course Implementation
Session assignment: PRMD #3 &
-TD#5 Review
Wrap-up and next session clarifications, assignments and expectations.
Session Topic: Lecture, Text Chps.12 & 13
Session 8
WK 10
OPM Assessments
and preliminary
interpretation of
results
OPM 2015
Jeff Busch PMP
Wk
10
Sess 8
01Dec OPM Implementation Chptrs.
12 & 13
PRMD#3, TQs,
TD#5 Reviews &
Dialog
TD#5
(Partial TD#5
display required)
OPM 2015
Jeff Busch PMP
Any other lingering left overs???
Last week’s text (chps 10 &11) TQ’s
SR 8
OPM 2015
Text: Chapter 10 & 11:
Jeff Busch PMP
• Text Questions: • EPG on Mega Projects:
• For our discussion purposes, list 3 or 4 items or components that you perceive
to be vital for EPG to be effective and/or disruptive?? Pgs. 161-162 & 178-182
• EPG in different types of projects: IT, service or R&D:
• identify differences if any and how EPG needs to function Pgs. 185-192
• Organizational change is introduced in Ch. 11 and discusses some previously
discussed topics.
• So how do the special approaches and changing the organization interact?
Pgs. 195-198
• What do you feel is the key driver for managing the change? Pgs. 198-200
• Perspectives on the 7 waves of Samsung? Pgs. 200-201
OPM 2015
Jeff Busch PMP
SR#8 Delivering Strategy: OPM and the
Strategic PMO Overview of Organizational Strategy
Does not replace rather integrates engagement and
contribution.
Description of OPM
Figure 1 & Figure 2:
The Role of a Strategic PMO
Does not need to be ……. But must have authority to …….
Operationalizing the PMO
Figure 4 and Figure 5
Who Should Be Interested
Senior Management, Portfolio Mgmt. and Project Mgmt.
OPM 2015
SR#8
Jeff Busch PMP
OPM 2015
Jeff Busch PMP
SR#8 Delivering Strategy: OPM and the
Strategic PMO
Overview of Organizational Strategy
Does not replace rather integrates engagement and
contribution.
Description of OPM
Figure 1 & Figure 2:
The Role of a Strategic PMO
Does not need to be ……. But must have authority to …….
Operationalizing the PMO
Figure 4 and Figure 5
Who Should Be Interested
Senior Management, Portfolio Mgmt. and Project Mgmt.
Session Outline: Intro, goals and
objectives for this session. left-overs
from previous session. Collect IW’s.
OPM Course Implementation
Session assignment: PRMD#3 &
TD#5 Review
Wrap-up and next session clarifications, assignments and expectations.
Session Topic: Lecture, Text Chps.12 & 13
OPM 2105
PRMD #3 Question
From our journey thus far, we have recognized that OPM is more then a simple set of guidelines and practices for the business!!
Given this understanding, how would you propose to inform management that it is in need of an adjustment and how/who would be the first primary point and the introductory statement that you would use to communicate the need?
Critical Guideline for this PRMD!!! (1st part is how/who & the 2nd part is what)
For the two components requested above, address each response in 25 words or less. (Think about using one- or two-word descriptors, key terms, metrics if any, basis, key points or other recognizable terms)
And, be prepared to debate your tri-pod consensus with the other tri-pods!!
(please respond based on your experiences, your research or personal perspective and please offer any citing's or support you may want to share in your response)
Jeff Busch PMP
OPM 2105
Real time PRMD#3
Email follow-up with a client on OPM
Jeff Busch PMP
Opening line: From our discussion today, I made note of three areas that I’m speculating would fall in the project delivery arena that are in need of enhancement. Perhaps these would form the start of subsequent discussions. These are not absolute statements of the need, rather initial take-aways from the discussion.
Three areas of possible enhancements noted: • More rigor in the practice of project management that captures project data from a reliable/validated source in which
more accurate reporting can be made. (reflects Stacey’s use of tools/practices) (reflects the legacy systems)
• A project management application or methodology that can be applied on small, non-capital improvement type projects, such as process improvements, maintenance, technology applications, or other departmental activities, such market research/analysis for business case development. This could be a PM-light version of good practices. (reflects aspects of Chris’s project arenas)
• Enhanced project definition at the initial project approval stage or project selection (portfolio process) that could utilize FEL (Front End Loading) to better define project scope, risk, and the business environment, all of which impact project cost and schedule. (reflects the general discussion about project contingency and cost/schedule consequences)
24
words
34 + 9
words
39
words
OPM 2105
PRMD #3 Instructions for PRMD#3
PODs will breakout and conduct their dialog as in previous PRMD’s.
Round 1: Individual PODs will need to summarize the proposal suggestions: 1st - how to inform management that it needs an adjustment and 2nd - summarize your three introductory statements.
Round 2: Upon completion of round 1, the POD’s will select one approach and one introductory statement as their choice.
Round 3: Pods will be merged and the POD’s will dialog for 10 minutes and arrive at a consensus of the best approach and response for this two-part PRMD question.
Round 4: The PODS will recap their multiple discussions in a class session
Note: Rounds 1 & 2 set for a combined 15 minutes
Round 3 is set for 10 minutes
Jeff Busch PMP
OPM 2015
Jeff Busch PMP
TD#5 Due Session 8 01 Dec
Review requirements for
TD#5: Draft feedback reports – 50pts (Please anticipate to display portions of the report (results, charts)
Teams
Lani, Prajakta, & Yousra
Emily, Marwah, & Davis
Kawther & Matt
Session Outline: Intro, goals and
objectives for this session. left-overs
from previous session. Collect IW’s.
Session assignment: PRMD #3 &
TD#5 Review
Wrap-up and next session clarifications, assignments and expectations.
Session Topic: Lecture, Text Chps.12 & 13 OPM Implementation and Course tie-in
OPM 2015
Jeff Busch PMP
Session Discusison
Topic: OPM Implementation, OPM
assessments and interpretation of results
Tie in Chapter 12 & 13
OPM 2015
Jeff Busch PMP
Lecture
Text Content
Discussions on: Chapter 12 & 13
The EPG Plan Challenges and Roadblocks
OPM 2015
Discussion Questions: Be prepared to have an in-depth discussion:
Text: Chapter 12, 13:
Chapters 12 & 13 describe a Roadmap for EPG and its challenges.
Pick one of the challenges that you may have observed or
become aware of and describe it? Pgs. 226-232
Briefly describe your approach to planning and executing and
overcoming the roadblocks if you were asked to implement
OPM in your organization or an organization that you may be
familiar with?? Pgs. 208 -215 & 225 (Feel free to ask your
teammates for some insight on their organizations or do some
research)
Be prepared to identify one or two items that could either make or break the expected benefits? Pgs. 230-233
Jeff Busch PMP
Session Outline: Intro, goals and
objectives for this session. left-overs
from previous session. Collect IW’s.
Session assignment: PRMD#3 &
TD#5 Review
Wrap-up and next session clarifications, assignments and expectations.
Session Topic: Lecture, Text Chps.12 & 13 OPM Implementation and Course tie-in
OPM 2015
Jeff Busch PMP
Wk
10
Sess 8
01Dec OPM Implementation Chptrs.
12 & 13
PRMD #3, TQs,
TD#5 Reviews &
Dialog
TD#5
(Partial TD#5
display required)
Wk 11
Sess 9 08
Dec
OPM Assessments and
Interpretation of
Results &
Organizational
Comparisons in OPM
Left-
overs
SR #10 IFR Dialog & Team
CFR report
presentations with
dialog
IFR & Final CFR
and IW’s
OPM 2015
Jeff Busch PMP
SR#10 Implementing OPM Maturity: The Good, the Bad & The Ugly
The Business Case for OPM Maturity & the Benefits
Does not replace rather integrates engagement and
contribution.
OPM Improvement: Project or Program??
Exhibit 2 & Exhibit 3:
Lessons Learned:
Four key characteristics
Five examples
OPM 2015
Jeff Busch PMP
IFR – Individual Final Report: Due Session 9
This is the last individual submission and is an evaluation of the
questionnaire-assessment and its usefulness as an assessment tool to
enhance or implement OPM in the organization chosen for the team
project.
It should also summarize the learning experiences from the team
project and the course itself.
This report shall be no longer then two-three pages or about 1000
words and has a total value of 100pts.
OPM 2015
Final Team Submission:
The CFR
CFR- Client Feedback Report: The client assessment results and findings including any metrics and graphs are the inputs to the Client Feedback Report. This report is provided to the organization that served as the client for the OPM course.
This culminating report is the result of the satisfactory completion of TD’s #1-#5. It is not intended to be a lengthy report; rather it is short and concise in presenting the results and findings from the team assessment, approximately 4 to 5 pages of written text in total, excluding supporting charts, documents and materials.
Its conclusion or executive summary is intended to offer suggestions (if any??)to the organization for enhancing its existing OPM or laying the foundation for a non-existent OPM.
Jeff Busch PMP
Incorporation
of team
compiled
results
You are a
professional
consulting firm
offering ……..
A brief slide presentation of this report will be presented during
the final class session with a value of 75pts. CFR value is 155pts.
Analyze your audience.
Consider proper format and structure.
Excellent grammar and mechanics
Revisit the important take-
aways and ensure that your client
understands these??
OPM 2015
Jeff Busch PMP
