October 6, 2007Atlanta, Georgia USA

AgendaWelcome Remarks

Greg BalestreroCase Study: Siemens CorporationFacilitated Discussion Groups

Share and discuss with peers some of the most critical questions organizations of similar project management maturity face when implementing OPM3

Panel of Experts

Welcome RemarksPMI Worldwide has currently 82 OPM3

Certified ProfessionalsOPM3 is all about organizational self

awarenessProject management is about throughput and

results as it relates to innovationIntegration of process and product

development with project management at DHLNote: PMI moving from an individual focus to an

organizational focus and what is the ROI from investing in PM

Siemens Case StudySiemens began assessing its maturity in PM in

1992 and implemented its own Maturity in Project Management (MPM) model in 2002

Today MPM is in its 3rd revisionSince the launch of OPM3 in 2003, Siemens has

considered the incorporation of the organizational project management best practice model into its MPM protocol

Presentation describes Siemens pilot utilization of OPM3 in conjunction with its own MPM assessment protocol and results and conclusions they have reached to date

Siemens Case StudyInitiative driven via the Center for Innovation

and Project Management WorldwideConstitutes a team of 10 individualsInfrastructure wise it is a part of Corporate

TechnologySiemens is a product based engineering

organizationMPM is a key part of their management

commitmentSo far they have conducted 140 assessments

Siemens Case StudyIn immature organizations the practice is usually

higherA Level 3 organization is considered goodMPM assessment came out in 2002 and OPM3

was reviewed by Siemens in 2004 and 2007It is important to remember to not focus on the

level!If you have a standard process and you are not

measuring itYou cannot ignore the upper level even if you are

not there yet

Siemens Case StudySiemens does use extensions of the PMBOK

such as Construction, Medical etc.,If you can’t standardize and measure then

there are a lot of other tools that you cannot measure!

OPM3 is a business change process implementation and doing this is a program

The 2008 update will contain the current version of the PMBOK and will also enhance both program and portfolio assessment

Siemens Case StudyOPM3 provides gaps and recommendations

Siemens assists with the organizational changeSiemens is asking business units to identify

their critical KPI’s ( benefits) and that is how they are measuring the value of OPM3

OPM3 indirectly ties into their Toyota system

Facilitated Discussion GroupsInitiating, planning and selling OPM3 in a less mature

organizationConducting an OPM3 assessment in a less mature

organizationImplementing change base on the results of an OPM3

assessment in a less mature organizationInitiating, planning and selling OPM3 in a more

mature organizationConducting an OPM3 assessment in a more mature

organizationImplementing change base on the results of an OPM3

assessment in a more mature organization

Fourth Annual OPM3® Users’ Forum

Breakout Group Report Back

GROUP 1: Initiating, Planning & Selling OPM3 in a LESS mature organization

Point 1: Informing & educating decision makers

Point 2: Understand key strategic objectives – at least one driver

Point 3: Understand organizational culture

Point 4: Address OPM3 as a project including who should be involved & defining the scope of assessment

Point 5: Understand expectations

GROUP 2: Conducting an OPM3 Assessment in a LESS mature organization

Point 1: Need senior management support

Point 2: Provide purpose/goals of assessment

Point 3: Assessor credibility and trust

Point 4: Sense of ownership

Point 5: 2 step documentation process (interview & documentation)

GROUP 3: Implementing Change Based on OPM3 Assessment in a LESS mature organization

Point 1: Alignment of improvement program – align to the goals of the organization

Point 2: The organizational capacity to manage the change

Point 3: Champion/sponsor

Point 4: Effective communication plan

Point 5: Listening

GROUP 4: Initiating, Planning & Selling OPM3 in a MORE mature organization

Point 1:“What is it?” Defined in 1 sentence with no big words

Point 2: Link to strategic goals/ identify & alleviate pains (pains: losing $, confusion/coordination, culture shift, gap analysis)

Point 3:Positioning OPM3 – need to compare to other tools: six sigma, ISO, CMM

Point 4:Benchmarking – data needed to show 1)results of improving w/assessment (ROI) and 2) compare to competitiors

Point 5:Who should assess?: internal v. external (are internal fully utilized? Do external bring objectivity & experience?); stakeholder analysis

Point 6: Build on existing process management/improvement Pilot: early success, provide it works, lessons learnt

Point 1: Sponsorship, Endorsement

Point 2: Communication/ Education

Point 3: Select a Way to Gather Data

Point 4: Who’s Involved?

GROUP 5: Conducting an OPM3 Assessment in a MORE mature organization

Point 1: Change management based on culture

Point 2: Prioritize criteria (cost/benefit, ROI ...)

Point 3: Communication

Point 4: Define a Process for Implementation

Point 5: Measurements!!!

GROUP 6: Implementing Change Based on OPM3 Assessment in a MORE mature

organization

OPM3 PanelProduct Suite mechanizes the assessment

process plus provides inter rater reliabilityTip: Do not discount the online version for

use in less mature organizations RE: costOPM3 is based on PMBOK 2000OPM3 single practitioner on line version

How to use it without being prescriptive

OPM3 PanelProduct Suite includes analysis of what best

practices are in placeBest practice assessment vs. capability

assessmentProduct Suite has a range of questions

More discrete data (NOT binary in nature)

Note: Comments from certified OPM3 assessors