OPM3

Itroduction
OPM3_Flows
OPM3® is an acronym for the Organizational Project Management Maturity Model – a standard developed by the Project Management Institute (PMI®). The purpose of OPM3 is to provide a way for organizations to understand organizational project management and to measure their maturity against a comprehensive and broad based set of organizational project management Best Practices. OPM3 also helps organizations wishing to increase their organizational project management maturity to plan for improvement. OPM3 offers the key to organizational project management maturity with three interlocking elements:

  • Knowledge:
  • lets organizations uncover hundreds of Best Practices and shows them how to use the information available in OPM3;

  • Assessment:
  • is an interactive database tool that lets organizations evaluate their current situation and identify their areas in need of improvement should an organization decided to embark on the path to higher maturity;

  • Improvement:
  • will help map out the steps needed by any organization to achieve their goals.
    OPM3_Kno_Els
    OPM3 helps organizations understand organizational project management and their organizational project management maturity. It enables them to assess the current state of their organizational project management maturity, and, if they choose, to embark upon improvements that will enable them to better manage projects and achieve organizational strategies.

    OPM3 is also a tool to help organisations select and deliver the right projects to achieve their strategic objectives. It works to ensure Portfolios and Programs are aligned with the organisations strategic objectives and individual projects fit within the relevant program objectives. OPM3 also provides an effective mechanism for ensuring the consistent and reliable delivery of individual projects across the organisation.
    OPM3 compares your organization against approximately 600 best practices based on four stages of process improvement:
    Standardize
    Measure
    Control
    Continuously Improve

    History

    The Organizational Project Management Maturity Model or OPM3 is a globally recognized best-practice standard for assessing and developing capabilities in Portfolio Management, Program Management, and Project Management

    OPM3 then helps organizations develop the roadmap that the company will follow to improve performance.

    The Second Edition (2008) was recognized by the American National Standards Institute (ANSI) as an American National Standard (ANSI/PMI 08-004-2008)

    During development, a team of volunteers analyzed twenty-seven existing models and deployed surveys repeatedly to 30,000 practitioners

    The volunteer OPM3 model review team reviewed CMM and other models to understand the scope of each model, capabilities of each model, methodology for conducting assessments against each model, each model’s structure, and each model’s implementation procedures. The analysis concluded that existing models left many important questions about Organizational Project Management (OPM) maturity unanswered and that the team should proceed with the development of an original model through the sponsorship of PMI

    Participants were invited to suggest elements that constituted maturity in OPM.

    Such elements were refined as testable capability statements, consolidated, and eventually organized into groups called OPM3 best practices. Each OPM3 best practice statement denotes a group of OPM3 capability statements. OPM3 capabilities are the testable statements of the OPM3 standard

    7 Steps Problem Solving

    When you have a problem simply fix it; that is it what do you want to do more; is there anything else to be done? Yes there is much more to do.

    You can simply fix the problem only if it is simple problem, but simply solve a complex problem will produce a new problem; you may say I don’t care I can solve them too, but actually it will put you in an infinite loop.

    To handle a complex problem say for example a huge number of calls in a call center, you need the following 7 steps (defined by Dr. Shoti Sheba) to perfectly solve it:

    1. Definition: the first thing is to ask what is the problem really, without the answer of this question you cannot go any further; taking our example, you need to know what the problem really is? Is it the number of calls? Is it how long the call is taken? Or it is about something in the content of the call. Let’s decide it is the number of calls.
    2. Data Collection: next step is to answer the question “WHAT?” Get detailed data about the problem; if we are talking about the number of calls so let’s draw a graph about the number of calls over time.
    3. Cause Analysis: next step is to answer the question of “WHY?”; many techniques can help you find the cause of the problem such as Ishikawa or Baretto; or may be simple analysis, any of them will use the data collected above; in our example you found that the increase of calls synchronized with the shipment of new product, which the most of the new callas are about.
    4. Solution Planning & Implementation: “A lot of work in a simple line of writing”; after previous 3 steps you are ready correctly solve your problem by planning and implementing the solution; it worth the effort because you know you are doing the right thing; in our example you may chip to the customer a check list about the things/checks they need to go through before calling.
    5. Evaluation of Effects: Don’t stop now; you need this step as much as you need the previous 4; the question here is “DID IT WORKED?”; after shipping the check list you need to monitor and collect some data to check if the calls goes normal again
    6. Standardization: once we found the right solution, let’s see how widely we can use it in the organization
    7. Evaluation of The Process: after we widely spread the solution all over the organization we still not done; we need to know about the steps we have been through to solve the problem are they good to do every time we solve a problem, what are they pros and cons; so next time we do it more efficiently.

    لماذا مدير مشاريع محترف (PMP) ؟

    المعهد الدولي لإدارة المشاريع PMI®
    تأسس المعهد الدولي لإدارة المشاريع عام 1969 بهدف تطوير ادارة المشاريع واحداث نقلة نوعية في هذا المجال وذلك عن طريق اصدار الادلة المعلرفية المختلفة التي تشرح افضل الطرق المجربة في المجالات المختلفة لإدارة المشاريع
    الدليل المعرفي لإدارة المشاريع PMBOK®
    الدليل المعرفي لإدارة المشاريع هو كتاب يقدم مجموعة من المعرف والتوجيهات العامة لإدارة المشاريع، وهو يهدف الى توفير المعلومات اللازمة لمعظم المشاريع معظم الوقت.
    هذا الكتاب يعتبر بمثابة المتن لكل مدير مشروع محترف فهو يتحوي من وجهة نظر المعهد الدولي لإدارة المشاريع على خلاصة خبرة مجموعة كبيرة من مديري المشاريع المحترفين حول العالم في مجالات ادارة المشاريع المختلفة، ويمكن القول بعبارة اخرى انه يحتوي على مالا يسع الجهل به كمير للمشاريع. وقام المعهد بشرح طريقة إدارة المشاريع بنظام العمليات، وتم تقسيم العمليات مرة بناءا على مراحل ادارة المشروع الى خمس مراحل (البدء – التخطيط – التنفيذ – المتابعة والتحكم – الاغلاق) ومرة باعتبار نوع المعلومات التي تتناولها العملية الى تسعة انواع ( التكامل- النطاق – الوقت – التكلفة – الجودة – الموارد البشرية – الاتصالات – المخاطر – المشتريات)
    مدير مشاريع محترف PMP®
    شهادة مدير مشاريع محترف هي بمثابة ضمان من معهد إدارة المشاريع ان حامل هذه الشهادة هو مدير مشاريع محترف بمعايير المعهد
    ومنها انه مستوعب للمادة المعرفية المطلوبة بالاضافة الى انه ملتزم بتطبيقها على اي مشروع يوكل اليه ادارته، واهم ما يميز هذه الشهادة انها متجددة بمعنى ان حامل هذه الشهادة مطلوب منه مجموعة من النقاط كل ثلاث سنوات يتحصل على هذه النقاط من تطوير نفسه علميا وعمليا في مجال ادارة المشاريع والا لن تجدد له الشهادة.
    وبهذا تحتفظ الشهادة برونقها وضمانها، فحامل الشهادة ان لم يطور نفسه فستسقط عنه الشهادة ويصير غير مستحقا لها