I was invited to participate in the PMI sponsored Focus Group on Sep. 10, along with 9 other users in Philadelphia. PMI reiterated their support of the user community there. (They verbalized their committtment to users at the OPM3 Core Team earlier in the year at a face to face in Miami.)
All that remains is their published plan. (more…)
Hello everybody,
Jim and I got invited to participate at the ProductSuite Focusgroup session 9th and 10th of Setember. I think, it would be interresting to compile some recomendations and suggestions in this forum.
How can PMI generate more value for the tool as well as for the certification? What should PMI do about the standard OPM3?
What are your painpoints, sugestions and expectations? Do you have an interresting case to share?
Don’t let us miss the oportunity this new channel offers us.
Best wishes from Brazil
Gerhard Tekes
I heard it from two PMI sources now, that DNV will no longer be responsible for the OPM3 certification qualification, application, training or testing. PMI will take over this role. However, DNV will still be responsible for the PRoductSuite tool. (more…)
The problem is: How to obtain interested clients? I actively pursued this as I wanted to recover my financial investment associated with becoming certified and also I wanted to do this type of work. It was impossible, though, to find clients. While a register of certified assessors and consultants is maintained, it is not set up similar to that of PMI’s Registered Educational Providers in which OPM3 assessors and consultants can learn of Requests for Proposal for such services. The only way to learn about possible opportunities is through word of mouth and networking.
(more…)
A blog based upon a whitepaper by:
Tim MacFadyen, MBA, MPM, PMP
&
Tom Keuten, PMP
Executive Summary
If your organization is trying to do more with less, has trouble keeping everyone on the same page, and is challenged by a constantly changing competitive environment, then your organization is not unlike many others in the marketplace today. Manufacturing companies, service companies, non-profits and others, are all struggling to keep up with their commitments and capitalize on new opportunities. These are all representative of the area where most organizations fail and that is in the execution of their strategy. This blog describes how two maturity models that have been published by highly reputable institutes provide guidance to leaders of organizations in making sustainable performance improvements. Each has been proven independently to drive significant cost savings and increase customer satisfaction while developing a process-focused framework that supports growth. By looking at the results that organizations using these models expect to achieve, contents of the models, and the way that the models impact their workforce when they are applied, organizations can make a strategic and informed decision as to whether or not to use them. We believe that many organizations will see significant improvements by using both.
The Organizational Project Management Maturity Model (OPM3®) from the Project Management Institute (PMI) is the standard for organizations looking to improve their capability to deliver their strategies through projects. By treating all of the organization’s projects as investments in an overall portfolio and applying best practices to manage those initiatives at multiple levels, organizations can achieve their objectives and align their resources to work on things that matter the most. OPM3 is capable of guiding most organizations most of the time through the process of becoming more mature in organizational project management.
The Capability Maturity Model Integration (CMMI®) from the Software Engineering Institute (SEI) is a reference model with a collection of best practices from the disciplines of software and systems engineering, integrated supplier management and integrated product and process development. Users of CMMI have seen significant cost reductions and quality improvements in the area of product development after applying this model. By focusing on processes necessary to achieve desired results, organizations can integrate engineering and related support functions that typically operate independently.
Organizations can achieve sustainable performance improvements by embracing OPM3 and CMMI together. With OPM3’s broad coverage of project, program and portfolio management, and CMMI’s in-depth coverage of systems and software engineering and supplier management, the two models provide a wealth of knowledge. Both models are supported by assessment methods that can be applied together (with minimal effort) to give leaders more insight into where to invest in their organizations to resolve key issues and increase performance that is not available when assessing against just one. Those investments can provide more returns with guidance from the two perspectives of both OPM3 and CMMI. The rest of this week, this blog compels leaders of those organizations to learn more about and to apply these two maturity models.
“OPM3″ is the registered trademark of the Project Management Institute
“CMMI” is the registered trademark of Carnegie Mellon University “OPM3 ProductSuite” is a trademark of the Project Management Institute
“SCAMPI” is a service mark of Carnegie Mellon University
Welcome OPM3 Certified Consultants and Assessors!
We have opened this forum for you and clients, as well as interested parties, to discuss the OPM3 by PMI.
We hope that you will sign up to blog with us by sending me your bio and picture. I’ll give you access to the blog site and you can open a discussion then. Anyone can comment on posted blogs without signing up.
We want this blog to include discussions about existing AND future project management models dealing with organizational maturity.
I can provide instructions for blogging if this is your first time. Eventually they will be posted to a web site where you can download them. For now, just let me know if you want them and I will email.
Please support our efforts to educate our community on the benefits of OPM3, it’s a great, innovative model!
Jim Sloane www.jsloane-pmp.com
