Organisational Project Management (OPM) Services
As per PMI's definition, "OPM is a strategy execution framework utilising portfolio, program, and project management as well as organisational-enabling practices to consistently and predictably deliver organisational strategy leading to better performance, better results, and a sustainable competitive advantage", in short, OPM is the holistic management of portfolios. programs, and projects integrated with the organization's business management framework to deliver needed results. This strategy framework brings about balance and coordination.
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More organisations are beginning to realize that project management means more than having good project managers. An integrated leadership, management and support environment is just as critical for the management of portfolios, programmes and projects as are other more traditional operational and support functions. Effective project management reduces unnecessary costs of doing business and leads to realized strategic objectives.
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Actkor focus on the successful execution of each phase of the implementation / optimisation framework.
Actkor are well equipped to execute the total framework or only selected phases according to the clients needs.
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Actkor invites you to request a detailed presentation of our implementation and execution framework. Requests can be done here.
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Discover and Analyse
Our OPM implementation team begins with a discovery and analysis phase. This will help the team to gain an understanding of the organizational strategy and project management by identifying the current bond between projects and the organizational strategy and by outlining the resources and efforts required to work towards achievement of the organizational strategy.
The key elements of this action are the documentation of the current state and the knowledge and ability to describe the future state and the requirements needed to fulfill it.
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The discovery and analysis process is supported by the following steps:
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Readiness assessment,
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Understand the organization's strategy and project management practices,
(During which we conduct an OPM3 assessment) -
Identify the future state, and
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Perform gap analysis.
Each of the steps in this phase creates a deliverable that supports the efforts of the subsequent steps in the OPM implementation.
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Actkor invites you to request a detailed presentation of our implementation and execution framework. Requests can be done here.
Plan & Tailor
Having completed the discovery and analysis phase and having a clear understanding of the gap to be addressed, the next steps within this phase are:
1. The identification and alignment of initiatives.
This step primarily uses the gap analysis data, and as needed, references the current-state review or high-level future state from the discovery and analysis phase to identify a list of initiatives that addresses the identified gap.
In the process of developing the list of OPM initiatives, the focus is on making a stronger tie to the organization's strategic objectives and metrics. These metrics provide our implementation team with information to help in the selection and prioritization of initiatives to ensure alignment with the business case.
The initiatives resulting from the gap analysis are reviewed by a team of stakeholders and prioritized based on their strategic importance and difficulty in implementing, all of which are based on the current needs of the organization. The desired future state, resource-sharing issues with other projects and initiatives within the organization, business timelines and strategy alignment. This process is essentially an application of program
management, so be sure to follow the organization's program management practices.
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2. Development of an implementation roadmap for OPM.
Using the list of prioritized initiatives from the previous step, the team develops an implementation roadmap.
The implementation roadmap depicts the high-level, short-term and long-term milestones for implementing the required initiatives to achieve the future state. The implementation roadmap helps our implementation team to:
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View all initiatives, their estimated start and end dates and relationships to other initiatives, for example predecessor and successor relationships.
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Commit to implement the initiatives included in the roadmap.
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Forecast resources during the implementation of initiatives.
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Develop detailed implementation plans.
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The implementation roadmap is a chronological representation in graphical form of the selected initiatives as well as a high-level view of key milestones and decision points.
It depicts key dependencies between major milestones, communicates the linkage between the selected initiatives and business strategy, and provides a compelling vision and high-level snapshot of the supporting infrastructure and component plans.
We plot the initiatives in the prioritisation matrix by grouping and scheduling them based on priority, strategic importance and availability of organisational resources and other collaborative opportunities.
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Actkor invites you to request a detailed presentation of our implementation and execution framework. Requests can be done here.
Implement
In the prior phase, our OPM implementation team prepared an implementation road map for OPM based on the output from the discovery and analysis phase.
During the implementation phase, our OPM implementation team elaborates the road map into a detailed plan and carries out the plan to establish OPM in the organisation (or implement OPM improvements).
Depending on the scope and duration of the road map, it may require multiple cycles of implementation to complete.
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1. Develop Implementation Plan
The first step in the implementation phase is to develop a detailed implementation plan for each initiative. While the road map lays out a long-term plan for the implementation of OPM, the implementation plan provides the details necessary to fulfill the roadmap.
Each organization that implements OPM starts from a different point and has a different desired target implementation. What fits one organization may not fit others; however, it is recommended that each organization implement all four core-enabling processes, while using the initiatives selected in the Planning and Tailoring phase).
The value to the organization in implementing OPM is maximized when the proper fit within the organization is achieved. Therefore it is important to explore options before proceeding.​
The OPM core-enabling processes are as follows:
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Strategic alignment. Strategic alignment aligns portfolios, programs, and projects with the organisation's strategic goals and objectives.
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Organizational project management methodology. The system of practices, techniques, procedures,· and rules used in portfolio, program, and project work to meet requirements and deliver benefits.
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Governance. The systems and methods by which OPM management and strategy are defined, authorized, monitored, and supported.
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Competency management. Competency management facilitates the timely and appropriate assessment of the skills and development of the experience necessary to implement portfolios, programs, and projects within the organisation.
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2. Pilot and Implement OPM
The pilot and implement step of OPM consists of carrying out the detailed implementation plan developed in the previous step.
If one or more pilots are planned, the OPM implementation team should adjust the detailed implementation plan after the pilot(s) are concluded, based on lessons learned.
A pilot may not be necessary or appropriate in all OPM implementations.
Actkor invites you to request a detailed presentation of our implementation and execution framework. Requests can be done here.
Execute and Continuously Improve
As the OPM is incorporated into the organisation, the organisation will begin to realize the intended benefits, as defined in the benefits realization plan. In order to determine whether the intended OPM organizational benefits are being realized, the OPM implementation team needs to measure progress according to the defined Quantitative KPls.
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Measuring the business impact from an OPM implementation is the best way to show business leaders the value of the OPM implementation. This is also the most challenging metric to incorporate. Business leaders are interested in business results that affect the bottom line, such as time to market, budget attainment, and resource utilization, etc., including other metrics that directly measure the organisation's attainment of its strategy.
Continued realization of OPM benefits is dependent upon the stewardship of the OPM governance body in the organisation. Studies have shown that the majority of organizations that do not pursue the required governance, compliance measurements, and continue Improvement will regress and lose the value previously attained.
It is recommended that the OPM cycle be continued in the organization on an ongoing basis. It is valuable to cycle different project management professionals into the assessment teams. When this is done, insight is maintained in the process and is grounded in what is being practiced, rather than relying solely on dedicated OPM implementation team members who, over time, may become disconnected from the practice of project management in the business ..This practice also serves to reinforce a deeper understanding of OPM and its importance, and builds more champions across the organization .
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Actkor provides the following services during the Execution phase of the framework:
1. Placement of Certified Project Management Staff
2. Execution of a Strategic Project Office (SPO) as a Service during which the organisation's project portfolio are managed with the primary contribution of the organisation's strategic leaders.
3. Execution of a Project Management Office (PMO) as a Service during which the value of the OPM are demonstrated based on the agreed baseline KPI measurements.
4. Training and mentoring of client resources to fulfill their roles.
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Actkor invites you to request a detailed presentation of our implementation and execution framework. Requests can be done here.