I am in need of a Module 6 post with at least 4 references. I also need 2 separate response post that can be used for 2 students The student response post can be 2 paragraphs each, Please make sure
| Provide a basic summary of the 3 – 5 main points of the article Grow Up Already! – An OPM3® Primer and demonstrate that you have a thorough understanding of the subject matter being discussed. In the final paragraph, you are required to provide your assessment of the article and the main premises presented in the article. Some areas you may address in your discussion question summary include:
You will be graded based on content, composition, grammar, analysis and level of critical thinking in addition to the substantive nature of your follow-up post. Most importantly, since this is a PMI© based course you “are expected” to integrate the Project Management Body of Knowledge® (PMBOK®) into your discussions. |
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Separate response post student 1
As we have mentioned previously, change is inevitable. Successful implementation of project management creates an organization and culture that can change rapidly because of the demands with each project. Successful companies have to cope with change in real time and live with the potential disorder that comes with it (Kerzer, 2004). Every organization has a strategy of how it will implement their vision. In order for a company to complete their strategy they have to have a vision or a mission statement. A company aligns their projects, programs, and portfolios according to their strategy. By aligning these three areas of project management, a company is able to achieve their business value. Organizational project management is the alignment of an organization’s projects to its strategic goals. The standard of OPM3 is a maturity model that was developed by the Project Management Institute. OPM3 comprises a five-step iterative cycle that emphasizes assessment and continuous improvement. The ultimate test of OPM maturity is how well an organization can tie its project management operations to its organizational strategy. By analyzing the reports that the OPM3 tool provides and then measuring these against the needs of the organization, the organization’s management can determine which areas of potential improvement would provide the greatest return on investment (Matassa, 2006). There are thousands of examples of these tools being used in companies to managed variables of facts. Certain optics are set with upper management and are executed based on metrics in adapting to business needs.
One of the main uses of OPM3 is it can benefit organizations by ensuring efficient use of project resources and providing cost savings associated with elimination of project that are not tied to the organization’s strategic goal’s (Matassa, 2006). As with an implementation of a project or change, there has to be a buy-in process with senior management and employees. OPM3 is no different, if there is lack of cooperation with executives with regards to the OPM3 tool, it will not be successful. OPM is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better performance, better results, and a sustainable competitive advantage (“The PMBOK Guide”, 2013).
The way in which to measure an infrastructure maturity level is through knowledge of the OPM model, assessment of the current OPM to a robust OPM, and improvement on the feasible changes. Maturity in project is similar to any definition; it is the full development of a certain project or program. Benchmarking is a better way to define how a project is measured to indicate current maturity. Key performance indicators are metrics that are applied to determine whether a capability exists and to what degree, based on demonstrated outcomes (Matassa, 2006). KPI’s are used in most organizations to determine the best practices and capabilities of employees. In my current position, we use KPI’s to measure everything from the amount of calls taken, adherence, outcomes in claims, favorability, customer satisfaction, among many others. KPI measurements come in daily for our workload, and we have monthly numbers that have to be met. KPI’s are set based on what a robust infrastructure should look like. On a larger scale, there are KPI’s for managers, departments, and companies.
Lastly, there are three directories in the OPM3 tool; Best Practices Directory, Capabilities Directory, and Improvement Planning Directory. The OPM3 tool is used to compare the industry project management best practices to the organization’s project management strategies. The best practices directory less approximately 600 best practice, addressing the project management domains. By comparing the organization’s current implementation of best practices and robustness of the implementation to its embedded best practices, the directory can determine this aspect of OPM maturity level (Matassa, 2006). It is an effective way in which to monitor and grow your organization overall.
References
Kerzner, H. (2004). Advanced project management: Best practices on implementation (2nd ed.). Hoboken, NJ: John Wiley & Sons. ISBN: 978-0-471-47284-1
Matassa, P. (2006). Grow up already!—An OPM3® primer. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
PMI. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square, PA, USA: Project Management Institute (PMI)
Student 2 post
As we have mentioned previously, change is inevitable. Successful implementation of project management creates an organization and culture that can change rapidly because of the demands with each project. Successful companies have to cope with change in real time and live with the potential disorder that comes with it (Kerzer, 2004). Every organization has a strategy of how it will implement their vision. In order for a company to complete their strategy they have to have a vision or a mission statement. A company aligns their projects, programs, and portfolios according to their strategy. By aligning these three areas of project management, a company is able to achieve their business value. Organizational project management is the alignment of an organization’s projects to its strategic goals. The standard of OPM3 is a maturity model that was developed by the Project Management Institute. OPM3 comprises a five-step iterative cycle that emphasizes assessment and continuous improvement. The ultimate test of OPM maturity is how well an organization can tie its project management operations to its organizational strategy. By analyzing the reports that the OPM3 tool provides and then measuring these against the needs of the organization, the organization’s management can determine which areas of potential improvement would provide the greatest return on investment (Matassa, 2006). There are thousands of examples of these tools being used in companies to managed variables of facts. Certain optics are set with upper management and are executed based on metrics in adapting to business needs.
One of the main uses of OPM3 is it can benefit organizations by ensuring efficient use of project resources and providing cost savings associated with elimination of project that are not tied to the organization’s strategic goal’s (Matassa, 2006). As with an implementation of a project or change, there has to be a buy-in process with senior management and employees. OPM3 is no different, if there is lack of cooperation with executives with regards to the OPM3 tool, it will not be successful. OPM is a strategy execution framework utilizing project, program, and portfolio management as well as organizational enabling practices to consistently and predictably deliver organizational strategy producing better performance, better results, and a sustainable competitive advantage (“The PMBOK Guide”, 2013).
The way in which to measure an infrastructure maturity level is through knowledge of the OPM model, assessment of the current OPM to a robust OPM, and improvement on the feasible changes. Maturity in project is similar to any definition; it is the full development of a certain project or program. Benchmarking is a better way to define how a project is measured to indicate current maturity. Key performance indicators are metrics that are applied to determine whether a capability exists and to what degree, based on demonstrated outcomes (Matassa, 2006). KPI’s are used in most organizations to determine the best practices and capabilities of employees. In my current position, we use KPI’s to measure everything from the amount of calls taken, adherence, outcomes in claims, favorability, customer satisfaction, among many others. KPI measurements come in daily for our workload, and we have monthly numbers that have to be met. KPI’s are set based on what a robust infrastructure should look like. On a larger scale, there are KPI’s for managers, departments, and companies.
Lastly, there are three directories in the OPM3 tool; Best Practices Directory, Capabilities Directory, and Improvement Planning Directory. The OPM3 tool is used to compare the industry project management best practices to the organization’s project management strategies. The best practices directory less approximately 600 best practice, addressing the project management domains. By comparing the organization’s current implementation of best practices and robustness of the implementation to its embedded best practices, the directory can determine this aspect of OPM maturity level (Matassa, 2006). It is an effective way in which to monitor and grow your organization overall.
References
Kerzner, H. (2004). Advanced project management: Best practices on implementation (2nd ed.). Hoboken, NJ: John Wiley & Sons. ISBN: 978-0-471-47284-1
Matassa, P. (2006). Grow up already!—An OPM3® primer. Paper presented at PMI® Global Congress 2006—North America, Seattle, WA. Newtown Square, PA: Project Management Institute.
PMI. (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 5th ed. Newtown Square, PA, USA: Project Management Institute (PMI)
