Furthermore, OPM3 ® ProductSuite helps organizations wanting to increase their organizational project management maturity to understand their current maturity and plan for improvement. It supports organizations to implement a comprehensive and broad-based set of organizational project management best practices through capability and outcome assessment. The purpose of OPM3 ® ProductSuite, which was released in 2006, is to provide a way to improve an organization's execution of strategy by increasing its degree of organizational project management maturity. XIII).Įxhibit 3 – Interrelationship Between Knowledge, Assessment and Improvement (PMI, 2003, p. The degree to which an organization practices this type of project management is referred to as its organizational project management maturity (PMI, 2003, p. The basic idea of organizational project management is that there is a correlation between an organization's capabilities in project management, program management, and portfolio management, as well as its effectiveness in implementing strategy. The systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals of the organization is defined as organizational project management. In 2002, the Project Management Institute (PMI ®) introduced the Organizational Project Management Maturity Model Knowledge Foundation (OPM3 ®), chartered in 1998, to help organizations translate strategy into successful outcomes, consistently and predictably (PMI, 2003, p. Background and Development OPM3 ® and OPM3 ® ProductSuite To provide worldwide coverage and to establish regional expertise, Siemens CT established three regional offices in Munich, Germany, Princeton, New Jersey (part of Siemens Corporate Research), and Beijing, China. Siemens Corporate Technology (CT) is the organization within Siemens that is responsible for measurement and improvement of project management maturity within Siemens operating companies worldwide. Furthermore, Siemens and its customers expect a continuous performance evaluation and improvement of processes and procedures to reduce potential risks in project delivery and to increase benefits, such as the reduction of nonconformance costs. Customers of Siemens expect a structured and transparent project management approach from the delivering business unit for complex solutions, such as power plants, complex railway transportation systems, or medical solutions. This model also had to withstand the scrutiny of a worldwide customer base. To ensure that consistent measurement of organizational project management process maturity across all businesses, a comprehensive maturity model was needed that addressed the complexities of project management, engineering, and process management. The same requirements are true for any maturity model evaluating and analyzing the capabilities of project management organizations. Each company-wide approach to project management must be applicable to product engineering and development as well as customer delivery, installation, and commissioning projects. More than 50% of the overall Siemens turnover is based on project business. Siemens projects include a wide range of products, solutions, and service deliveries. This supports top management attentiveness to the importance of project business and shows the level of implementation of the PM initiative in each Siemens business unit. Exhibit 1 – Key Areas of the Corporate Initiative PM quarter, the project management initiative collects essential project data from all the business units that handle project business and makes this data available to the Corporate Executive Committee, summarized in defined evaluations.
0 kommentar(er)
