Sample Presentation Title

1
PMI Helping Organisations Link Strategy With
Execution
ANZSOG Conference, Canberra, Australia 21
February 2006
Iain Fraser, Fellow PMINZ, PMP Chair, PMI Board
of Directors
2
PMIs Five Stakeholder Groups

• Practitioners around the World
• Consumers of Project Management Services
• (e.g., employers, such as corporations and
  governments)
• Suppliers to the Project Management Profession
• (e.g., trainers, software vendors, consultants)
• Leaders of PMI
• Society at large, including the media

3
The Project Portfolio

• Projects are the physical manifestation of an
  organisations productivity, and their successful
  implementation drives bottom-line results
• Only 15-30 of all projects align with corporate
  strategies
• 90 of companies lack a portfolio management
  strategy

Source CIO Insight, November 2003
4
OPM3 Organisational Project Management Maturity
Model

• Supports strategic goals at organisational
  level
• OPM3 measures how organisations use collective
  knowledge, capabilities and processes to make
  sure projects support strategic goals
• Measures organisations ability to consistently
  complete projects successfully
• Identifies and recommends best practices, then
  puts into context
• Bridges gap between corporate strategy and
  project execution
• OPM3 enables an organisation to approach the
  right projects optimally in a dynamic global
  economy

5
The Maturity Model

• What is organisational project management
  maturity?
• The degree to which any organisation practices
  enterprise-wide project management (OPM3
  glossary)
• What is a maturity model?
• A framework for everything that defines your
  companys maturity
• How does OPM3 relate to organisational maturity?
• Provides the information and guidance to become
  more mature

6
The Executives Guide to OPM3

• Translate strategy into success
• OPM3 standardises information needed to
  prioritise project management needs and become a
  more productive organisation
• A framework to assess your organisation, not a
  pre-set solution
• Drive business improvement
• Gauge project management maturity against Best
  Practices and align projects with your overall
  corporate strategy
• Conduct periodic assessments and plan change
  according to your priorities and resource
  availability
• Gain competitive advantage
• Approach the right projects in the most optimal
  way in a dynamic and global economy
• OPM3 may be applied to organisations of all
  industries, sizes and geographical locations

7
The OPM3 Cycle
8
What is OPM3?
9
Three Elements of OPM3
A basis for self-examination and comparison to
make decisions about implementing change

• Knowledge Learn the OPM3 concepts and methods
• Assessment Evaluate the OPM3 Best Practices
  your organisation has in existence and view your
  maturity based on process improvement stages or
  project, programme and portfolio management
• Improvement Commit to implement change based on
  Best Practices

10
Why Are Best Practices So Important?

• Best practices
• Help ability to deliver projects
• On time
• On budget
• Help keep projects aligned with strategy
• Predictably implement organisational strategies
• Peel back organisational layers to reveal your
  place on a maturity continuum

11
Benefits of OPM3
12
Partnership With Organisations

• Focus on growth and partnerships with
  multi-national corporations and Governments in
  EU, UK, China, India, North America and also
  Australia/New Zealand
• Aerospace Defence
• Automotive
• Construction
• Information Technology
• Governments

13
Project Management in Corporate Governance

• IBM (Centre of Excellence)
• SAP (Global PMO)
• Capital One (Chief Portfolio Officer)
• Siemens
• Nokia

14
Corporate Council

• History
• Established in 2000 with four partners
• Initially Annual Education Forum
• Now Knowledge Community with 23 Partners
• Mission
• Establish a community for organizations to
  exchange knowledge
• Act as advisory group to PMI
• Provide a Safe Harbour environment
• Engage in collaborative learning

15
Corporate Council Partners

• Accenture
• BAE Systems
• Bank of America
• Boeing
• Booz Allen Hamilton
• Boston University
• Capital One
• Deloitte (London, UK)
• USA Defense Acquisition University
• Huawei Technologies Co Ltd (China)
• IBM Corporation
• IFC Consulting Group Inc.

16
Corporate Council Partners, contd.

• International Institute for Learning (USA)
• KPMG
• Lockheed Martin
• NASA
• NOKIA OYJ
• PricewaterhouseCoopers
• SAP (Walldorf, Germany)
• Siemens (Munich, Germany)
• Southern Company (USA)
• U.S. Department of Energy, Office of Construction
  Engineering Management
• Washington Energy Environment

17
Strong Advocacy

• Global Road Shows with components worldwide
  during 2004 and 2005
• Strategically focused business round tables and
  government forums during 2006
• Sponsorship of Forbes Global CEO Forum
• C-Suite research and executive visits
• Executive Thought Leadership Survey
• Athabasca University research on Value of PM
• Media outreach, including print and broadcast
  interviews and bylined articles in news and trade
  publications.

18
Thank-you!

• Contact Details
• Iain Fraser
• Iain.fraser_at_pmi.org
• 64 21 479 301