The standard for organizational project management (OPM)
"The Standard for Organizational Project Management - First Edition provides a framework and integrated approach using portfolio, program, and project management to deliver organizational strategy for better performance, better results, and a sustainable competitive advantage. This standard is...
| Format: | eBook |
|---|---|
| Language: | English |
| Published: |
Newtown Square, PA
Project Management Institute
2018
|
| Subjects: | |
| Online Access: | |
| Collection: | O'Reilly - Collection details see MPG.ReNa |
Table of Contents:
- Includes bibliographical references and index
- THE STANDARD FOR ORGANIZATIONAL PROJECT MANAGEMEN TOPM; The Standard for ORGANIZATIONAL PROJECT MANAGEMENT (OPM); Copyright; Notice; Table of Contents; List of Tables and Figures; Preface; CHAPTER 1: INTRODUCTION; 1.1 Intended Audience; 1.2 Overview; 1.3 OPM Approach; 1.3.1 OPM Principles; 1.3.2 Organizational Structure; 1.3.3 OPM Framework; 1.3.4 Organizational Benefits of OPM; 1.4 How to Use this Standard; 1.5 Relationships Among Portfolio, Program, and Project Management and OPM; 1.6 Organizational Strategy; 1.6.1 OPM Maturity Models; 1.6.2 PMO and OPM.
- 4.4.2 Competency Development Plans4.4.2.1 Experiential Learning; 4.4.2.2 Formal Learning; 4.4.2.3 Informal Learning; 4.4.3 Job Roles and Descriptions; 4.5 OPM Governance; 4.5.1 Governance Entities; CHAPTER 5: IMPLEMENTATION OF OPM; 5.1 Introduction; 5.2 Defining the OPM Initiative; 5.3 Define Roles and the Program Organization; 5.3.1 OPM Initiating Committee; 5.3.2 OPM Implementation Program Sponsor; 5.3.3 Project Management Office; 5.3.4 OPM Implementation Program Manager; 5.3.5 OPM Integrator and Organizational Change Team; 5.3.6 Additional Roles; 5.4 Develop Business Case; 5.5 OPM Maturity
- 4.1 Introduction4.2 OPM Methodologies; 4.2.1 Establishing OPM Methodologies; 4.2.2 Tailoring and Applying OPM Methodologies; 4.3 Knowledge Management; 4.3.1 Knowledge Management for OPM; 4.3.2 Organizational Objectives; 4.3.3 Knowledge Management Life Cycle; 4.3.3.1 Create Knowledge Content; 4.3.3.2 Share Knowledge Content; 4.3.3.3 Store Knowledge Content; 4.3.3.4 Use Knowledge Content; 4.3.3.5 Update Knowledge Content; 4.3.4 Best-In-Class Learning Environment; 4.3.5 Measuring Impact of Knowledge Management; 4.4 Talent Management; 4.4.1 Assessment (Formal or Self-Assessment)
- 5.6 Define the Role of OPM Maturity Models in the Initiative5.7 Process Management; 5.8 Establish OPM Performance Metrics and Key Performance Indicators; 5.9 Planning Considerations for the OPM Initiative; CHAPTER 6: ONGOING OPM MANAGEMENT AND MONITORING; 6.1 Introduction; 6.2 Ensuring OPM Benefits Realization and Sustainment; 6.3 Long-Term Monitoring and Analysis of OPM; 6.4 Planning and Implementing Methodology Updates; 6.5 Launching Methodology Updates; APPENDIX X1: CONTRIBUTORS AND REVIEWERS OF THE STANDARD FOR ORGANIZATIONALPROJECT MANAGEMENT; X1.1 Core Committee; X1.2 Review Team
- 1.6.3 Enterprise Project Management Office (EPMO)1.7 OPM Stakeholders; CHAPTER 2: FOUNDATIONAL CONCEPTS; 2.1 Introduction; 2.2 Investing in OPM and Adding Value; 2.3 Business Value; 2.4 OPM Business Case; 2.4.1 OPM Sponsorship; 2.4.2 The Value Proposition; 2.4.3 Benefits Sustainment; 2.4.4 Elements of the OPM Business Case; 2.4.5 Establishing a Baseline for the Business Case; CHAPTER 3: INTRODUCTION TO THE OPM FRAMEWORK; 3.1 Introduction; 3.2 OPM Methodologies; 3.3 Knowledge Management; 3.4 Talent Management; 3.5 OPM Governance; CHAPTER 4: ELEMENTS OF AN OPM FRAMEWORK WITHIN THE ORGANIZATION.