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...
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| Format: | Electronic eBook |
|---|---|
| Language: | English |
| Published: |
Newtown Square, PA :
Project Management Institute,
2018.
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| Subjects: | |
| Online Access: | CONNECT CONNECT |
MARC
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| 245 | 0 | 4 | |a The standard for organizational project management (OPM). |
| 263 | |a 1806 | ||
| 264 | 1 | |a Newtown Square, PA : |b Project Management Institute, |c 2018. | |
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| 520 | |a "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 one of PMI's foundational standards and it is aligned with A Guide to the Project Management Body of Knowledge (PMBOK. | ||
| 520 | |a "PMI's latest foundational standard, The Standard for Organizational Project Management (OPM) expands upon and replaces the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. The newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version. OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization. The approach further advances an organization's performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives. OPM helps organizations deliver value through the following principles: Aligning strategy, Consistent execution and delivery, Cross-functional collaboration, Adding value to the organization, and Continuous training. Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach"-- |c Provided by publisher. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 588 | 0 | |a Print version record and CIP data provided by publisher; resource not viewed. | |
| 505 | 0 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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). | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
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