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Organizational project management maturity model /
Organizations turn to OPM3® because it helps them bridge the gap between strategy and individual projects, and provides a way to advance strategic interests through the application of project management principles and practices. Organizational Project Management Maturity Model (OPM3®) - Third Editio...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newtown Square, Pennsylvania :
Project Management Institute,
2013.
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| Edición: | Third edition. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Title Page; Copyright Page; Table of Contents; List of Tables and Figures; 1. Overview; 1.1 Introduction; 1.2 Purpose of OPM3; 1.3 What is OPM?; 1.3.1 Relationship of OPM and Organizational Strategy; 1.3.2 The Relationships among Portfolios, Programs, and Projects; 1.4 What is OPM3?; 1.5 Relationships among Portfolio Management, Program Management, Project Management, and Organizational Project Management; 1.5.1 Portfolio Management; 1.5.2 Program Management; 1.5.3 Projects and Strategic Planning; 1.5.4 Project Management Office; 1.5.5 Project-Based Organizations.
- 1.5.6 Organizational Issues and Project Management1.6 Business Value; 1.7 Stakeholders; 1.7.1 OPM3 Practitioner Knowledge and Skills; 2. Foundational Concepts; 2.1 Organizational Project Management Described; 2.2 Investing in OPM; 2.3 Organizational Life Cycles; 2.4 Organizational Project Management Maturity Model; 2.4.1 What is the Organizational Project Management Maturity Model?; 2.4.2 How to Use OPM3; 3. The Organizational Project Management Maturity Model (OPM3); 3.1 Introduction; 3.2 The OPM3 Construct; 3.2.1 Best Practice; 3.2.2 Capability; 3.2.3 Outcome; 3.2.4 Domains.
- 3.2.5 Process Improvement Stages3.2.6 Organizational Enablers; 3.2.7 Categorization; 3.3 OPM3 Framework; 3.3.1 OPM3 Areas of Expertise; 3.3.2 OPM3 Cycle Elements; 3.4 OPM3 Application; 3.5 OPM3 Scoring Methods; 3.6 OPM3 Best Practices List; 4. Acquire Knowledge; 4.1 Understand OPM; 4.1.1 Understand OPM: Inputs; 4.1.2 Understand OPM: Tools and Techniques; 4.1.3 Understand OPM: Outputs; 4.2 Understand Organization; 4.2.1 Understand Organization: Inputs; 4.2.2 Understand Organization: Tools and Techniques; 4.2.3 Understand Organization: Outputs; 4.3 Assess Change Readiness.
- 4.3.1 Assess Change Readiness: Inputs4.3.2 Assess Change Readiness: Tools and Techniques; 4.3.3 Assess Change Readiness: Outputs; 5. Perform Assessment; 5.1 Establish Plan; 5.1.1 Establish Plan: Inputs; 5.1.2 Establish Plan: Tools and Techniques; 5.1.3 Establish Plan: Outputs; 5.2 Define Scope; 5.2.1 Define Scope: Inputs; 5.2.2 Define Scope: Tools and Techniques; 5.2.3 Define Scope: Outputs; 5.3 Conduct Assessment; 5.3.1 Conduct Assessment: Inputs; 5.3.2 Conduct Assessment: Tools and Techniques; 5.3.3 Conduct Assessment: Outputs; 5.4 Initiate Change; 5.4.1 Initiate Change: Inputs.
- 5.4.2 Initiate Change: Tools and Techniques5.4.3 Initiate Change: Outputs; 6. Manage Improvement; 6.1 Create Recommendations; 6.1.1 Create Recommendations: Inputs; 6.1.2 Create Recommendations: Tools and Techniques; 6.1.3 Create Recommendations: Outputs; 6.2 Select Initiatives; 6.2.1 Select Initiatives: Inputs; 6.2.2 Select Initiatives: Tools and Techniques; 6.2.3 Select Initiatives: Outputs; 6.3 Implement Improvement Initiatives; 6.3.1 Implement Improvement Initiatives: Inputs; 6.3.2 Implement Improvement Initiatives: Tools and Techniques; 6.3.3 Implement Improvement Initiatives: Outputs.