The Standard for Organizational Project Management (OPM) by Institute, Project Management -- Read -- Imperial Library of Trantor

Index

Cover Page Title Page Copyright Page Notice Table of Contents List of Tables and Figures Preface 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 1.6.3. Enterprise Project Management Office (EPMO)

1.7. OPM Stakeholders

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

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

4. Elements of an OPM Framework within the Organization

4.1. Introduction 4.2. 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) 4.4.2. Competency Development Plans

4.4.2.1. 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

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 5.6. Define the Role of OPM Maturity Models in the Initiative 5.7. Process Management 5.8. Establish OPM Performance Metrics and Key Performance Indicators 5.9. Planning Considerations for the OPM Initiative

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