Organizational Program Management (OPM)
Methodology
The scale of consolidated or convergence programs extends beyond individual projects and organizational boundaries. They involve a mix of large projects that transcend departments / divisions and a plethora of smaller projects that will occur simultaneously throughout your organization. Organizational Program Management (OPM) can best be described as a logical method of systematically integrating the management of numerous projects and resources with the daily operational requirements of an organization. The interdependency between these two streams of activity must be properly managed to reduce the possibility of additional demands on resources resulting from re-engineering. By clearly linking the logistics planning, these additional costs can be avoided.
The benefits of moving to a more global approach to project management, OPM are significant. OPM techniques employ a rational way for systematically managing numerous projects and resources. Traditionally, opportunities and economies of scale are forfeited because strategic opportunities or imperatives are overlooked.
The demands of the program must reflect the interdependencies of managing the daily operational needs of the organization well as those of project team. Allowing these two streams of activity to slip 'out of sync' generates a high probability of premium costs resulting from re-engineering or additional demands on resources. This cost avoidance can be achieved by clearly linking the logistics planning.
The four core management functions of scope, quality, time and cost, represent the Program objectives. However, the program is enhanced by four facilitating functions consisting of information / communications, contract / procurement, human resources and risk. OPM integrates these functions progressively throughout the program life cycle, with the aim of satisfying the stakeholders according to the Program's established requirements.
The scale of consolidated or convergence programs extends beyond individual projects and organizational boundaries. They involve a mix of large projects that transcend departments / divisions and a plethora of smaller projects that will occur simultaneously throughout your organization. Organizational Program Management (OPM) can best be described as a logical method of systematically integrating the management of numerous projects and resources with the daily operational requirements of an organization. The interdependency between these two streams of activity must be properly managed to reduce the possibility of additional demands on resources resulting from re-engineering. By clearly linking the logistics planning, these additional costs can be avoided.
The benefits of moving to a more global approach to project management, OPM are significant. OPM techniques employ a rational way for systematically managing numerous projects and resources. Traditionally, opportunities and economies of scale are forfeited because strategic opportunities or imperatives are overlooked.
The demands of the program must reflect the interdependencies of managing the daily operational needs of the organization well as those of project team. Allowing these two streams of activity to slip 'out of sync' generates a high probability of premium costs resulting from re-engineering or additional demands on resources. This cost avoidance can be achieved by clearly linking the logistics planning.
The four core management functions of scope, quality, time and cost, represent the Program objectives. However, the program is enhanced by four facilitating functions consisting of information / communications, contract / procurement, human resources and risk. OPM integrates these functions progressively throughout the program life cycle, with the aim of satisfying the stakeholders according to the Program's established requirements.
The scheduling philosophy is based upon the OPM model of a fast track, multidisciplinary project. By organizing engineering/design activities to suit the installation priorities, we introduce concurrence in the engineering/design, procurement and installation schedules and minimize the duration of the project.
adapted from After Quaife, Jennett and Others, c. October 1990.
adapted from After Quaife, Jennett and Others, c. October 1990.