Project portfolio and program management issues in enterprise implementation
KeywordsOrganizational project management ; Organizational Project Management Maturity Model (OPM3) ; Gap analysis ; OPM analysis
This thesis presents and analyzes the link between an organization’s strategy and its projects/programs and portfolio. The answer lies into Organizational Project Management models that aim to effectively and constantly improve the business processes. Before proceeding to the adoption of a certain model like the Organizational Project Management Maturity Model (OPM3) mainly used for an assessment in later chapters, several steps are needed. An assessment regarding change readiness is needed to measure the levels of acceptance within the organization. All systems, processes and people must be willing and ready to accept the transition to a desired future state that will increase their total maturity. The next step is a gap analysis to identify and address current gaps in relation to the future organizational state. Creating recommendations to amend this state is the main part of the OPM analysis by utilizing a roadmap of improvement. A number of initiatives are created that call for prioritization and implementation to fix the gaps and sustain continuous improvement in desired aspects. Organizational enablers consisting of several best practices are presented thoroughly and aim to assist the organization with the maturity assessment and initiative implementation. A company from the oil and gas sector is used as an example case to assess, create and designate a roadmap consisting of 8 initiatives that will help it in achieving strategy alignment and benefits realization.