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Implementing OPBM using a PMO: A Business Strategy

SERIES ARTICLE

Implementing Organizational Project Business Management (OPBM) using a Project Management Organization (PMO): A Business Strategy (Series on Project Business Management and the PMO)

By Darrel G. Hubbard, PE
President, D.G.Hubbard Enterprises, LLC
California, USA

and

Dennis L. Bolles, PMP
President, DLB Associates, LLC
Michigan, USA


Introduction

During our PMO case study research over the past 13 years, we delved into the construct, organizational concept, and framework of Organizational Project Business Management (OPBM). In addition, we delved deeply into the models, framework, and organizational concepts of the Project Business Management Or­ganization (PBMO). We documented those research results in our latest book, A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts {Bolles & Hubbard 2016}.

Organizational Project Business Management and its supporting and implementing Project/ Program/Portfolio Business Management Organization—or generically the Project Business Man­agement Organization—within major enterprises, have become keys to business success, as illus­trated within our second set of eight PMO Case Studies {Bolles & Hubbard 2016}.

The discipline of Project Management has grown and matured, during the past sixty-five years, and has incorporated many aspects of general business management. That growth has facilitated the integration of the methodologies and processes of Project Management with those of Opera­tions Management that are related to the enterprise’s business management of its project-portfo­lios, project-programs, and projects. This integration led to the construction of the Organizational Project Business Management (OPBM) framework. This evolution of OPBM has also made it nec­essary for the enterprise’s management to assume a direct role in the executive management of the implementation and desired functionality of OPBM and the associated Project Business Manage­ment Organization.

Organizational Management – General Concepts and Constructs in Business

Business Administration, as studied at colleges and universities and pursued within enterprises, is com­posed of multiple areas of management within an enterprise. The names of the most common management fields or disciplines include: Financial Management; Quality Management; Production Management; Man­ufacturing Management, Engineering Management Information & Technology Management; Operations Management; Accounting Management; and Project Management. Each of these unique disciplines con­tains the requisite knowledge, skills, and means to govern, direct, supervise, manage, and control the con­duct, performance, and execution of the associated tasks and work within that management discipline.

Most major enterprises, those organizations created for a specific business purpose, employ most of those common fields of Business Administration. In addition, each of those management disciplines is implemented and deployed within an enterprise by a specific functional business-oriented organization—whose organizational-name usually reflects that discipline. Each of those functional organizations is created for the purpose of organizationally instituting that specific management discipline, on an enterprise-wide basis or division-wide basis. Which is to say, that each management discipline has an “Organizational Man­agement” aspect, which is employed to establish the requirements, design, implementation, and operational organizational strategy, for that specific management discipline, within each specific enterprise.

Organizational Accounting Management – An Analogy

Based upon the above constructs and concepts a general business oriented definition for Organizational “Insert a Discipline-Name” Management for any management discipline can be stated as follows: It is the framework of organizational strategies with requisite capabilities that utilizes a “Discipline-Name” Busi­ness-oriented Management Framework and a “Discipline-Name” Organization Model to provide the sys­tematic business-oriented management of an enterprise’s “Discipline-Name” specific tasks and work. Or­ganizational “Insert a Discipline-Name” Management organizationally facilitates the business-based iden­tification, selection, prioritization, and execution of “Discipline-Name” specific tasks and work to effec­tively and efficiently accomplish the enterprise’s strategic initiatives, and related business objectives—and to establish a sustainable competitive business posture and culture.

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Editor’s note: Bolles and Hubbard are the authors of The Power of En­terprise PMOs and Enterprise-Wide Project Management (PBMconcepts, 2014); A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts (PBMconcepts, 2012); and A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts (PBMconcepts, 2016). This series of articles is based on their books, research, courses and executive consulting experience.


 

About the Authors

pmwj42-Jan2016-Bolles-BOLLES
Dennis
L. Bolles, PMP

Michigan, USA

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Dennis Bolles
, PMP, President – DLB Associates, LLC, has over forty-five years of experience in multiple industries providing business and project management professional services. He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their business strategic objectives with the analysis of their business process improvement needs and development of business and project management capabilities.

He has been a member of the Project Management Institute (PMI) since 1985, received his PMP® certification in 1986 (#81), and is a founding member of the PMI Western Michigan Chapter, serving on its Board of Directors and in several positions since its 1993 inception.

Bolles performs speaking engagements and assists Project/Program/Portfolio Organizations (PMOs) start-up teams begin the planning and implementation processes; conducts on-site organizational project management capability assessments; provides virtual and periodic on-site support for development of business and project management methodologies, policies, procedures, processes. systems, tools, and templates for organizational governance and corporate strategy; assists in the implementation of a project business management methodology that integrates strategic planning, business objective development, portfolio management, program management, and project management processes to achieve strategic objectives and maximize operational efficiency enterprise-wide through the development and management of Project Management Organizations.

Bolles served as the PMI Standards Project Manager who led the project core team to a successful completion and on-time delivery of the Project Management Body of Knowledge (PMBOK®) Guide Third Edition in 2004. He has served on and has contributed to multiple PMI Standards bodies over the past 20 years.

He is a published author of many project management articles, is a PMI Congress/ Symposium/Chapter speaker, and author of Building Project Management Centers of Excellence, AMACOM, NY, 2002. He is the co-editor of The PMOSIG Program Management Office Handbook, JRoss, 2010. He is the co-author with Darrel G. Hubbard of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of En­terprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2015. He can be contacted at [email protected] and at LinkedIn at http://www.linkedin.com/in/dlballc01. Visit the http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Dennis Bolles, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/

 

pmwj42-Jan2016-Bolles-HUBBARD
Darrel G. Hubbard, P.E.

California, USA

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Darrel G. Hubbard
is President of D.G.Hubbard Enterprises, LLC providing executive consulting and assessment services. He has over 50 years of experience in consulting, line management, and technical positions. He has served as a corporate executive officer; managed the due diligence processes for numerous mergers and acquisitions; managed information technology, proposal, accounting, and project control organizations; was a program manager on engineering projects; was a project manager on commercial projects; and a designated “key person” under government contracts. He has also held executive positions in, and was professionally licensed in, the securities and insurance industries.

He assists organizations, as a Subject Matter Expert (SME) consultant, to achieve their en-terprise’s strategic business and tactical objectives. He provides analysis of their man-agement structures, business processes, general business operations, and project man-agement capabilities, while supplying specific recommendations on business, methodology, and process improvements. Mr. Hubbard also assists companies, as an out-side third party, with the intricacies of the due diligence process in their merger and acquisition activities. He also supports companies in the managerial development and establishment of their Project/Program/Portfolio Organizations (PMOs) and provides work­shops and seminars focusing on the business management aspects of project management.

Mr. Hubbard holds a bachelor’s degree in mathematics and physics with a minor in chemistry from Minnesota State University at Moorhead. He is a registered Professional Engineer in Control Systems in California. Mr. Hubbard joined the Project Management Institute (PMI) in 1978 (#3662), is a charter member of the PMI San Diego Chapter, and was deputy project manager for the Project Management Body of Knowledge (PMBOK®) Guide Third Edition ANSI Standard by PMI. He was the Exhibitor Chairperson for the 1993 PMI North American Congress/Seminar/Symposium, is a published author of many articles, a presenter at several PMI Congresses and other Project Management Symposiums, and a guest speaker at PMI and IIBA Chapter meetings. Darrel is also a Life-Member of the International Society of Automation (ISA).

He is a contributing author to The AMA Handbook of Project Management, AMACOM, 1993 and The ABCs of DPC: A Primer on Design-Procurement-Construction for the Project Manager, PMI, 1997. He is the co-author with Dennis L. Bolles of The Power of Enterprise-Wide Project Management: Introducing a Business Management Model Integrating and Harmonizing Operations Business Management and Project Management, hardcover – AMACOM, NY, 2007, now in paperback, revised, and retitled The Power of Enterprise PMOs and Enterprise-Wide Project Management – PBMconcepts, MI, 2014, and of A Compendium of PMO Case Studies – Volume I: Reflecting Project Business Management Concepts – PBMconcepts, MI, 2012 and of A Compendium of PMO Case Studies – Volume II: Reflecting Project Business Management Concepts, PBMconcepts, MI, 2016. He can be contacted at [email protected] and LinkedIn at http://www.linkedin.com/in/DarrelGHubbard Visit http://www.pbmconcepts.com/ for information about current and future book projects.

To view other works by Darrel Hubbard, visit his author showcase in the PM World Library at http://pmworldlibrary.net/authors/darrel-g-hubbard/