Tuesday May 08, 2012

OUM and PMI's Pulse of the Profession: The Fifth In a Series

Welcome to the fifth (and final) blog entry of the series on PMI’s 2012 Pulse of the Profession .  The previous blog entry focused on Key Finding #4: Organizations will renew their focus on talent development as they look to grow and gain competitive advantage in new markets.  That entry highlighted how the OUM Training Program prepares project team members in various roles to be effective on an OUM project.

In this blog entry we will look at PMI’s Key Finding #5: Despite tight economic conditions, organizations have been and will continue to increase their focus on benefits realization success metrics.  PMI’s research shows project/program managers must maintain a focus on the strategic objectives of the project.  Anyone who has been on a project knows it is not easy to keep the big picture in mind when we are caught up in our day-to-day tasks.  So in this blog entry we will take a look at some of the key elements in OUM that help keep projects aligned with the organization’s strategic goals.

Whenever we talk strategy in OUM we turn our attention to the Envision Focus Area.  The development and maintenance of enterprise level IT strategy, architecture, and governance done in Envision helps to ensure IT delivery is in alignment with the organization’s strategy.  Ideally, every enterprise should be executing the processes in Envision or similar processes. 

I am going to get on my soapbox at this point and say, because the processes in Envision provide the glue between the business and IT strategies, true benefits realization will be very difficult (or nearly impossible)to achieve without an Envision or similar engagement.  We discussed in the first blog entry of this series how Envision helps ensure projects will align with an organization’s objectives by providing the processes to support effective portfolio management.   We know that organizations who focus only at the project level will wind up with a collection of stovepipe projects that have limited ability to address the organization’s strategic needs or provide return on investment.  We also know that project teams starting out without an enterprise IT strategy and architecture, or the appropriate IT governance in place will often find it necessary to gather enough information to establish the project’s objectives, scope, and estimates for the solution.  This can cause significant project delays and possibly lead to costly re-work. 

In order to understand the connection between the artifacts produced in the Envision Focus Area and how they relate directly to the tasks in the Implement Focus Area, project teams should be aware of the Envision Touch Points found in the OUM Method Overview page.  These touch points are potential prerequisites from Envision work products to Implement tasks.  As we know, an Envision engagement does not always precede an Implement engagement and, therefore, these touch points are not always available to the project as artifacts.  The project team must then determine the degree to which the Envision tasks should be executed to generate the necessary information to proceed.

The project manager should also look to the Envision artifacts when establishing the project structure to make sure the project is set up to achieve the expected benefits of the project.  During the Project Start Up phase of the OUM Manage Focus Area, resources are allocated to achieve specific objectives, satisfy needs, and set expectations through a planned and organized approach.   The project manager should start with the enterprise IT strategy and governance when formulating this approach, and then document the approach as part of the Project Management Framework (the precursor to the Project Management Plan).

As you can tell, I am a big fan of Envision.  I put a great deal of value in this focus area of OUM because I have seen so many projects that benefited by having a view of the big picture.  But, if you disagree with my assessment of how important enterprise-level work is to benefits realization, please let me know in the comments section.  For some really good advice on the role of an Oracle Enterprise Architect and how they can benefit a project, check out a blog entry written by my colleague called “When to Call an Oracle Enterprise Architect”.

This wraps up the series on PMI’s 2012 Pulse of the Profession.  I hope you enjoyed reading these entries as much as I did writing them.  It’s been a great opportunity to demonstrate how OUM is in-tune with leading industry trends.  The series has generated quite a bit of inspiration for future blog entries. So please keep watching this blog, as well as our LinkedIn Group and Twitter for OUM information, tips, and techniques.  If you have a suggestion for a future blog entry or have a question, you can reach us at ominfo_us@oracle.com.

Tuesday May 01, 2012

OUM and PMI's Pulse of the Profession: The Fourth In a Series

Welcome to the fourth blog entry of the series on PMI’s 2012 Pulse of the Profession .  The previous blog entry focused on Key Finding #3: As organizations continue to strive for agility, change management and project risk management will become even more important.   That entry discussed how change management and risk management s are documented in the OUM Manage Focus Area, as well as woven into the fabric of the Envision and Implement Focus Areas.

In this blog entry we will look at PMI’s Key Finding #4: Organizations will renew their focus on talent development as they look to grow and gain competitive advantage in new markets.  This finding shows a continued awareness that as we look at improving the project management maturity and capabilities of an organization, we must take a three pronged approach of people, processes, and tools.  We know that even with the best tools in place to support our projects, it is still just as important to have proven processes, and a well-trained and informed project team. 

Previous blog entries focused on how OUM supports organizational development by providing processes and tools in the form of content, guidance, templates, and samples.  Since we are focusing on the people part of the equation in the form of talent development, I thought this would be a good opportunity to talk about the OUM Training Program.

OUM Training Program

The OUM Training Program helps to ensure that individuals in various roles have the level of delivery knowledge required for them to competently perform their job.  The OUM training program takes an incremental approach in which the courses are arranged in a series of levels.  This approach allows students to build on their knowledge of OUM in manageable increments by progressing from the foundation level courses to those that cover more in-depth material.  You are probably not surprised that we take an iterative and incremental approach to OUM training!

Where to Find OUM Training

Each level of OUM training is available as a self-service, self-paced training course online, except for the Level 3 course which is delivered in the classroom for a fee.  The OUM training can be accessed as follows:

Oracle OPN Partners at the level of Diamond, Platinum or Gold can access the online training through the secure OUM Training Page on Oracle University.

Oracle Customers enrolled in the OUM Customer Program may obtain access to the OUM online training by sending an email to oum-training_us@oracle.com.

Oracle Employees can find the links to the training through the Global Methods internal MyOracle site on the ‘Training’ tab.

Partners and Customers are able to take the Level 3 – Gathering Requirements with OUM course from our partner DevelopMentor.  DevelopMentor has broad training experience and extensive knowledge of the Unified Process, use case practices, and agile development techniques.  For more information and class schedule, please visit their website.

OUM Specialization

We recently launched an OUM Specialization through the Oracle Partner Network.  The OUM Specialization recognizes partner organizations that have proven their extensive understanding of OUM.  Partners who are interested in finding out more about the OUM Specialization can go to the OUM Knowledge Zone on the Oracle Partner Network and click on the ‘Specialize’ tab.

If you have not had an opportunity to take the OUM training, I encourage you to take a look at the various courses and begin your learning with the Level 1 – Overview and Awareness course.  If you have any questions about the OUM Training Program, feel free to email us at oum-training_us@oracle.com.

Stay tuned for the next entry in the series which will address Key Finding #5: Despite tight economic conditions, organizations have been and will continue to increase their focus on benefits realization success metrics.

Monday Feb 06, 2012

Back to the Strategy

Methodologists are much like everyone else in that we are all too crazy busy to spend time reflecting on the past.  However, as I was preparing for a presentation at the 2012 JDE Summit last week, I found myself reflecting on the fact that I had returned to the site of an important milestone in the evolution of OUM.

It was seven years ago, in a conference room at the Oracle campus in Broomfield, Colorado, that several legacy Oracle, PeopleSoft and JD Edwards folks got together and sketched out what became Oracle’s method integration strategy.  We may have tweaked the actual wording since that meeting, but the foundations of the strategy have remained:

  • Support current methods (Compass, AIM, ABF, Siebel, DWM FT, etc.)
  • Develop a single, integrated method, to support the entire Oracle ecosystem, across all Oracle products (OUM).
  • Decommission legacy methods as the field transitions to OUM.

In the seven years since the initial meeting in Broomfield, this strategy has served as a solid foundation as OUM has evolved and many acquisitions have subsequently been brought into Oracle.  So I suppose that for even crazy busy people, there is benefit in reflecting back on the fundamental decisions that continue to drive our day-to-day tasks.

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