Q1. What is the relationship between ODPM and GDPM?

A1. Outcome-Driven Project Management (ODPM) is an approach to project management based on one overriding goal: achieving the best outcome from project investments; as such it is primarily about choosing the right projects and then maximising the benefits reaped from those projects. Goal Directed Project Management (GDPM) is an approach to project planning and control focused on achieving the project’s agreed objectives; as such it is complementary to ODPM. ODPM recommends the GDPM approach to milestone planning and control, and this is automated in Bestoutcome PM3.

 

Q2. What is the relationship between ODPM and PRINCE2™?

A2. Outcome-Driven Project Management (ODPM) is complementary to conventional project management methodologies, as typified by PRINCE2™. The latter are excellent at maximising quality by deploying ‘best practices’ in project management. But quality has a price (in terms of both money and time) – so in ODPM we focus all parties on those aspects of project management that will produce the most commercially satisfactory outcome. We call these ‘best value practices’.

Q3. Are ODPM and PM3 compliant with the principles of Six Sigma?

A3. Yes - The subset of Six Sigma that is relevant is DMAIC, which stands for Define, Measure, Analyze, Improve and Control. The ODPM approach and PM3 advocate and support ‘cradle to grave’ definition, measurement, analysis, improvement and control of the required business outcomes of the programme or project. In particular, key control points (‘quality/value gates’) are provided at which the programme/project’s current risk of failure and forecasted value are reviewed and a decision taken on continuing, terminating or re-scoping the programme/project.

Q4. Is ODPM suitable for any type of organisation?

A4. ODPM assumes that the project delivery organisation is an internal group/department of a commercially-oriented business; it is not applicable to project delivery organisations that are External Service Providers (e.g. software houses).

Q5. Is ODPM suitable for any type of project?

A5. The general principles of ODPM apply to any type of programme or project.

Q6. Your strapline for PM3 is ‘Powering ODPM’. How does it do this?

A6. PM3 automates key aspects of the 4 'Right Processes' of ODPM.

Q7. Why should my organisation want to run projects by ODPM principles?

A7. In an ODPM world, the entire projects portfolio is managed for commercial benefits realisation. It helps ensure that senior management have a consistent view of projects across the portfolio and can detect and address ‘at risk’ programmes and projects in a timely manner. Ultimately it helps the project delivery organisation demonstrate that it genuinely is a value-adding business partner. The ‘bottom line’ benefit of ODPM is that the organisation gets a better payback for its project investments.