About the standard
What is OMDDMS®?
Standard Definition
Operating Model Design Delivery Management Standard
OMDDMS® is a global, sector-agnostic standard and repeatable method for designing, delivering, and governing operating model transformation. It was created to address the root cause of the 70% transformation failure rate identified by McKinsey. Not flawed strategy, but flawed execution of operating model design and delivery.
The standard provides a structured method, the Operating Model Design Delivery Method (OMDDM); with defined phases, artefacts, and governance mechanisms. At its core is the Content Model, which gives every component of an operating model a precise, agreed definition, eliminating the ambiguity that causes transformation programmes to stall.
The Combined course takes candidates from zero prior knowledge through to full practical application in one accelerated 4-day programme: Foundation establishes the definitions, the Content Model, and the OMDDM overview; Practitioner then teaches candidates to apply that knowledge, conducting a Maturity Assessment and working through every OMDDM phase from Scope to Govern.
Designed to integrate
What the OMDDM integrates with
OMDDMS® was designed from the ground up to work alongside existing standards, frameworks, and methods – not replace them. If your organisation already uses TOGAF® for enterprise architecture, PRINCE2 or SAFe for programme management, ITIL® for service management, COBIT for governance, or ISO 31000 for risk management, OMDDMS® slots in without conflict. Foundation introduces this positioning; Practitioner teaches you to apply it phase by phase.
| Discipline | OMDDM Phase | Standards, methods, frameworks1,2,3 |
|---|---|---|
| Portfolio / programme / project management | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO 21500:2021, ISO 21502:2020, Project Management Institute (PMI), Association for Project Management (APM), Agile Alliance (AA), Scaled Agile Framework (SAFe) |
| Business analysis | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO/IEC/IEEE 29148:2018, International Institute of Business Analysis (IIBA), British Computer Society (BCS) |
| Software engineering and testing | Design, Transition | ISO/IEC/IEEE 26514:2022, DevOps, GitOps, International Institute for Software Testing (IIST) |
| Service management | Discover, Analyse, Design, Transition, Monitor | ISO/IEC 20000-1:2018, ITIL® (Version 5) |
| Risk management | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO 31000:2018, International Risk Management (IRM) |
| Enterprise architecture and domain architecture | Scope, Discover, Analyse, Design, Transition, Monitor, Govern | ISO/IEC/IEEE 42010:2022, TOGAF®, BIZBOK® |
| Systems and software engineering | Design, Transition | ISO/IEC/IEEE 12207:2017 |
| Governance | Scope, Discover, Analyse, Design, Govern | ISO/IEC 38500:2024, ISO 37000:2021, COBIT 2019 |
1 Sample list 2 All trademarks are the property of their respective owners and are acknowledged 3 Other standards are available from standards organisations, industry groups, and commercial organisations
Audience
Who the Combined course is for
The Combined course is designed for professionals who direct, govern, or deliver business and IT change and want to go from zero prior knowledge to full practical application in one accelerated programme. Because OMDDMS® is sector-agnostic, it is equally relevant across private, public, and not-for-profit organisations of any size. No prior knowledge of OMDDMS® is required.
Transformation Leaders
Directors and senior managers responsible for operating model change programmes
Management Consultants
Practitioners who design, assess, or advise on operating model transformation
Programme & Project Managers
Professionals who deliver complex change and need a structured operating model method
Business Architects
Those who design or govern organisational structure, capabilities, and decision rights
HR & People Leaders
Professionals accountable for organisation design and workforce change
Chief Operating Officers
Executives who need a common language and standard for operating model governance
Enterprise Architects
Practitioners working with TOGAF®, BIZBOK®, or domain architecture who want a complementary operating model method
Risk & Governance Professionals
Those working within ISO 31000, COBIT, or organisational governance frameworks
Prerequisites
No prior knowledge of OMDDMS® is required. The Combined course starts from Foundation, so candidates who have never encountered OMDDMS® before can attend directly and leave fully certified at both levels.
Outcomes
What you will be able to do
After completing the Combined course and passing both online exams, candidates can immediately apply what they have learned. These are the key capabilities you leave with.
Define an operating model precisely using the OMDDMS® standard definition and explain its fundamental elements
Apply the Content Model to structure and frame real operating model problems
Explain the OMDDM phases and how the method integrates with frameworks including PRINCE2, SAFe, TOGAF® and COBIT
Establish the governance structures required for operating model transformation – the OMTO and the OMB
Develop well-structured operating model principles and explain when and how to apply them
Allocate decision rights using GDU and RACI, and explain the difference and when to use each
Apply the four major components of organisation design and describe capability and service models
Conduct an OMDDMS® Maturity Assessment, establishing baseline and target maturity
Scope, discover, analyse, design, transition, monitor, and govern an operating model using every OMDDM phase
Recognise and remediate ungoverned change, and manage governed change through the Transformation Practice
Identify and manage the risks inherent in operating model transformation using the ISO 31000 approach
Apply OMDDMS® artefacts to design, deliver, and govern operating model change
Curriculum
Learning objectives by module
The Combined course covers 24 modules across four days – 12 Foundation modules followed by 12 Practitioner modules. The complete learning objectives for every module are listed below. Click any module to expand it.
FoundationModules 1–12Days 1–2
01Introduction to Operating Models
- Define an operating model
- Explain the history of the operating model concept
- Discuss the rise of the operating model in written work
- Describe the fundamental elements of an operating model
- List the benefits of defining and managing the operating model
- List the drivers, outcomes, and success criteria related to operating model transition
- Describe the reasons for having a defined and managed operating model
02Introduction to the Operating Model Design and Delivery Method
- Explain the difference between a methodology and a method
- List the benefits a method brings to operating model design
- List the four major components of a method
- Explain why we need a method to develop operating models
- List the steps necessary to develop an operating model
03Integrating the OMDDM
- Understand how each OMDDM phase integrates with industry frameworks
- Describe each phase of the OMDDM and its outcomes
- Understand the usage rules of the OMDDM
- Understand the integration factors
- Describe the typical activities to integrate the OMDDM
- Understand what makes a successful integration
04Introduction to the Content Model
- Describe the Content Model
- List the Level 1 and Level 2 Concepts of the Content Model
- Describe how the Content Model helps in the development of an operating model
- Explain the Context Concept and how it relates to the Structure Concept
05Strategy
- Explain what strategy is
- Describe where strategy is placed in the Content Model
- List organisational drivers that can result in operating model change
- Explain why operating model change might be required
- List at least 8 external drivers of strategic change
- List 2 techniques used to understand operating models and related change
- Explain what ESG is and its importance to operating model transformation
- Recognise the potential impact of SDGs on large-scale operating model transformation
06The Operating Model Transformation Practice
- Describe what the Operating Model Transformation Office (OMTO) and Operating Model Board (OMB) are
- Explain why the OMTO and OMB are necessary
- List the similarities and differences between the OMTO and the PMO
- Discuss the change characteristics that are specific to the OMTO and OMB
- Discuss why the OMTO and OMB are necessary in operating model transformation
- Discuss example OMTO and OMB structures
07Principles
- Describe what a principle is
- Explain the basic structure of a principle
- Explain the extended structure of a principle
- Explain how to develop principles
- Explain when a principle is used
08Legal Considerations
- Understand why operating model design should consider the legal implications of any change
- Identify the 10 main areas of legal consideration linked to operating model design and change
- Recognise that legal advice must be provided by legal professionals
Important: This module does not constitute legal advice. Candidates must consult qualified legal counsel for all matters relating to the law.
09Organisation Design
- Describe an organisation
- List the four major components of organisation design
- Explain why organisation design is important for understanding operating models
- Discuss the implications of not undertaking organisation design
- List at least 2 model approaches to organisation design
- List the generally accepted rules for designing organisations
- List at least 4 standard organisation design structures
10Decision Making
- Describe what decision-making is
- Explain the need for good decision making
- Describe the benefits of good decision making
- Describe the support for decision making
- Describe decision governance
- List the roles involved in a decision-making board
- Describe the expectations of a decision-making board
- List the implications of good and poor decision making
11Decision Rights
- Describe what a decision right is – what they are, why they are needed, who decides and allocates those rights
- Describe how to develop decision rights
- Explain GDU – the new, relevant, and pragmatic approach to decision rights – including the definition and its use
- Explain RACI – including definitions and use
- Describe why you might use GDU instead of RACI
12Capabilities and Services
- Describe what a capability is
- Explain what a capability model is
- Explain the causes of change to capability
- Describe what a service is
- List different types of service
- Outline the components of a service
- Discuss the characteristics of a capability
- List different types of capability
- Explain the relationship between capability and service
PractitionerModules 13–24Days 3–4
13The Content Model
- Describe the Content Model and why it is necessary for operating model development
- List the benefits of the Content Model
- List the Level 1 and Level 2 Concepts of the Content Model and their Components
- Explain why the Content Model is important for understanding operating model development
- Describe how the Content Model helps in the development of an operating model
- Discuss the Components of the Context Concept and how they relate to the Structure Concept Components
14The Scope Phase
- Explain why the Scope Phase is a necessary step in developing an operating model
- Describe the inputs and outputs
- Describe the steps to take during the Scope Phase
- Explain the expected outcomes
15The Discover Phase
- Explain why the Discover Phase is a necessary step in developing an operating model
- Describe the inputs and outputs
- Describe the steps to take during the Discover Phase
- Explain the expected outcomes
16OMDDMS® Maturity Assessment
- Understand what the OMDDMS® Maturity Assessment is
- Understand the purpose of an OMDDMS® operating model maturity assessment, including establishing baseline maturity, setting target maturity, and understanding the effort, activities, and time required
- Understand the advantages and disadvantages of conducting an operating model maturity assessment
- Explain how to assess using internal and external perspectives
- Explain the objectives, process, and outcomes of the maturity assessment
- Understand how to compare the current state of the operating model against the state needed to deliver the organisation's strategy
- Understand how to map complexity and identify the typical effort required to close maturity level gaps
17The Analyse Phase
- Describe how the Analyse Phase identifies and determines the impacts of proposed changes when designing and developing an operating model
- Describe the inputs and outputs
- Describe the steps to take during the Analyse Phase
- Explain the expected outcomes
18The Design Phase
- Explain the need for the Design Phase
- List the benefits of Communities of Practice
- Describe the objectives and outcomes of the Design Phase
- Describe the inputs and outputs of the Design Phase
- Describe the steps taken during the Design Phase
19Operating Model Change
- Describe some of the causes for change
- Explain the differences between Ungoverned Change and Governed Change
- Describe how to recognise ungoverned change
- Describe the process for remediating ungoverned change
- Describe the process for governed change
20The Transition Phase
- Explain what is required in the Transition Phase of operating model change
- Describe the inputs and outputs
- Describe the steps to take during the Transition Phase
- Explain the expected outcomes
21Risk
- Explain what risk is
- Describe where risk is placed in the Content Model
- List at least five risks arising from operating model change
- Explain the relationship between the OMTO (Operating Model Transformation Office) and the OMB (Operating Model Board)
- List the 3 areas of the ISO 31000 risk management approach
22The Monitor Phase
- Explain why the Monitor Phase is a necessary step in developing an operating model
- Describe the inputs and outputs
- Describe the steps to take during the Monitor Phase
- Explain the expected outcomes
23The Govern Phase
- Explain what governance is
- Explain the differences between governance and management
- Explain why governance is important across all operating model development phases
- Outline the 9 areas of the OMDDM Governance Framework
- Discuss the following concepts: principles, standard, policy, regulation, procedure and guideline
- Describe the 2 functions of the Govern Phase and explain why each is necessary
24Artefacts
- Explain that artefacts are essentially communication mechanisms in OMDDMS®, providing structure, clarity, and guidance
- Explain that artefacts are created or consumed by steps within a phase
- List types of artefact, including models, diagrams, documentation, checklists, plans, and roadmaps
- Understand that each phase of the OMDDM uses specific artefacts, and that there are more than 20 artefacts in total
Applied Learning
Practical exercises
Theory is only part of the Combined course. Across all four days, candidates complete twelve structured exercises – six using a real-world case study for Foundation, and six using a single case study running throughout Practitioner – applying each concept immediately in context.
FoundationCase study exercisesDays 1–2
Day One
1
Define an operating model using the OMDDMS® standard definition and demonstrate understanding of its components
2
Demonstrate understanding of the Content Model and how it structures operating model development
3
Demonstrate understanding of how to set up and establish an Operating Model Transformation Office
Day Two
1
Demonstrate understanding of Principles – structure, development, and application
2
Demonstrate understanding of Legal Considerations in the context of the case study organisation
3
Demonstrate understanding of role definitions, role descriptions, and the roles required in the context of the case study
PractitionerCase study exercisesDays 3–4
Day Three
1
Complete the Content Model
2
Complete the Operating Model Design and Delivery Method
3
Provide a playbook approach to Operating Model Assessment
Day Four
1
Demonstrate understanding of the Ungoverned Change process
2
Risk activity mapping to the OMDDM
3
Demonstrate the use of the Content Model to frame operating model problems
Certification
Exam and certification
Certification is awarded on passing two online exams – one for Foundation, one for Practitioner. There is no paper-based assessment; both exams are taken online with instant results.
Foundation exam
Format
Online
Taken at the end of Day 2. Instant results.
On passing
Digital badge
Foundation digital badge and certificate, awarded by OMDDMS Ltd.
Practitioner exam
Format
Online
Taken at the end of Day 4. Instant results.
On passing
Digital badge
Practitioner digital badge and certificate, awarded by OMDDMS Ltd.
CPD hours: 40 CPD Hours (20 + 20)
Awarded by: OMDDMS Ltd
Certification Pathway
Where Combined fits
Combined is the accelerated route through both levels of OMDDMS® certification, saving £381 versus booking Foundation and Practitioner separately.
You are here – save £381
Foundation + Practitioner
£2,999 + VAT · 4 days
Become an instructor
Accredited Training Instructor Programme
POA
Delivery
Delivered by people who've done operating model transformation before
All OMDDMS® courses are delivered by OMDDMS® Accredited Training Instructors who have extensive knowledge of OMDDMS® and deep experience in understanding and delivering operating model transformation.
Accreditation & Governance
A standard you can rely on
OMDDMS® Accredited Training Organisation
Oliver Swift Ltd holds full ATO accreditation from OMDDMS Ltd, the governing body of the standard. One of only two globally accredited ATOs worldwide.
CPD Accredited – 40 Hours
The Combined course is accredited at 40 CPD hours by the CPD Standards Office, Provider 51019, accreditation period 2026–2028.
Living Standard
OMDDMS® is updated based on real-world implementations. Version 4.1.2 reflects the latest thinking – not a framework frozen in 2015.
Common Questions
Frequently asked questions
Questions about the Combined course, the standard, or the pathway. If your question is not here, book a call with the training team.
What is the OMDDMS® Foundation + Practitioner Combined course?
The Combined course delivers the full Foundation and Practitioner curricula together across an accelerated 4-day programme – 24 modules in total, covering the OMDDMS® standard, the Content Model, the Maturity Assessment, and every phase of the Operating Model Design and Delivery Method. Candidates sit two online exams and receive both certifications.
Do I need prior experience to attend?
No. No prior knowledge of OMDDMS® is required. Combined starts from Foundation, so candidates who have never encountered OMDDMS® before can attend directly.
Is Combined cheaper than booking Foundation and Practitioner separately?
Yes. Combined is £2,999 + VAT versus £3,380 + VAT for Foundation and Practitioner booked separately – a saving of £381.
Do I get two certificates?
Yes. Candidates who pass both online exams receive both the OMDDMS® Foundation digital badge and certificate and the OMDDMS® Practitioner digital badge and certificate.
How many CPD hours does Combined carry?
40 CPD hours in total, accredited by the CPD Standards Office, Provider 51019 – 20 hours for Foundation and 20 hours for Practitioner.
What is the difference between Foundation and Practitioner?
Foundation establishes conceptual and structural knowledge of OMDDMS® – what the standard is, how the method works, and how the Content Model structures operating model development. Practitioner teaches application of the full OMDDM phase by phase: Scope, Discover, Analyse, Design, Transition, Monitor, and Govern, including the full artefact set and the OMDDMS® Maturity Assessment. Combined delivers both in sequence.
Can the course be delivered privately for my organisation?
Yes. Oliver Swift Ltd offers private company delivery of the Combined course, available virtually, at your organisation's premises, or at an off-site venue. Contact us for group pricing and scheduling.
What frameworks does OMDDMS® integrate with?
OMDDMS® was designed to integrate with existing standards across multiple disciplines including ISO 21500/21502, PMI, APM and SAFe for portfolio and project management; IIBA and BCS for business analysis; ITIL® for service management; ISO 31000 for risk management; TOGAF® and BIZBOK® for enterprise architecture; COBIT 2019 and ISO/IEC 38500 for governance. Because OMDDMS® is sector-agnostic, it applies alongside any combination of these frameworks.
I use TOGAF®. Is OMDDMS® relevant to me?
Yes. TOGAF® is an enterprise architecture framework focused on the design and governance of architecture. OMDDMS® complements TOGAF® by providing the structured method for designing and delivering the operating model that your architecture describes, integrating with TOGAF® and ISO/IEC/IEEE 42010:2022 across the Scope, Discover, Analyse, Design, Transition, Monitor, and Govern phases.
We use PRINCE2®, SAFe®, or ITIL®. How does OMDDMS® fit?
OMDDMS® was designed to integrate with PRINCE2®, SAFe®, and ITIL®, not compete with them. The OMDDM works across all phases in parallel with programme, project, and service delivery under these methods; they govern how projects and services are delivered, while OMDDMS® governs how the operating model itself is designed, transitioned, and managed.
We use ISO 31000 or COBIT®. Does OMDDMS® cover risk and governance?
Yes. Risk is a component of the OMDDMS® Content Model from Foundation onward, and Practitioner includes a dedicated Risk module integrating with ISO 31000:2018 across all OMDDM phases. OMDDMS® also integrates with COBIT 2019 and ISO/IEC 38500 at the Scope, Discover, Analyse, Design, and Govern phases.
