Hypothetical Example Applying OPM in an Organization

The ABC Corporation decides to apply OPM3 to its organization. Here is one way that process could take place .1 Prepare for Assessment. Members of the designated team take time to review the OPM3 Standard to become comfortable with the concepts of organizational project management and maturity, and with the formatting and contents of the three Directories. They pay particular attention to Chapters 5 and 6 of the narrative, in order to understand the steps in the OPM3 Cycle. .2 Perform...

Portfolio Management Processes

The third domain making up organizational project management is Portfolio Management. A portfolio is a collection of projects and or programs and other work grouped together to facilitate effective management of that work to meet strategic objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related. Smaller organizations may be able to limit themselves to a single portfolio. Larger organizations may need to utilize multiple groups of...

Step Two Perform Assessment

The next step is to assess the organization's degree of maturity in organizational project management. Assessment involves comparing the characteristics of an organization's current state of maturity with those described by the model. The Assessment set forth by OPM3 takes place in two phases. The first phase is a review of which Best Practices in the Standard are and are not currently demonstrated by the organization. The Self-Assessment tool provided in OPM3 is one way to accomplish this....

What Are Best Practices

Organizational project management maturity is described in OPM3 through the existence of Best Practices. A Best Practice is an optimal way currently recognized by industry to achieve a stated goal or objective. For organizational project management, this includes the ability to deliver projects predictably, consistently, and successfully to implement organizational strategies. Furthermore, Best Practices are dynamic because they evolve over time as new and better approaches are developed to...

Identifying Best Practices

The team was faced with the need to find alternative methods for identifying organizational project management best practices, and agreed to utilize a brainstorming technique to facilitate the collection of input from individuals in a group, in such a way that no single person could dominate the process. This process was expanded to include members of the PMI Seminars and Symposium Standards Open Working Session in September 2000. In a first round of brainstorming, participants were invited to...

List of Figures

Figure ES-2 Figure 1-1 Figure 1-2 Figure 2-1 Figure 2-2 Figure 3-1 Figure 3-2 Figure 3-3 Figure 3-4 Figure 3-5 Figure 4-1 Figure 4-2 Figure 4-3 OPM3 bridges the gap between organizational strategy and successful Knowledge drives Assessment, which, in turn, drives Improvement xv Projects and Programs are part of a Project Portfolio Organizational Project Management Maturity increases along a continuum 6 Elements of the OPM3 Standard Knowledge, Assessment, Improvement 8 The OPM3 Best Practices...

Knowledge Assessment And Improvement

It may be helpful for the user to think of OPM3 as consisting of three interlocking elements Knowledge, Assessment, and Improvement. In the Knowledge element, the user becomes proficient in the Standard, to be comfortable with the body of Best Practices knowledge it contains, with the idea of organizational project management, with organizational project management maturity, and with the concepts and methodology of OPM3. In the Assessment element, the organization is compared to the Standard to...

Sample Directory Pages

Following are examples of the formatting of each of the three OPM3 Directories. Note that the abbreviation PPP refers to the three domains of Project, Program, and Portfolio management. The abbreviation SMCI refers to the four stages of process improvement Standardize, Measure, Control, and continuously Improve. The abbreviation IPECC refers to the five project management process groups Initiating, Planning, Executing, Controlling, and Closing. The organization has policies describing the...

Opm Sam Questions

1 Are the sponsor and other stakeholders involved in setting a direction for the project that is in the best interests of all stakeholders 2 Does your organization consider risk during project selection 3 Are your organization's goals and objectives communicated to and understood by the project teams 4 Do the projects in your organization have clear and measurable objectives in addition to time, cost, and quality 5 Does your organization continuously improve the quality on projects to achieve...

Final Thoughts

While publication is the end of the journey to develop the first edition of OPM3, it is the beginning of a long journey to advance the maturity of the project management profession. The first release of OPM3 will create a context for refining and extending the Project Management Body of Knowledge regarding organizational project management, and for improving the ability of organizations to achieve their organizational strategies through projects. OPM3 is the result of the hundreds of volunteers...

Capabilities Outcomes And Key Performance Indicators

Project Management Process Measures

A Capability is a specific competency that must exist in an organization in order for it to execute project management processes and deliver project management services and products. Capabilities are incremental steps, leading up to one or more Best Practices. Each Best Practice is made up of two or more Capabilities. The existence of a Capability is demonstrated by the existence of one or more corresponding Outcomes. Outcomes are the tangible or intangible result of applying a Capability. In...

What is Organizational Project Management

Organizational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. The concept of organizational project management is based on the idea that there is a correlation between an organization's capabilities in Project Management, Program Management, and Portfolio Management, and its effectiveness in implementing strategy. The degree to which an organization practices this type of project management is referred...

How Portfolio Program And Project Management Processes Constitute The Organizational Project Management Process

Project Management Process

OPM3, then, not only includes the basic Project Management processes contained within the Project Management process groups, but also extends its framework to incorporate similar processes and process groups within the domains of Program and Portfolio Management. For details on the Project Management process groups and the specific processes included, consult the current edition of the PMBOK Guide. See Appendix I for details on the processes within the process groups of the domains of Program...

Project Management Processes

Project Management which involves processes for individual projects and competencies for project management practitioners is the first and most basic of three domains that combine to constitute organizational project management. The PMBOK Guide describes a project as a temporary endeavor undertaken to create a unique product, service, or result. It also describes project management as the application of knowledge, skills, tools, and techniques to project activities to meet the project...

Process Model

Upon producing the majority of Capabilities and Outcomes by third quarter 2001, the Guidance Team recognized a new problem. Led by Ade Lewandowski, the Process Model Team realized that all of the incremental Capabilities that had been articulated did not tell the story of how an organization achieves organizational strategies through projects. It was also unclear how to organize the content of the Model in a useful format that makes sense and that people can relate to. To address these...