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

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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 and Portfolio Management. These processes are foundational to many of the Best Practices and Capabilities within OPM3.

This multi-dimensional framework is typical of what is found in organizations practicing Project Management. The framework is unique to OPM3 as a maturity model, and permits users to better understand the implications of a Best Practice or Capability, in terms of its potential applications to any of these three domains, which, as a whole, comprise organizational project management. Viewing the process groups in this fuller context, one sees how they take on the added dimension of strategic importance. Figure 4-3, below, gives some sense of how the processes in the domains support and interact with each other.

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Project Management Process
Figure 4-3: Organizational Project Management Processes depend on Project Management, Program Management, and Portfolio Management

Within the OPM3 Process Construct (Figure 4-4), the five Project Management process groups are combined, within each of the three domains, interacting with and progressing through the four stages of process improvement. This interaction, and some rules governing it, can be summarized as follows:

■ Every process is required in every domain

■ Process execution depends on inputs, appropriate tools and techniques, and proper controls, all of which result in outputs

■ Controlling variability within a process depends on controlling the variability of its inputs, along with tools and techniques, and proper controls

■ Maturity of each process in each domain is dependent upon progression through the process improvement stages of Standardization, Measurement, Control, and continuous Improvement

■ The ability to control Portfolio Management processes is dependent on the ability to control the outputs from processes in the Program and Project Management domains which become inputs to Portfolio Management

■ Most of the tools and techniques and controls used by processes are developed or made available by processes within other domains.

Pmi Portfolio Management Process

Organizational Project Management

Figure 4-4: OPM3 Process Construct

Organizational Project Management

Figure 4-4: OPM3 Process Construct

As explained in Section 3.5, every Best Practice and Capability within OPM3 is mapped to one or more locations within this construct.

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