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About. AbstractOrganizational Project Management (OPM) is the alignment of an organization’s projects to its strategic goals. To support an initial implementation of and subsequent improvements to OPM, a standard called the Organizational Project Management Maturity Model (OPM3 ®) was developed by the Project Management Institute (PMI ®). Specifically, this standard defines a methodology for implementing and improving OPM. It comprises a five-step iterative cycle that emphasizes assessment and continuous improvement. In the broadest sense, OPM3 ® is a maturity model.
However, it is different from many other maturity models (such as the Capabilities Maturity Model - CMM) in that it defines a continuum of maturity as opposed to discrete maturity levels.Model implementation can be facilitated through the use of the OPM3 ® tool developed by the PMI. The web-based tool consists of three embedded directories that analyze the domains of project management (project, program, and portfolio) for existence of industry recognized best practices and the level of implementation of the practices, both within the individual domains and among the domains to determine current level of maturity. The tool also provides guidance for improvement selection.Successful implementation of an OPM3 ® program requires explicit buy-in by senior management, as they determine strategy and must provide insights into the objectives of the organization.
Further, overall success potential is increased by taking advantage of the iterative nature of the model to garner successes by attacking ‘low hanging fruit’ in the initial iterations to build confidence in the process.OPM3 ® can benefit organizations by ensuring efficient use of project resources and providing cost savings associated with elimination of projects that are not tied to the organization’s strategic goals. It can also enhance the prestige of project management in the organization by positioning it as a critical partner in strategic planning instead of administrative overhead cost.As organizations evolve they go through phases much as people do. When they are young they are brash and often take foolish risks.
As they grow older they learn what behaviors produce positive results, and what behaviors result in negative outcomes. If your organization has been pursuing improved project management outcomes, maybe it’s time it grew up already, and took advantage of the benefits this model can provide! OPM3 ® Model DefinedThe measure of an organization’s maturity is the robustness of its Organizational Project Management (OPM) infrastructure, which is how well it ties the management of projects, programs and portfolios to its stated strategic goals. The OPM3 ® model is a methodology for implementing and improving OPM. It accomplishes this goal through a five-step iterative cycle that emphasizes OPM assessment and continuous improvement. Exhibit 1 – OPM Maturity Continuum (Graphic – PMI, 2003, p. XV)The OPM3 ® model cycles of assessing and improving OPM are iterative.
Management of projects, programs, and portfolios is evaluated not only for industry best practices but also for adherence to PMI standards regarding the project management processes (initiation, planning, execution, control, and closure), and the stages the processes exhibit (standardization, measurement, control, and continuous improvement) as enumerated in the PMBOK ® GuideThe interrelationship between adherence to PMBOK ® Guide standards for project management processes and their stages, and implementation of industry best practices provide the basis for an analysis of OPM. Projects, programs, and portfolios have both individual and shared project management infrastructures.
The result of this dynamic is that OPM must consider both the variances between the domains’ adherence to standards and process improvement, as well as the synergies that are created for all domains when one of them enhances its OPM infrastructure. The OPM3 ® tool addresses this dilemma of domain interaction by using directories embedded in the tool to define best practices, current organizational capabilities, and roadmaps for improvement at the domain level. Benefits of OPM3 ®Successful implementation of an OPM3 ® program will yield the following benefits to the organization:. Leverage the organization’s project management infrastructure investment to advance its strategic goals. The ultimate test of OPM maturity is how well an organization can tie its project management operations to it organizational strategy. Many organizations invest heavily in project management infrastructure to ensure projects are completed on goal, on time, and on budget. These project management infrastructure improvements can provide good returns on the investment, especially if coordinated well at the program and portfolio level.
This return is enhanced if OPM is practiced because when all projects are driven by the strategic goals of the organization there is both a synergy created through sharing of resources, and a savings associated with eliminating projects that are not directly tied to the organization’s strategic goals. Enhance the ability to assess OPM through access to Best Practices information. If the OPM3 ® tool is used, the organization’s project management practices are compared to industry project management best practices through the tool’s best practices directory analysis. The best practices directory lists approximately 600 best practices, addressing the project management domains. By comparing the organization’s current implementation of best practices and robustness of the implementation to its embedded best practices, the directory can determine this aspect of OPM maturity level.
Report which Best Practices and Capabilities the organization currently demonstrates. The OPM3 ® tool performs a thorough analysis of the organizations capabilities relative to best practices and provides clear reports to determine areas of strength and areas of potential improvement. Provide a roadmap for prioritizing and planning future improvements in Organizational Project Management. By analyzing the reports that the OPM3 ® tool provides and then measuring these against the needs of the organization, the organization’s management can determine which areas of potential improvement would provide the greatest return on investment.OPM3 ® Domains - Projects, Programs, and PortfoliosOPM analysis divides the project management universe into three domains:.
Project. Program. PortfolioEach domain possesses defining characteristics and their interactions are an important aspect of OPM maturity analysis. Project Management DomainProject management represents the most basic of the three OPM domains. This domain encompasses individual projects. A project is temporary endeavor undertaken to create a unique product, service, or result. (PMI, 2004, p.
Adherence to PMBOK ® Guide processes and existence of robust industry project management best practices at this domain will lay the foundation for a robust OPM infrastructure. Program Management DomainThe second domain of OPM is program management, which refers to the management of projects that share similar business objectives. Exhibit 2 – The House of Organizational Project Management - Interrelationships of the three domains Best PracticesA best practice is an optimal way currently recognized by industry to achieve a stated goal or objective (PMI, 2003, p. Best practices evolve as organizations employ continuous improvement in their operations. Typically organizations that are more mature are always looking for better ways of doing tasks. Exhibit 3 – OPM3 Directories Examples (PMI, 2003, pp. 33 and 34) The OPM3 ® CycleThe OPM3 ® cycle consists of five steps:Step 1: Prepare for AssessmentStep 2: Perform AssessmentStep 3: Plan for ImprovementStep 4: Implement ImprovementStep 5: Repeat the Process (PMI, 2003 p.
36) Step 1: Prepare for AssessmentStep 1 in the OPM3 ® cycle entails knowledge of the OPM3 ® model, which is described in detail in Organizational Project Management Maturity Model, Knowledge Foundation, (PMI, 2003). The directories included in the OPM3 ® tool provide an excellent reference on best practices and capabilities, and supply a guide to improvement programs.
It is also important to have an understanding of project management standards as described in A Guide to the Project Management Body of Knowledge (PMBoK ® Guide) (PMI, 2004).The person who is directing the OPM3 ® implementation effort should have a thorough understanding of the OPM3 ® model and the tools used in its implementation. Team members should be comfortable with the OPM3 ® model concepts and requirements. Step 2: Perform AssessmentStep 2 in the OPM3 ® cycle is to perform an assessment of the organization’s current maturity level.
As part of this step, two assessments are completed, a high-level view and a comprehensive assessment.The high-level view employs a questionnaire methodology to determine what best practices are currently implemented by the organization being evaluated in the domains of project, program, and portfolio, and what stages exists in those best practices. One method of accomplishing this view is through the use of the OPM3 ® tool functions.
The embedded questionnaire enables this analysis to proceed quickly. The OPM3 ® tool produces reports that indicate overall organizational maturity, and that identify areas of strength and weakness within the organization.The comprehensive assessment phase of this process requires that further analysis of the high-level view be performed with a focus on capabilities. Best practices are analyzed to determine existing capabilities’ stages as well as to identify which capabilities are not currently present. Curtis, Bill, Hefley, William., & Miller, Sally (2005) Overview of the People Capability Maturity Model. FromiSixSigma (2006) Six Sigma – What is Six Sigma Retrieved on June 10, 2006 fromProject Management Institute. (2004) A Guide to the Project Management Body of Knowledge (PMBOK ®) (Third Edition).
Newton Square, PA: Project Management InstituteProject Management Institute. (2003) Organizational Project Management Maturity Model (OPM3 ™) knowledge foundation. Newton Square, PA: Project Management InstituteValue Based Management.net. (2006) Capability Maturity Model from.
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