Opm3™ Knowledge Foundation

OPM3™Organizational Project

Management Maturity ModelKnowledge Foundation by PMI®

Stevbros Training & Consultancy

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PMI Registered Education Provider logo is registered marks of the Project Management Institute, Inc.

Outline

• What is Organizational Project Management?

• OPM3™ Concept

• OPM3™ Maturity Level

• OPM3™ Cycle

• OPM3™ Directories & Examples

– Best Practices

– Capabilities

• Self-Assessment Example

• Questions & Discussion


Organizational Project Management

• The consistent application of knowledge, skill, tools and techniques to organizational and project activities to achieve the aims of an organization through projects

• The degree to which a organization practices this type of project management is referred to as organization project management maturity

• In OPM3™, maturity is reflected by the combination of BP (Best Practices) achieved within the Project, Program, and Portfolio domains


Strategy

Vision Mission

Project

Program

Portfolio

Business Value

OPM

The result of 3-Tiers are certain benefits for business value

of enterprise and vice versa OPM mechanism provides directions

and guidance to understand and interpret strategy.

OPM3™ Concept – P3 Pyramid


Portfolio – Projects, Programs and Operations

managed as a group to achieve strategic

objective

Program– a group of projects and Program

activities managed in a coordinated way to

Obtain benefits not available from managing

them individually

Project – a temporarily endeavor undertaken

to create a unique product, service or result

PMI® Standard


PMBoK™ –

managing individual

projects

Program

Management

Portfolio

Management

OPM3™ – standard for

applying project

management principles at

the organization level

PMCD™ – Project

Management competency

development framework –

for the Project Manager

Project Management –which

involves processes for individual

projects and competencies for

project management practitioners

Program Management is the centralized,

ccoordinated management of a program to

achieve the program’s strategic objectives and

bbenefits

Portfolio Management is the centralized

management of one or more portfolios. It includes

identifying, prioritizing, authorizing, managing,

controlling project, program and related work to

achieve specific strategic business objectives

Component of Project Success


Individual

Project

Management

Competence

Provide a

basic for

Project

Performance

Project Manager Competency

Has major

impact

upon

PMCD™ Framework

Organizational

Project

Management

Maturity and

Capability

Organizational

Project

Performance

Organizational Maturity

OPM3™

Provide a

basic for

Has major

impact

uponContingenciesProject types and

characteristic, Project Life

Cycle, Project Structures…

Moderator Variables

OPM3™ Bridge the gap


OPM3™ bridge the gap between organization strategy and successful project. OPM3 BoK, 2003© PMI All right Reserved

OPM3™Concept & Benefits

• OPM3™ is an acronym of Organizational Project Management Maturity Model – a standard developed under stewardship of the PMI.

• Provides the most comprehensive Body of Knowledge regarding what constitutes Best Practices in Organizational Project Management

• Enables an Organizational to perform an assessment of its current state of Organizational Project Management maturity and make improvements

• Strengthen the link between strategic planning and execution, and correlate project outcomes with organizational success


OPM3™Concept & Benefits

• Provide answers to very important questions related to the organization’s current maturity

• Assess maturity of different parts of the organization

• Identify specific areas that need improvement

• Promote organizational maturity awareness among senior management

• Attribute organizational success to project management


OPM3™ Concept


OPM3™ Maturity Level


Organizational Project Management Maturity increase along a continuum – OPM3 BoK, 2003© PMI All right Reserved

OPM3™ Maturity Level

- Dimension


OPM3™ Cycle –The three interlocking nature

Elements


Elements of the OPM3 Standard: Knowledge, Assessment, Improvement – OPM3 BoK, 2003© PMI All right Reserved

OPM3 Foundational concepts

Self-Assessment Tool Kit

600 organizational projectManagement best practices and their constituent capabilities

OPM3™ Cycle


The OPM3 Cycle– OPM3 BoK, 2003© PMI All right Reserved

OPM3™Components

• Best Practice

– An optimal way currently recognized by industry to achieve a stated goal or objective

• Capability

– An incremental step on a way to one or more best practices

• Outcome

– Tangible or intangible result of demonstrating or applying a capability

• Key Performance Index (KPI)

– A metric by which an organization can determine, whether a

capability exists and to what degree, based on demonstrated outcomes.


OPM3™Components Example


OPM3™ ComponentsDependencies


Organizational Project Management

Processes


Organizational Project Management Processes depend on Project Management, Program Management, Portfolio Management – OPM3 BoK, 2003© PMI All right Reserved

OPM3™ Process Construct


The OPM3 Process Construct– OPM3 BoK, 2003© PMI All right Reserved

OPM3™ Directories

• Best Practice Directory

• List nearly 600 best practices

• Capabilities Directory

– Provides data on all capabilities, organized based on the best practices

– Each capability is associated with

» Domain

» Process Improvement Stage

» Process group (PMBOK)

» Key performance Index (KPI)

• Improvement Planning Directory

» Shows the dependencies between capabilities which are essential to the Assessment and Improvement Steps for OPM3™ Cycle


OPM3™ DirectoriesExamples




BP3570 – Manage Related Projects





OPM3™ AssessmentStatistic Charts

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OPM3™ FrameworkRe-cap


Questions & Discussion



ContactHuong Hoang, PMP®, CSM®Trainer and ConsultantStevbros Training & Consultancy,Global PMI R.E.P, Vietnam [email protected]

http://www.stevbros.com/

mailto:[email protected]

http://www.stevbros.com/

Reference

• Organizational Project Management Maturity Model (OPM3®) – Third Edition, 2003© PMI All right Reserved

• Organizational Project Management Maturity Model - PMCC Hongkong Ralf Friedrich OPM3 Program Manager – 4 Dec 2003

• Organizational Project Management Maturity Model – Kevin Chui Vice President, PMI Hongkong Chapter


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