Abstract Organizational 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. Error Creating Pdf Driver 911. 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.

Organizational Project Management Maturity Model. The Assessment Element includes the OPM3 self-assessment. Ments/01.reports/pdf/01hb001.pd f. Figure 2-1: Elements of the OPM3 Standard: Knowledge, Assessment, Improvement.8. The Standard as a basis for study and self-examination, and to enable an.

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 Defined The 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.

The assessment cycle focuses on the domains of project management (project, program, and portfolio) to determine the robustness of the OPM infrastructure of the domains both individually, and in the aggregate. The OPM3 ® tool, which may be purchased from the Project Management Institute (PMI) facilitates the assessment process through the use of embedded directories that analyze the industry best practices and capabilities that make up the best practices, as well as adherence to A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) guidelines to determine the domain’s OPM infrastructure maturity level. The model is implemented through a three-phase process: • Acquiring an understanding of the model and its implementation – Knowledge, • Comparing the current OPM infrastructure to a robust OPM infrastructure – Assessment, and • Determining which changes are feasible at the current time and implementing the noted changes – Improvement Hence the initialism OPM3 ® was developed to represent the three-phase nature of the model. Organizational Project Management (OPM) The crux of the OPM3 ® model is the concept of OPM, which the PMI defines as the “systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals” (PMI, 2003, p. OPM avoids a hierarchy of ‘levels of maturity’, as is presented in many other maturity models.