OPM3™

Organizational Project
Management Maturity Model
Knowledge Foundation by PMI®

Stevbros Training & Consultancy

PMI Registered Education Provider logo is registered marks of the Project Management
Institute, Inc.
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 Outline
• What is Organizational Project Management?
• OPM3™ Concept
• OPM3™ Maturity Level
• OPM3™ Cycle
• OPM3™ Directories & Examples
– Best Practices
– Capabilities
• Self-Assessment Example
• Questions & Discussion
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 Organizational
Project Management
• The consistent application of
Strategy
knowledge, skill, tools and techniques
to organizational and project activities Vision Mission
to achieve the aims of an organization
through projects
• The degree to which a organization Portfolio

practices this type of project OPM

Program
management is referred to as
organization project management
Project
maturity
• In OPM3™, maturity is reflected by
the combination of BP (Best Practices)
achieved within the Project, Program, Business Value

and Portfolio domains 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.
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 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

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 PMI® Standard
OPM3™ – standard for
applying project
management principles at
the organization level

Portfolio Management is the centralized

management of one or more portfolios. It includes
Portfolio identifying, prioritizing, authorizing, managing,
Management controlling project, program and related work to
achieve specific strategic business objectives

Program Management is the centralized,

ccoordinated management of a program to Program
achieve the program’s strategic objectives and Management
bbenefits

Project Management –which

involves processes for individual
projects and competencies for
PMBoK™ – PMCD™ – Project project management practitioners
managing individual Management competency
projects development framework –
for the Project Manager

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 Component
of Project Success
Individual
Project Provide a Project
Management basic for Performance
Competence Has major
impact
upon
Project Manager Competency
PMCD™ Framework

Organizational
Project Organizational
Provide a
Management basic for Project
Maturity and Performance Has major
Capability impact
upon
Contingencies
Organizational Maturity Project types and
characteristic, Project Life
OPM3™ Cycle, Project Structures…
Moderator Variables
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 OPM3™
Bridge the gap

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

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 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

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 OPM3™ Concept

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 OPM3™
Maturity Level

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

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 OPM3™ Maturity Level
- Dimension

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 OPM3™ Cycle –
The three interlocking nature
Elements
OPM3 Foundational concepts

600 organizational
project
Management best
practices Self-Assessment Tool Kit
and their
constituent
capabilities

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

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 OPM3™ Cycle

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

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 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.
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 OPM3™
Components Example

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 OPM3™ Components
Dependencies

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 Organizational
Project Management
Processes

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

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 OPM3™
Process Construct

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

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 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
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 OPM3™ Directories
Examples

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 OPM3™ Directories
Examples
BP3570 – Manage Related Projects

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 OPM3™ Directories
Examples

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 OPM3™ Directories
Examples

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 OPM3™ Assessment
Statistic Charts

OPM3 BoK, 2003© PMI All right Reserved

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 OPM3™ Framework
Re-cap

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 Questions & Discussion

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Contact
Huong Hoang, PMP®, CSM®
Trainer and Consultant
Stevbros Training & Consultancy,
Global PMI R.E.P, Vietnam
huong.hoang@stevbros.com

http://www.stevbros.com/

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 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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