each pattern capabilities of each pattern methodology for conducting assessments against each pattern each model’s structure and each model’s implementation procedures. The test concluded that existing models not right many significant questions about Organizational Project Management OPM maturity unanswered and that the squad should proceed with the growth of an first pattern via the sponsorship of PMI Inc. 2
The project squad being used a brainstorming proficiency to enable the recognition of elements of Organizational Project Management OPM in such a manner that no sole individual could be in control the process. Participants were invited to advise elements that constituted maturity in OPM. Such elements were refined as testable capability statements consolidated and eventually organized into groups called OPM3 best practices. Each OPM3 best practice assertion denotes a group of OPM3 capability statements. OPM3 capabilities are the testable statements of the OPM3 norm not the OPM3 best practices and this distinction has led to the growth of dissimilar kinds of products described below under Controversy. To make sure alignment to PMI’s A Guide to the Project Management Body of Knowledge norm processes from this PMI norm were incorporated in the first issue of OPM3 view Contents below printed in December 2003.
Upon release of OPM3 the client group of people expressed fixed charge for borrowing money in the growth of supporting products and services for businesses that were adopting the pattern. PMI Inc. responded by developing OPM3 Online a web based database that allows users to search OPM3 best practices conduct rudimentary assessments against the pattern and attend wait assist as a quotation when implementing improvements. Shortly thereafter PMI Inc. also created the OPM3 ProductSuite a set of certifications and software tools that enable service providers with more powerful diagnostic and amelioration tools. 3
Following the typical PMI Inc. norm growth lifecycle the OPM3 Second Edition squad was formed in 2005 to update the norm based on practice in the field and further aligning with another PMI Inc. standards. The squad worked with PMI Inc. to publish the second issue of the norm in December 2008. OPM3 Second Edition aligns with the 4th Edition of A Guide to the Project Management Body of Knowledge the second issue of the Standard for Program Management and the second issue of the Standard for Portfolio Management.
Contents
OPM3 covers the domains of Organizational Project Management the characterized by order and planning management of projects programs and portfolios in alignment with the accomplishment of strategical goals. Organizational Project Management The three domains are Project Management Program Management and Portfolio Management. OPM3 uniquely integrates these domains into one maturity pattern.
OPM3 offers the prime to Organizational Project Management OPM with three interlocking elements
Knowledge Learn about hundreds of Organizational Project Management OPM best practices.
Assessment Evaluate an organization’s nowadays capabilities and name areas in need of amelioration.
Improvement Use the completed appraisal to representation of the earth’s surface out the steps needed to gain with effort performance amelioration goals.
As with another PMI Inc. standards OPM3 s intent is not to be prescriptive by telling the client what improvements to make or how to make them. Rather OPM3 supplies guidelines regarding the kinds of things an organization may do in order to gain with effort excellence in Organizational Project Management. Consultants who are certified by PMI Inc. in OPM3 ProductSuite are trained to support organizations to name and select among amelioration options based on strategical priorities benefits costs technical prerequisites and another factors. 4
Benefits
OPM3 is designed to supply a wide gamma of benefits to organizations older or higher in rank management and those engaged in project management actions. Some of the benefits derived from using OPM3 are as follows
Strengthens the fasten together between strategical planning and execution so project outcomes are predictable dependable consistent and correlate with organizational success.
Identifies the best practices which support the implementation of organizational strategy via successful projects.
Identifies the particular capabilities which make up the Best Practices and the dependencies among those Capabilities and Best Practices.
Controversy
OPM3 must be implemented in a lifecycle of 1 appraisal 2 amelioration and 3 reassessment. These three steps are necessary in order to orchestrate actual improvements and march in protest successful change. If this is not achieved then implementation of OPM3 shall miscarry and as failures accumulate in the marketplace the OPM3 make is degraded. Most of the client group of people agrees that OPM3 Online is inferior to OPM3 ProductSuite because it focuses only on pace one of the three stages and more importantly does not enable steps two and three to occur because it requires pace one to be performed generically and without particular guidance regarding the nowadays state of matter capabilities of an organization. By opposition or dissimilarity OPM3 ProductSuite enables all three stages to occur via the use of PMI certified OPM3 Consultants.
PMI continues to advance OPM3 Online because it is a revenue stream directly to PMI with a cost tip lower than OPM3 ProductSuite enabling PMI to undercut or cannibalize OPM3 ProductSuite. It appears to be a strategy on PMI’s portion to focus on acquiring fresh users of OPM3 Online instead of enabling organizations implementing the OPM3 Standard to augment their capability and maturity with OPM3 ProductSuite.
Criticism of OPM3 Online has been growing steadily since its release among users who written evaluation that it is a superficial resume that it does not pick up the intelligence necessary for an organization to implement OPM3 that it produces erroneous results and that in the lengthy be operating or functioning these facts shall destroy OPM3. 5 6 Specifically they tell that OPM3 Online does not think contemplate the OPM3 Standard because it does not well spoken appraisal questions in conditions of the testable OPM3 capability statements that comprise the most of the OPM3 Standard and in order to augment maturity the capability statements must be assessed. Remarkably OPM3 Online excludes 72 of the OPM3 Standard therefore the title OPM3 Online which implies an online version of the OPM3 Standard is literally a misnomer.
Users of OPM3 Online cannot influence the actual capabilities of an organization and corresponding amelioration options per the OPM3 norm. 7 Therefore the appraisal outcome or account from OPM3 Online is not actionable. By opposition or dissimilarity more organizations are recognizing that OPM3 ProductSuite is a more robust and dependable maturity appraisal tool that functions at the testable OPM3 capability assertion level enabling the recognition of particular amelioration options that exchange messages to the OPM3 norm. 8 Only consultants who are certified by PMI Inc. and who remunerate certify and maintenance fees to PMI Inc. may use OPM3 ProductSuite.
In 2010 PMI withdrew OPM3 Online from PMI Market Place and began to give hand out licenses to the general not private via registered certified OPM3 Professionals transferring risk legal obligation and responsibility of failed OPM3 implementations to the OPM3 Professionals.
External links
OPM3 ProductSuite Assessment of Harris Corporation by OPM Experts LLC 9 case research by Mark Scott in PM World Today May 2009 30 schedule acceleration on projects at Harris Corporation 10
OPM3 ProductSuite Assessment of Saudi Arabian Ministry of Interior by OPM Experts LLC 11 case research by Abdullah Tamimi in allPM April 2009 attitudes and behavior transformation at Saudi National Information Center 12
Presentation on OPM3 Maturity Frameworks for Enterprise Agility
