Organizational Project Management Maturity and OPM3
Enhanced by the practical experience of our consultants, PMCC offers three tools for assessing and measuring Organizational Project Management Maturity:
Its own proprietary “Project Management Maturity Model” developed in 2000, presented at the 2001 PMI Annual Conference (insert link to Voivedich/Jones 2001 white paper) and utilized in several practical evaluations since that time,
PMI’s ® OPM3 (Organizational Project Management Maturity Model) and OPM3 Online line which can be used to provide a high-level Best Practice organizational assessment, and
PMI’s ® OPM3 (Organizational Project Management Maturity Model) Product Suite, which takes the evaluation of organizational PM maturity and the benefits of its alignment with your organizational strategic goals to a new level, i.e.:
portfolio management,
improved focus,
financial planning,
prioritization of projects,
gaining a competitive edge, etc.).
This tool is founded upon the PMI’s 2000 PMBOK ® Guide and the logical progression of elements from Knowledge to Assessment and then to Improvement and provides a “bridge” between Organizational Strategy and Successful Projects. All 39 PMBOK ® PM Processes are fully scoped in OPM3; terminology and conditions are purposely and fully consistent, although OPM3 is further scoped to add the Domains of Program and Portfolio Management.
OPM3 Product Suite uses a rating system of industry-recognized Best Practices that are predicated upon Capabilities (descriptions) which are in turn founded upon measurable Outcomes (KPIs). Scoring can be either via the OPM3 method (awards credit only for those Best Practices fully achieved) or via the more detailed Product Suite scoring system (measures extent to which individual Capabilities are present in the Organization). Use of the “Improvement Plan” module of this new system facilitates making solid, documented recommendations for improvement.
PMCC consultants are trained, certified and licensed to use this advanced organizational PM modeling system which provides the capability for either “desktop” or “rigorous” (more detailed and repeatable) analysis and making practical recommendations for improvement using its many dimensions and/or categories:
Domain or “PPP” (Project Management, Program Management and Portfolio Management),
Sequential Stages of Process Improvement, or “SMCI” (Standardize, Measure, Control and continuously Improve),
PMBOK® Process Groups or “IPECC” (Initiate, Plan, Execute, Control and Close)
Organizational Enablers, essential to achieving a higher degree of organizational maturity (one of the many enhancements from PMI’s original OPM3) that promote effective transitions within Domain, Stage and Process groups:
i. ii. iii. iv. v. vi. vii. viii. ix. x. xi. xii. xiii. xiv. xv. xvi. xvii. xviii.
Benchmarking, Competence Management Executive Sponsorship, Knowledge Management, Management Systems, Organizational Structures, Resource Allocation, Strategic Alignment, Teamwork Approaches, Organizational PM Methodology, Organizational PM Policy and Vision, Organizational PM Practices, Organizational PM Techniques, Project Management Information Systems, Project Management Information Metrics, Project Management Information Training, Project Success Criteria, and Individual Performance Appraisals.
PMCC’s highly experienced, fully certified and licensed OPM3 Assessors/Consultants are committed to the OPM3 Assessor Principles of:
Ethical conduct
Fair presentation
Due professional care
Call us or drop us an e-mail to inquire further what Organization Project Management Maturity Modeling can do for your organization’s strategic and business goals.