The document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses key concepts such as organizational project management, the OPM3 concept and maturity levels, and the OPM3 cycle. The OPM3 aims to assess and improve an organization's maturity in applying project management principles. It identifies over 600 best practices and their capabilities. Conducting an OPM3 assessment allows an organization to evaluate its current state and identify areas for improvement to better link projects to strategic goals.

1. OPM3™
Organizational Project
Management Maturity Model
Knowledge Foundation by PMI®
Stevbros Training & Consultancy
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PMI Registered Education Provider logo is registered marks of the Project Management
Institute, Inc.

2. 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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3. 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
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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.

4. OPM3™ Concept
– P3 Pyramid
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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

5. PMI® Standard
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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

6. Component
of Project Success
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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
upon
Contingencies
Project types and
characteristic, Project Life
Cycle, Project Structures…
Moderator Variables

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

8. 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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9. 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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10. OPM3™ Concept
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11. OPM3™
Maturity Level
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Organizational Project Management Maturity increase along a continuum – OPM3 BoK, 2003© PMI All right
Reserved

12. OPM3™ Maturity Level
- Dimension
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13. OPM3™ Cycle –
The three interlocking nature
Elements
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Elements of the OPM3 Standard: Knowledge, Assessment, Improvement – OPM3 BoK, 2003© PMI All right Reserved
OPM3 Foundational concepts
Self-Assessment Tool Kit
600 organizational
project
Management best
practices
and their
constituent
capabilities

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

15. 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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16. OPM3™
Components Example
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17. OPM3™ Components
Dependencies
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18. Organizational
Project Management
Processes
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Organizational Project Management Processes depend on Project Management, Program Management, Portfolio Management
– OPM3 BoK, 2003© PMI All right Reserved

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

20. 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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21. OPM3™ Directories
Examples
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22. OPM3™ Directories
Examples
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BP3570 – Manage Related Projects

23. OPM3™ Directories
Examples
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24. OPM3™ Directories
Examples
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25. OPM3™ Assessment
Statistic Charts
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OPM3 BoK, 2003© PMI All right Reserved

26. OPM3™ Framework
Re-cap
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27. 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/

29. 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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30. Copyright@STEVBROS OPM3™ Knowledge Foundation