ORGANIZATIONAL PROJECT MANAGEMENT

MATURITY MODEL (OPM3

) Second Edition
Knowledge Foundation
Project Management Institute
An American National Standard
ANSI/PMI 08-004-2008
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Organizational Project Management Maturity Model (OPM3

) Second Edition
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Second Edition
TABLE OF CONTENTS
PREFACE TO THE SECOND EDITION .......................................................................................VII
CHAPTER 1 - INTRODUCTION ................................................................................................... 1
1.1 OPM3

Organizational Perspective ...................................................................... 1

1.2 Strategy Execution .................................................................................................. 2
1.3 OPM3 Components .................................................................................................. 3
1.3.1 Best Practice ................................................................................................ 3
1.3.2 Capability ..................................................................................................... 4
1.3.3 Outcome ....................................................................................................... 4
1.3.4 Adoption of OPM3 Components .................................................................. 5
1.4 OPM3 Maturity Assessment .....................................................................................5
1.5 Organizational Improvement Plan .......................................................................... 7
1.6 Overcoming the Improvement Dilemma ................................................................. 7
CHAPTER 2 - FOUNDATIONAL CONCEPTS ................................................................................ 9
2.1 OPM3 Purpose and Scope ....................................................................................... 9
2.2 Organizational Project Management ...................................................................... 9
2.3 Organizational Project Management Maturity ....................................................... 9
2.4 OPM3 Concepts ...................................................................................................... 10
2.4.1 Domains ..................................................................................................... 10
2.4.2 Organizational Enablers ............................................................................ 11
2.4.3 Multi-Dimensional View of Maturity ......................................................... 13
CHAPTER 3 - THE OPM3 CYCLE ............................................................................................. 15
3.1 Knowledge, Assessment, and Improvement ........................................................ 15
3.2 Introduction to the OPM3 Improvement Cycle ..................................................... 16
3.2.1 Knowledge ................................................................................................. 16
3.2.2 Assessment ................................................................................................ 16
3.2.3 Improvement .............................................................................................. 17
3.2.4 Return to Assessment and Improvement ................................................. 18
CHAPTER 4 - THE ORGANIZATIONAL PROJECT MANAGEMENT PROCESSES ........................ 21
4.1 Introduction ........................................................................................................... 21
4.2 Project Management Processes ........................................................................... 21
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4.3 Program Management Processes ......................................................................... 22
4.4 Portfolio Management Processes ......................................................................... 23
4.5 Attributes of Portfolio, Program, and Project Management Processes ............... 23
CHAPTER 5 - THE OPM3 CONSTRUCT .................................................................................... 25
5.1 Best Practices ........................................................................................................ 25
5.1.1 Capabilities ................................................................................................ 27
5.1.2 Outcomes ................................................................................................... 27
5.1.3 Key Performance Indicators ...................................................................... 28
5.2 SMCI and Organizational Enablers ....................................................................... 28
5.2.1 SMCI Best Practices .................................................................................. 28
5.2.2 Organizational Enablers Best Practices .................................................... 30
5.3 Dependencies among Best Practices and Capabilities ........................................ 31
5.4 Categorization of Best Practices within OPM3 ..................................................... 33
5.5 OPM3 ConstructAn Overview ............................................................................ 34
CHAPTER 6 - THE OPM3 BEST PRACTICES ............................................................................ 39
6.1 OPM3 Best Practices ............................................................................................. 39
APPENDIX A - SECOND EDITION CHANGES ......................................................................... 103
A.1 General Changes .................................................................................................. 103
A.1.1 Harmonization with other Revised PMI Standards ................................. 103
A.1.2 Self Assessment Method (SAM) Questions ............................................ 103
A.2 Structural Changes .............................................................................................. 104
A.2.1 Changes to Section 1 Introduction to OPM3 ........................................ 104
A.2.2 Changes to Section 2Understanding the Model ................................. 105
A.2.3 Changes to Section 3Using the Model ................................................ 106
A.2.4 Changes to Section 4Appendices ....................................................... 106
APPENDIX B - EVOLUTION OF THE ORGANIZATIONAL PROJECT MANAGEMENT
MATURITY MODEL ................................................................................................................ 109
B.1 Discovery Phase and Examination of Existing Models ...................................... 109
B.2 Development Challenges ..................................................................................... 110
B.3 Identifying Best Practices ................................................................................... 111
B.4 Capabilities, Outcomes, KPIs ............................................................................... 111
B.5 Customer Requirements ...................................................................................... 112
B.6 Process Model ..................................................................................................... 112
B.7 House of Quality ................................................................................................... 113
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B.8 Alpha Testing of OPM3 ........................................................................................ 114
B.9 Leadership Transition .......................................................................................... 114
B.10 Getting the Standard in a Tangible Format ......................................................... 114
B.11 Beta Testing of OPM3 .......................................................................................... 115
B.12 The Home Stretch ................................................................................................ 116
B.13 Opportunities for the Profession ......................................................................... 116
B.14 Development Challenges ..................................................................................... 116
B.14.1 OPM3 Guidance Team ............................................................................ 116
B.14.2 Former Program Management .............................................................. 117
B.14.3 Signicant Contributors ........................................................................ 117
B.14.4 OPM3 Team Members ............................................................................ 118
B.14.5 Subject Matter Experts .......................................................................... 128
B.14.6 Organizations ......................................................................................... 128
B.14.7 Beta Test Organizations ......................................................................... 129
B.14.8 PMI Standards Member Advisory Group (MAG) ................................... 130
B.14.9 PMI Production Staff .............................................................................. 130
B.14.10 Additional Production Staff ................................................................... 130
B.15 Interim Project Team ........................................................................................... 130
APPENDIX C - CONTRIBUTORS AND REVIEWERS OF OPM3 SECOND EDITION ...................... 133
C.1 OPM3 Second Edition Project Core Team ........................................................ 133
C.2 OPM3 Second Edition Project Sub-Teams ....................................................... 133
C.3 Signicant Contributors ...................................................................................... 134
C.4 OPM3 Second Edition Project Team Members ................................................ 134
C.5 Subject Matter Experts ........................................................................................ 140
C.6 Final Exposure Draft Reviewers and Contributors ............................................. 141
C.7 PMI Standards Member Advisory Group (MAG) ................................................. 141
C.8 Staff Contributors ................................................................................................ 142
APPENDIX D - OPM3 SELF-ASSESSMENT QUESTIONS ......................................................... 143
D.1 OPM3 Self-Assessment ....................................................................................... 143
APPENDIX E - OPM3 ONLINE TOOLS ..................................................................................... 161
E.1 Introduction ......................................................................................................... 161
E.2 Option 1: OPM3 Online Self-Assessment ............................................................ 161
Questions and Answers on the OPM3 Online Self-Assessment Method ........... 162
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E.3 Option 2: OPM3 ProductSuite .............................................................................. 164
Questions and Answers on the use of an OPM3 Certied Assessor/
Consultant and the OPM3 ProductSuite application .......................................... 165
APPENDIX F - OPM3 CASE STUDY ......................................................................................... 169
F.1 Background ......................................................................................................... 169
F.2 The Improvement Project Based on OPM3 ......................................................... 170
F.3 Results After One OPM3 Improvement Cycle ..................................................... 171
APPENDIX G - ASSESSMENT AND IMPROVEMENT HOW-TO GUIDE ...................................... 173
G.1 Introduction ......................................................................................................... 173
G.2 SAM High-Level Process ..................................................................................... 173
G.2.1 Step One: Prepare for High-Level Assessment Process ......................... 173
G.2.2 Step Two: Perform the High-Level Assessment ..................................... 174
G.2.3 Step Three: Review Findings ................................................................... 174
G.2.4 Step Four: Assessment Closure .............................................................. 175
G.3 SAM Comprehensive Assessment Process ........................................................ 175
G.3.1 Step One: Prepare for the Comprehensive Assessment ......................... 176
G.3.2 Step Two: Perform the Comprehensive Assessment Process................ 177
G.3.3 Step Three: Present Findings .................................................................. 178
G.3.4 Step Four: Prioritize Gaps and Develop a Transformation Plan ............. 179
G.3.5 Step Five: Close........................................................................................ 179
G.4 Utilizing the SAM for Continual Transformation ................................................. 179
GLOSSARY ............................................................................................................................ 181
1. Inclusions and Exclusions ................................................................................... 181
2. Common Acronyms ............................................................................................. 181
INDEX ................................................................................................................................... 187
TABLE OF CONTENTS
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LIST OF TABLES AND FIGURES
Figure 1-1. High-Level OPM3 View ........................................................................................................2
Figure 1-2. Organizational Leverage Points ..........................................................................................2
Figure 1-3. Typical Organizational Environment ...................................................................................4
Figure 1-4. Sample Results of Maturity Assessment ............................................................................6
Figure 2-1. OPM3 within the Organizational Strategic Environment ..................................................12
Figure 3-1. Elements of the OPM3 Standard: Knowledge, Assessment, and Improvement ..............15
Figure 3-2. The OPM3 Cycle .................................................................................................................18
Figure 5-1. Best Practices are Dependent upon Capabilities and their Associated, Measurable
Outcomes Shown by Means of Key Performance Indicators (KPIs). ...............................26
Figure 5-2. The Processes in each Process Group within Domains are Achieved by a Logical
Path of Improvement of Standardize, Measure, Control, and Continuously Improve .....29
Figure 5-3. Dependency Can also Exist between the Capabilities of Different Best Practices .........32
Table 5-1. OPM3 ConstructAn Overview ........................................................................................34
Figure 5-4. Example 1Best Practices and Associated Domains .....................................................35
Figure 5-5. Example 2Best Practices and Associated Domains .....................................................36
Figure 5-6. Organizational Enablers Support SMCI Best Practices ....................................................36
Figure 5-7. OPM3 Construct .................................................................................................................37
Table 6-1. OPM3 Best Practices .........................................................................................................40
Table A1. Comparison of Structural Changes .................................................................................104
Table A2. Changes to Section 1 .......................................................................................................105
Table A3. Changes to Section 2 .......................................................................................................105
Table A4. Changes to Section 3 .......................................................................................................106
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VII
2008 Project Management Institute. OPM3

Second Edition
PREFACE
The Organizational Project Management Maturity Model (OPM3

) holds a place of signicance within the

library of standards published by the Project Management Institute (PMI). A Guide to the Project Management
Body of Knowledge (PMBOK

Guide) has become a best seller for managing individual projects and is the
reference of choice for the project management profession. The Project Manager Competency Development
Framework Second Edition sets a standard for effectively training and developing project managers or those
aspiring to be project managers. OPM3s Best Practices and Capabilities incorporate the program management
and portfolio management processes that are contained in The Standard for Program Management Second
Edition and The Standard for Portfolio Management Second Edition.
In originally seeking to develop a standard for applying project management principles at the organizational
level, PMI initiated the development of OPM3 with the premise of creating a framework within which
organizations can examine their pursuit of strategic objectives by means of Best Practices in organizational
project management. Subsequent feedback and research has taken this initial offering and further enhanced
the second edition of OPM3. This standard identies and organizes a substantial number of generally accepted
and proven project management practices, and provides a means to assess an organizations application of
project management against the Best Practices identied within it. The results of such an assessment allow an
organization to decide whether to plan for improvements, and how to approach those improvements.
OPM3 is comprised of three general elements: Knowledge, presenting the contents of the standard;
Assessment, providing a method for comparison with the standard; and Improvement, setting the stage for
possible organizational changes. As with other PMI standards, OPM3s intent is not to be prescriptive by telling
the user what improvements to make or how to make them. Rather, the intent is simply to offer the standard
as a basis for study and self-examination, and to enable an organization to make its own informed decisions
regarding potential initiatives for change. Practitioners and consultants using OPM3 may have an interest in
exploring further possibilities for assessment and for managing organizational changes that are implied by the
assessment. Their work will contribute to the growing understanding of how project management can support
effective achievement of improved business performance and organizational strategy.
OPM3 is designed to provide a wide range of benets to organizations, senior management, and those
engaged in project management activities. Some of the benets derived from using OPM3 are as follows:
Strengthens the link between strategic planning and execution, so project outcomes are predictable,
reliable, consistent, and correlate with organizational success;
Identies the Best Practices which support the implementation of organizational strategy through
successful projects;
Identies the specic Capabilities which make up the Best Practices, and the dependencies among
those Capabilities and Best Practices;
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Provides a means to conduct a gap analysis relative to a body of identied project management Best
Practices and Capabilities;
Provides a basis from which organizations can make improvements in their project management
processes;
Provides guidance and exibility in applying the model to each organizations unique set of needs;
Is based on the PMBOK

Guide Fourth Edition, the PMI/ANSI standard for project management,

as well as The Standard for Program Management Second Edition and The Standard for Portfolio
Management Second Edition; and
Incorporates the expertise of hundreds of project management practitioners and consultants from a
wide spectrum of industries and geographic areas.
Updating the standard has involved an enormous, broad-based commitment and effort over time. A summary
of key changes made during the revision process is provided in Appendix A. As organizations continue to study
OPM3, assess themselves against it, and consider plans for improvement, PMI will no doubt continue to receive
a wealth of feedback. This feedback will pave the way for adjustments and/or renements that will further
develop the next edition of OPM3. Those who apply OPM3 within their organizations will not only be receiving
its immediate benets, they will build upon the pioneering work that initially brought the standard to the project
management community and contributed to this updated edition, and they will contribute immeasurably to the
value of future iterations.
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CHAPTER 1
INTRODUCTION
1.1 OPM3

Organizational Perspective
Successful implementation of a new organizational strategy can turn a good organization into a great one.
Conversely, strategies that fail or generate poor results can quickly damage the organizations reputation and
brand, internally and externally. Effective strategy execution is the responsibility of all levels of management,
who must be involved actively and consistently to orchestrate required organizational changes and to manage
the portfolio of investments that underpin these change initiatives.
The Organizational Project Management Maturity Model (OPM3

) is a framework that provides an

organization-wide view of portfolio management, program management, and project management to support
achieving Best Practices within each of these domains. This holistic perspective is a powerful tool enabling
successful execution of organizational strategies, portfolios, programs, and projects, especially when these
transcend functional and hierarchical boundaries. Moreover, OPM3 global Best Practices, applied to the
execution of strategy, can drive superior and sustainable results. Effective strategy execution is the responsibility
of the organizations strategic planning and governance structures, which must be involved accurately and
consistently to orchestrate required organizational changes. They manage the portfolio of investments that
underpin these change initiatives.
These Best Practices are fully aligned with all other PMI standards, including A Guide to the Project
Management Body of Knowledge (PMBOK

Guide) Fourth Edition, The Standard for Program Management

Second Edition, and The Standard for Portfolio Management Second Edition. The OPM3 Best Practices are
also compatible with other global standards relating to projects, programs, and portfolios. OPM3 includes some
Best Practices aligned with the Project Manager Competency Development Framework (PMCDF).
The OPM3 Second Edition describes the most important components of PMIs Organizational Project
Management Maturity Model. This document also describes how to plan for organizational improvements
through the systematic achievement of Best Practices in the management of portfolios, programs, and projects.
Figure 1-1 provides a high-level view, showing the major components within OPM3. These are summarized in
the following sections and described in more detail throughout the remaining chapters of the OPM3 Second
Edition (Knowledge Foundation).
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Figure 1-1. High-Level OPM3 View
1.2 Strategy Execution
OPM3 identies key leverage points that represent interactions between organizational governance,
strategy execution, and project, program, and portfolio delivery. By understanding and using these leverage
points, an organization can methodically pursue its strategic goals through portfolios, programs, and projects
and achieve the desired organizational outcomes.
As illustrated in Figure 1-2, organizational governance is the force that drives the attainment of organization-
level goals and realization of strategies through portfolios, programs, and projects. These efforts are enabled
through overarching organizational structures, policies, procedures, and other governance mechanisms. OPM3
contains governance-related Best Practices designed to guide the organization to those projects that will
support the execution of strategy.
Figure 1-2. Organizational Leverage Points
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During execution, an organization actualizes, or puts into action, its strategic planning decisions, and
allocates resources to portfolio investments. OPM3 contains Best Practices designed to ensure organizations
execute their strategies using initiatives and investments that best support achievement of their goals.
The aim of portfolio management is to:
Guide investment decisions and their appropriate mix,
Provide decision-making transparency, and
Increase likelihood of realizing desired return on investment.
Enveloping all investments within a single portfolio, an organization can consider its investments to ensure
that together they address strategic business objectives and project interdependencies. OPM3 contains Best
Practices designed to help an organization identify and manage the appropriate mix of investments that best
meets its execution strategies.
1.3 OPM3 Components
Organizations can benet from the OPM3 Best Practices, which were identied in and gathered from public-
sector and private-sector organizations throughout the world. These Best Practices are core competencies and
organizations that adopt them are more likely to execute their strategies successfully. OPM3 Best Practices
in portfolio, program, and project management can help an organization attain its strategic objectives and
achieve organizational excellence in a consistent and reliable manner.
OPM3 is a framework made up of three interrelated components: (1) Best Practices, (2) Capabilities, and (3)
Outcomes, all within the portfolio, program, and project management domains.
1.3.1 Best Practice
As dened in OPM3: a Best Practice is a grouping of related organizational Capabilities. There are two
categories of OPM3 Best Practices:
SMCI Best Practices [Standardize, Measure, Control, and continuously Improve] and 1.
Organizational Enabler Best Practices [structural, cultural, technological, and human resource]. 2.
SMCI Best Practices are classied by their stage of process improvement within portfolio, program, and
project management domains. Organizational Enablers (OE) Best Practices underpin the implementation of
SMCI Best Practices. The relative position of Organizational Enablers in Figure 1-3 portrays their foundational
role in the adoption of SMCI Best Practices because they both anchor and sustain advances in organizational
maturity.
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Figure 1-3. Typical Organizational Environment
1.3.2 Capability
A Capability is a specic competency that must exist in an organization in order for it to execute project
management processes and deliver project management services and products. Capabilities are incremental
steps leading up to one or more Best Practices. These Capabilities, in the context of the Best Practices, form
the criteria in OPM3 for assessing organizational maturity and for planning future improvements. In turn, the
existence of an organizational Capability is signied by the presence of a set of observable organizational
Outcomes.
1.3.3 Outcome
An Outcome is a tangible or intangible result of applying a Capability. In the OPM3 framework, a Capability
may have multiple Outcomes. The degree to which an Outcome is achieved is measured by a key performance
indicator (KPI).
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1.3.4 Adoption of OPM3 Components
Adoption of the OPM3 Best Practices, Capabilities, or Outcomes can enable an organization to:
Accelerate organizational success and minimize unnecessary risk by using proven best practices;
Drive the identication and selection of projects that support execution of strategy;
Ensure that project/portfolio management includes the appropriate mix of investments that best
supports the organizations execution strategies and risk tolerance;
Sense, analyze, and respond to incremental changes occurring within the organization, or changes
precipitated by external factors like competition or regulatory requirements;
Assure alignment between the project portfolio and the organizations goals and strategies;
Increase the understanding and transparency of project portfolio cost, risks, and benets, thereby
enabling better-informed management decisions;
Provide more effective data to support project governance measures; and
Reduce the risk of high-impact failures at the project, program, or portfolio levels.
1.4 OPM3 Maturity Assessment
An OPM3 assessment evaluates the degree of an organizations ability to meet their strategic objectives
through successful delivery by using recognized Best Practices to manage portfolios of programs and projects.
An OPM3 Maturity Assessment is exible enough to be used to assess maturity in these different focus
areas:
(1) Specic domains (project, program, and/or portfolio),
(2) Organizational Enablers, or
(3) Specic stages of process improvement (standardize, measure, control, or continuously improve).
OPM3 maturity assessments help organizations identify which Best Practices, Capabilities, and Outcomes
they currently exhibit. Figure 1-4 shows an example of an assessment and how it displays an organizations
maturity. The exibility of the maturity assessment process permits an organization to focus on specic domains
(project, program, and/or portfolio) or Organizational Enablers, or on a specic stage of maturity (standardize,
measure, control, or continuously improve). These assessments can help the organization identify what Best
Practices, Capabilities, or Outcomes it may currently exhibit. Figure 1-4 shows an example of what such an
assessment may reveal about an organizations maturity.
While there are various methods of administering an OPM3 assessment, the immediate focus here shall be
on either self-administered or Certied OPM3 Assessor-administered OPM3 maturity assessments. One self-
administered assessment focuses exclusively on high-level Best Practices while another self-administered
assessment focuses on more detailed Capabilities and Outcomes. The high-level, self-administered assessment
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instrument is part of the Knowledge Foundation, while the more comprehensive and detailed self-administered
assessment instrument is provided with the OPM3 Online tool. For a certied OPM3 assessment, an OPM3
Certied OPM3 Assessor uses a robust set of tools and methods available through OPM3 ProductSuite.
Figure 1-4 shows the results of a hypothetical organizational maturity assessment. The shaded area in the
bottom cell labeled Organizational Enablers represents the extent to which the organization has adopted
those Best Practicesstructural, cultural, technological, and human resource-relatedthat are foundational
to implementing SMCI Best Practices (see Section 2.4.2 for more information. The cells in the upper portion
of the gure, then, represent the organizations maturity at each SMCI stage (standardize, measure, control,
continuously improve) within each domain (portfolio, program, and project). For example, the gure shows
that the organization has implemented more than half of the Best Practices, Capabilities, or Outcomes at the
standardize maturity stage for the project domain. Conversely, the amount of white space within each cell
indicates the level of opportunity that remains for improving maturity within each domain and stage.
Figure 1-4. Sample Results of Maturity Assessment
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1.5 Organizational Improvement Plan
An OPM3 assessment provides valuable insights and forms the basis for an organizations improvement
plan targeted at their own relevant leverage points (see Figure 1-2). Assessments do not dictate a single
improvement path or prescribe rigid improvement goals. Instead, organizations can focus their improvement
efforts to best suit their needs and goals, whether vertically in specic domains or horizontally across domains
at various degrees of SMCI maturity.
The OPM3 framework provides organizations with the exibility to focus improvement efforts vertically in
specic PPP (Project, Program, and Portfolio) domains, horizontally across domains at various degrees of SMCI
maturity in each domain, as best suited to organizational needs and goals.
OPM3 Online provides an interactive database to assist organizations with developing their improvement
plans. The database contains all the OPM3 Best Practices, Capabilities, and Outcomes, as well as hundreds
of known dependencies among the OPM3 components. OPM3 Online also provides information to help
organizations map steps to achieve their maturity improvement goals. OPM3 ProductSuite contains additional
automated tools that will accelerate the maturity improvement planning process.
As shown in Figure 1-3, continuous improvement is an iterative process involving cycles of organizational
assessment followed by improvements in organizational performance. Generally speaking, as an organization
concludes one successful iteration of the OPM3 improvement cycle, it will simultaneously plan the next
iteration.
1.6 Overcoming the Improvement Dilemma
Even after genuine successes in early stages, some organizations nd it challenging to maintain the level
of commitment needed to make continuous improvements in project management maturity. To overcome this
improvement obstacle, an organization must develop the capacity to implement and assimilate the internal
changes required by the maturity improvements. The organization must fully integrate the OPM3 Best Practices
and Capabilities it adopts, to make them an essential element of the culture, and to lay the groundwork for
ongoing improvements.
OPM3 Best Practices can also guide an organization in how to sustain the maturity improvements it has
already attained. OPM3 organizational governance Best Practices (see Figure 1-2) provide the greatest overall
leverage in this effort by creating necessary new structures, as well as processes for decision-making and
resource allocation. OPM3 organizational governance Best Practices (see Figure 1-2) provide leverage in this
effort by creating processes for decision-making and resource allocation. The organization can further promote
sustainable improvements by providing tools, technologies, and ongoing training to develop the requisite
knowledge and behaviors throughout its workforce.
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CHAPTER 2
FOUNDATIONAL CONCEPTS
2.1 OPM3 Purpose and Scope
This chapter describes OPM3, a project management maturity model based on the Project Management
Institute (PMI) standards for project, program and portfolio management. OPM3 aligns these standards within
a context of organizational strategic planning and execution.
1
The model is comprised of accumulated project
management practitioner knowledge, Best Practices, and a disciplined, repeatable process for assessing
organizational project management maturity to guide improvements. Chapter 3 describes the assessment and
improvement plan portion of the model in detail.
OPM3 provides a model for improvements in maturity, which will enable an organization to execute its
strategies successfully by adopting a structured project, program, and portfolio (PPP) management approach
appropriate to the organizations size, industry type, and culture.
2.2 Organizational Project Management
Organizational Project Management (OPM) is the systematic management of projects, programs, and
portfolios in alignment with the organizations strategic business goals. The purpose of OPM is to ensure that
the organization undertakes the right projects and allocates critical resources appropriately. Next, OPM helps
ensure that all levels in the organization understand the relationships among the strategic vision, the initiatives
that support the vision, and the objectives and deliverables.
The term organization does not necessarily refer to an entire company, agency, association, or society. It
can refer to business units, functional groups, departments, or sub-agencies within the whole. While individual
projects may be considered tactical, OPM is, by denition, strategic. Organizational project management
includes an organizations business execution strategy, providing a high-level perspective to focus the selection
of projects and assignment of critical resources to implement goals through initiatives that directly impact
nancial results.
2.3 Organizational Project Management Maturity
A maturity model is a framework that describes the characteristics of effective processes in areas as
diverse as strategic business planning, business development, systems engineering, project management, risk
management, information technology (IT), or personnel management. The foundation of these models is that
every process depends upon one or more capabilities or competencies that can be measured and assessed.
1
The PMI standards are A Guide to the Project Management Body of Knowledge (PMBOK

Guide) Fourth Edition; The Standard for Program

Management Second Edition; and The Standard for Portfolio Management Second Edition.
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CHAPTER 2 FOUNDATI ONAL CONCEPTS
The assessment can determine how mature each process is, with informal processes at the lower end of
the maturity scale and formal processes at the upper end of the scale. This continuum represents a linear
progression to mature practices. While a variety of models have been developed, several propose ve levels of
increasing maturity ranging from initial to repeatable, dened, managed, and ultimately optimized or
continuously improved.
OPM is based on the idea that Best Practices are composed of specic, prerequisite capabilities. Adopting
or attaining Best Practices then facilitates the achievement of an organizations clearly dened strategic
objectives. Development of OPM3 capabilities and the adoption of the resulting Best Practice will help enable
an organization to deliver the desired strategic outcomes in a predictable, controllable, and reliable manner.
Strong organizational commitment is required for Best Practice implementation.
2.4 OPM3 Concepts
2.4.1 Domains
OPM3 utilizes the construct of Project, Program, and Portfolio Management Domains, representing increasing
degrees of sophistication and control, and increasingly complex communities of practice as a fundamental
dimension within which OPM3 Best Practices are framed. This range of sophistication corresponds to the range
in complexity of an organizations strategic initiatives and its operational processes.
The Project Management Domain describes the Knowledge Areas and Process Groups that guide the conduct
of individual projects. Project management standards, such as PMIs A Guide to the Project Management Body of
Knowledge (PMBOK

Guide) Fourth Edition, order and describe good practices that guide project management
processes. Depending on an organizations size, complexity, and maturity, it may initiate or manage multiple
and interacting projects simultaneously.
The Program Management Domain provides the processes to manage a group of related projects in a
coordinated way to obtain benets and control not available from managing them individually. Programs may
include elements of related work outside of the scope of the discrete projects in the program.
The Portfolio Management Domain encompasses the management of a collection of projects and/or
programs and other work which may not be related but which benet from the overall control and allocation of
organizational priorities and resources.
Each of the OPM3 domains includes domain-specic processes that can be performed to achieve the control,
efciency, and consistency required to implement strategic initiatives and to achieve the desired organizational
results.
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2.4.2 Organizational Enablers
Organizational Project Management (OPM) is the systematic management of projects, programs, and
portfolios in alignment with the organizations strategic business goals. The purpose of organizational project
management is to ensure that the organization undertakes the right projects and allocates critical resources
appropriately. Next, organizational project management helps ensure that all levels in the organization
understand the relationships among the strategic vision, the initiatives that support the vision, and the objectives
and deliverables.
The term organization does not necessarily refer to an entire company, agency, association, or society.
It can refer to business units, functional groups, departments, or sub-agencies within the whole. While
individual projects may be considered tactical, organizational project management is, by denition, strategic.
Organizational project management includes an organizations business execution strategy, providing a high-
level perspective to focus the selection of projects and assignment of critical resources to implement goals
through initiatives that directly impact nancial results.
Within the three existing domains, OPM3 introduces the concept of Organizational Enablers (OE).
Organizational Enablers are Best Practices which facilitate the implementation of Best Practices, but also help
make organizational improvements sustainable. The presence of Organizational Enablers indicates that an
organization has matured to the point of establishing a stable OPM practice environment and has embraced
the disciplines of project, program and portfolio management to achieve this.
Contained in Figure 2-1 is the utilization of OPM3 to assess the organizations maturity resulting in an
improvement plan. This organization improvement loop includes deployment of Project Management Ofce
(PMO) Best Practices and lessons learned. It also illustrates the maturation cycle of organizational strategic
planning, supported by a performance management system, to achieve increasing success through adopting
OPM and OE Best Practices.
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Figure 2-1. OPM3 within the Organizational Strategic Environment
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2.4.3 Multi-Dimensional View of Maturity
OPM3 takes a unique approach to the concept of maturity. In this model, the progression toward increased
maturity is seen as multi-dimensional, presenting several ways to look at an organizations maturity.
One dimension involves assessing in terms of the process improvement cycle (SMCIstandardize,
measure, control, and continuously improve). The cycle moves from standardizing processes, to measuring
the effectiveness of these processes in achieving the desired outcomes. Successful processes lead to a
controlling stage and the consistent, reliable, application of Best Practices. After standardized, measured, and
controlled processes are in place, the cycle moves to continuously improving the adoption and application of
Best Practices to achieve more successful project outcomesthe right project, done correctly, each time.
The OPM3 Assessment identies where in the cycle to start to move towards process improvement for any
process or group of processes within each domain. Reassessment throughout the SMCI cycle provides an
ongoing benchmark to ensure that processes remain dynamic, and reect evolving business environments and
emerging Best Practices (see Chapter 3 for a full explanation of this concept).
Another dimension involves assessing the domains in terms of the progression of Best Practices associated
with each domain (see Chapter 4), rst addressing project management, then program management, and
nally, portfolio management.
Within these two dimensionsPPP and SMCI or PPP/Best Practicesis an extension of the model, the
progression of incremental Capabilities leading to each Best Practice. Taken as a whole, these dimensions
constitute valuable reference points when an organization assesses its maturity in organizational project
management and considers possible plans for improvement. In addition to the dimensions described above,
OPM3 also categorizes the Best Practices in terms of their association with PPP management Process Groups.
This permits an organization to focus on attaining a more mature PPP management practice in a select set of
processes, rather than requiring that all processes mature at the same pace.
The OPM3 approach to assessing maturity across multiple dimensions encourages exibility in applying
the model to the unique needs of an organization. This approach produces a more robust and holistic body of
information to support plans for improving OPM processes, compared to step-like linear models.
Each of these dimensions is a continuum along which organizations can evolve their OPM processes to
provide the best support for the execution of their strategy. The adaptable and exible framework of OPM3
enables organizations to gain the benets that provide the best value for effort, in achieving effective project
management practices.
The OPM3 model extends the organizational project management maturity denition to include the focus
on OPM practice as an extension of business strategy execution. An organization that implements OPM3 can
improve its processes by adopting recognized Best Practices to achieve consistent project, program, and
portfolio success in support of strategic goals.
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CHAPTER 3
THE OPM3 CYCLE
3.1 Knowledge, Assessment, and Improvement
OPM3 consists of three interlocking elementsknowledge, assessment, and improvementas depicted
in Figure 3-1.
Figure 3-1. Elements of the OPM3 Standard: Knowledge, Assessment, and Improvement
The knowledge element provides the organization with descriptive information regarding Best Practices,
Capabilities, Outcomes, and other organizational project management maturity components. The assessment
element enables the organization to determine its current location on a continuum of organizational project
management maturity. The improvement element employs the results of the assessment to plan initiatives
leading to increased organizational project management maturity.
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3.2 Introduction to the OPM3 Improvement Cycle
The following sections introduce the OPM3 Improvement Cycle, using the knowledge, assessment, and
improvement elements as depicted in Figure 3-1.
3.2.1 Knowledge
.1 Step One: Prepare for Assessment
The rst step is for the organization to prepare for the process of assessing its organizational
project management maturity in relation to the model. This involves two levels of understanding
which varies from organization to organization. The rst is an understanding of the organizations
strategic objectives and the degree of maturity needed to execute these objectives. The second is an
understanding of the components of OPM3 and how to use them to attain the organizations maturity
goals. Contents of the model include the following:
The Knowledge Foundation (this standard), consisting of the narrative text describing OPM3,
including a table of Best Practices, appendices, and a glossary.
Self-Assessment Method (SAM), consisting of a high-level and a comprehensive assessment
process. The high-level assessment is provided in an appendix of the Knowledge Foundation
and in the OPM3 Online tool. The OPM3 Online tool also contains a directory of Capabilities and
an Improvement Planning tool for performing the comprehensive assessment.
Detailed directories in the OPM3 Online Tool, providing a database of the Best Practices,
Capabilities, and an Improvement Planning tool.
3.2.2 Assessment
.1 Step Two: Perform High-Level Assessment
The next step is to assess the organizations degree of maturity in organizational project
management. To do this, an organization must be able to compare the characteristics of its current
maturity state with those described by the model. The rst phase of assessment is to review which
Best Practices in OPM3 are and are not currently demonstrated by the organization, and to identify
the organizations general position on a continuum of organizational project management maturity.
The high-level assessment process can be conducted by using the SAM questionnaire in Appendix D,
using the SAM questionnaire in the OPM3 Online tool, utilizing a PMI Certied OPM3 Assessor using
the OPM3 ProductSuite toolset, or using an assessment method devised by the organization itself. The
high-level assessment produces a list of Best Practices that are available. In the future, these may
become the organizations targeted Best Practices for development, depending on its improvement
strategy.
The results of the high-level assessment give the organization a basis from which to scope areas
for improvement. For instance, the organization may decide to focus on one organizational project
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management domain, such as the Program Domain, and a particular process improvement stage, such
as standardize, to use as a starting point. The organization may also decide to work on Organizational
Enabler Best Practices that can help support their organizational project management improvement
strategy. This scoping of Best Practices for improvement helps make the subsequent comprehensive
assessment smaller and more manageable.
.2 Perform Comprehensive Assessment
After completing the high-level assessment process (or an alternative approach to assessing the
organization against OPM3 Best Practices), the organization will determine which Best Practices to
investigate rst. The organization may then proceed to determine if specic Capabilities exist within the
organization, relative to each targeted Best Practice. The comprehensive assessment provides a more
in-depth and precise view of an organizations current state of maturity. If the organization has utilized
a PMI Certied OPM3 Assessor, the assessment will have automatically included a comprehensive
assessment.
To perform the comprehensive assessment, the assessment team refers to the Improvement
Planning Directory (available in the OPM3 Online tool) to view the series of Capabilities aggregating
to each targeted Best Practice. The organization then determines which of the identied Capabilities
already exist within the organization. This involves studying each Capability and determining
whether or not its associated Outcomes exist and are observable in the organization as evidence
of the Capability (usually by means of some artifact). This evaluation is done through the use of the
Capabilities Directory, which shows the required Outcomes for each Capability. In general, a Capability
can be said to exist when all of the listed Outcomes have been observed. Similarly, a Best Practice can
be said to exist when all its listed Capabilities exist.
The results of the assessment step may lead an organization to plan for improvements, repeat the
assessment, or exit the process. If an organization elects to exit, a periodic revisiting of the assessment
step is recommended, to monitor and report Capabilities and ensure they are sustained.
3.2.3 Improvement
.1 Step Three: Plan for Improvements
For those organizations choosing to pursue organizational improvements, the results of the
previous step will form the basis for an improvement plan. The documentation of which Capabilities
the organization does and does not haveincluding the dependencies among thempermits a
ranking of needed Capabilities and Outcomes according to their priority for the organization. This
information enables the development of a specic plan to achieve the Outcomes associated with the
Capabilities of targeted Best Practices.
.2 Step Four: Implement Improvements
Once the plan has been established, the organization will have to implement the plan over time,
that is, execute requisite organizational development activities to attain the needed Capabilities and
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advance on the path to increased organizational project management maturity. Organizations may
consider spending 90 % of their total effort in the improvement phase of an OPM3 cycle.
3.2.4 Return to Assessment and Improvement
.1 Step Five: Repeat the Process
Having completed some improvement activity, the organization may consider: (1) reassessing
where it is currently on the continuum of organizational project management maturity by repeating the
Assessment (Step Two), or (2) returning to plan for improvements (Step Three) to begin working toward
other Best Practices identied in an earlier assessment, but not acted upon.
As shown in Figure 3-2, following the rst round of assessments, a greater familiarity with the Best
Practices and their constituent Capabilities, combined with a more realistic view of the organization,
may result in more informed answers to the assessment process and a more accurate outcome the
second time.
Figure 3-2. The OPM3 Cycle
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While sustainable organizational improvements may be realized through a single improvement
initiative, OPM3 can add considerable value when applied in additional or continuous improvement
cycles. The rst improvement cycle can prepare the foundation for much more valuable improvements
in future cycles, and is often referred to as the assessment baseline. In this way, an organization will
help to expand and rene the possible applications of this model, and realize an increasing measure
of its benets. Appendix G provides more details about the assessment and improvement cycle.
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CHAPTER 4
THE ORGANIZATIONAL PROJECT MANAGEMENT PROCESSES
4.1 Introduction
As a subset of general organizational processes, the subject of Organizational Project Management (OPM)
includes specic processes concerned with OPM within organizational governance, strategy execution, portfolio
management, program management, and project management. This subset of organizational processes
outlines the scope and proper context of OPM3 and provides a perspective on the challenges encountered
during assessment and improvement initiatives.
As mentioned in Chapter 1, each layer of the OPM3 model contains relational and functional attributes
that are useful during organizational maturity assessment and improvement activities. One of several OPM3
attributes designates domain typeproject, program, or portfoliofor each Best Practice and Capability. There
is also an attribute that maps each Best Practice and Capability to one or more Domains: Project, Program, or
Portfolio. These processes are described in detail in A Guide to the Project Management Body of Knowledge
(PMBOK

Guide) Fourth Edition, The Standard for Program Management Second Edition, and The Standard
for Portfolio Management Second Edition.
The following sections describe the management processes incorporated by OPM3 as illustrated in Figure
1-3:
4.2 Project Management Processes.
4.3 Program Management Processes.
4.4 Portfolio Management Processes.
4.2 Project Management Processes
The PMBOK

Guide Fourth Edition identies ve Project Management Process Groups required for any
project. These ve Process Groups have clear dependencies and are performed in the same sequence on each
project. They are independent of application areas or industry focus. Process Groups and their constituent
processes are often repeated prior to completing the projecta process called progressive elaboration.
Progressive elaboration simply means that, as more information becomes available, some processes and
Process Groups are repeated to incorporate new factors. Constituent processes can also have interactions both
within a Process Group and among Process Groups, an overlap that acknowledges that a project is inuenced
by ongoing internal and external factors.
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The ve Process Groups are:
Initiating. Denes and authorizes the project or a project phase.
Planning. Denes and renes objectives, and plans the course of action required to attain the
objectives and scope that the project was undertaken to address.
Executing. Integrates people and other resources to carry out the project management plan for the
project.
Monitoring and Controlling. Regularly measures and monitors progress to identify variances from
the project management plan so that corrective action can be taken when necessary to meet project
objectives.
Closing. Formalizes acceptance of the product, service, or result and brings the project or a project
phase to an orderly end.
4.3 Program Management Processes
The PMI Standard for Program Management Second Edition identies ve Program Management Process
Groups. These Process Groups are synchronized with the Process Groups dened in the PMBOK

Guide
Fourth Edition and are independent of application areas or industry focus. These Process Groups are not
executed in a linear fashion and frequently overlap. Furthermore, one or more processes from each Process
Group will normally be executed at least once in every phase of a program life cycle. Performing each process
is an indication of the dynamic nature of real life. Good program management practice acknowledges that
programs and projects are not conducted in isolation from the normal functioning of an organization. The ve
Program Management Process Groups are:
Initiating. Denes and authorizes the program or a project within the program, and produces the
program benets statement for the program.
Planning. Plans the best alternative courses of action to deliver the benets and scope that the
program was undertaken to address.
Executing. Integrates projects, people, and other resources to carry out the plan for the program and
deliver the programs benets.
Monitoring and Controlling. Requires that the program and its component projects be monitored
against the benet delivery expectations and that their progress be regularly measured, to identify
variances from the program management plan. This Process Group also coordinates corrective
actions to be taken when necessary to achieve program benets.
Closing. Formalizes acceptance of a product, service, or benet/result, and brings the program or
program component (e.g., project) to an orderly end.
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4.4 Portfolio Management Processes
The Standard for Portfolio Management Second Edition identies two Portfolio Management Process
Groups. These processes are a subset of standard organizational practice that serves to facilitate informed
decision making, translating strategies, and portfolio balancing. These processes aggregate into two Portfolio
Management Process Groups which are independent of application area or industry focus. The two Portfolio
Management Process Groups are:
Aligning. Determines how components will be categorized, evaluated, and selected for inclusion,
and managed in the portfolio.
Monitoring and Controlling. Reviews performance indicators periodically for alignment with strategic
objectives and verifying the benets to the organization from the components of the portfolio.
4.5 Attributes of Portfolio, Program, and Project Management Processes
The OPM3 model highlights the Best Practices derived from the Portfolio, Program, and Project (PPP) Domain
processes and Process Groups and presents these as opportunities for improvements in organizational maturity.
The exible approach in the OPM3 model encourages organizations to focus on the domains, processes,
and Process Groups where adoption of Best Practices will best support successful achievement of strategic
objectives. Understanding the Process Groups and the processes they support as well as the organizational
enabling Best Practices will help the organization to determine where they should start the effort to improve
their OPM practices. Chapter 6 contains a table that illustrates organizational processes within each of the
domains, arranged by Process Group. This visual representation of domains and Process Groups is designed
to aid understanding, and can serve as a roadmap for choosing the right approach to achieve the kinds of
improvements best suited to the organizations objectives.
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CHAPTER 5
THE OPM3 CONSTRUCT
Chapter 4 introduced the domains of organizational project managementProject, Program, and Portfolio,
as well as the Process Groups within each domain. The domains and their Process Groups and the stages of
process improvement described in Chapter 2 are the building blocks of the OPM3 Construct. Each domain
contains Best Practices and Capabilities which constitute the potential maturity an organization can achieve.
As described in Chapter 4, the domains are not independent, although the organization may choose to pursue
the Best Practices of each domain independently. This chapter explains the construction of Best Practices in
detail, including their constituent components: Capabilities, Outcomes, and key performance indicators. It also
introduces the idea of dependencies among Best Practices and Capabilities, as well as various categories of
Best Practices, which group Best Practices and Capabilities with similar characteristics. Further, the chapter
describes Organizational Enabler Best Practices and how they can support an organizations improvement plan
for achieving project management maturity.
5.1 Best Practices
Organizational project management maturity is measured in OPM3 by assessing the existence of Best
Practices within the OPM domains (Project, Program, and Portfolio). In general, the term Best Practices refers
to the optimal methods, currently recognized within a given industry or discipline, to achieve a stated goal or
objective. In the OPM3 context, a Best Practice is achieved when an organization demonstrates consistent
organizational project management processes evidenced by its aggregated Capabilities and successful
Outcomes. For organizational project management, this includes the ability to deliver projects predictably,
consistently, and successfully to implement organizational strategies. Furthermore, Best Practices are dynamic
because they evolve over time. OPM3 encourages a culture of improvement, leveraging current Best Practices
and adopting newer ones to achieve organizational goals.
In OPM3, an organization is said to achieve a Best Practice when it has consistently demonstrated its
supporting Capabilities. A Capability is attained when the organization has observed the measurable Outcomes
associated with that Capability, as evidenced by key performance indicators (KPIs), illustrated in Figure 5-1.
The Best Practices are decomposed into Capabilities that aggregate to each of those Best Practices. Each
Best Practice is made up of two or more Capabilities. A Best Practice is attained only through achievement
of all its Capabilities. In other words, if the organization demonstrates achievement of all the aggregated
Capabilities except one, it cannot claim achievement of the Best Practice. However, even if an organization has
not completely achieved the Best Practice, the organization may still have realized maturation benets that
meet the organizations needs. To understand more about Capabilities, see Section 5.1.1.
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Figure 5-1. Best Practices are Dependent upon Capabilities and their Associated, Measurable
Outcomes Shown by Means of Key Performance Indicators (KPIs).
OPM3 identies a number of Best Practices that facilitate the path to maturity. The full set of Best Practices
in OPM3 covers the scope of Organizational Project Management. Organizations generally do not exhibit all
Best Practices, and rarely can an organization achieve a new Best Practice quickly. See Chapter 6 and Table
6-1, for a list of the Best Practices dened by OPM3.
An example of a Best Practice, from the OPM3 Best Practices as listed in Table 6-1 is number 1020:
The name of the Best Practice, Standardize Develop Project Management Plan Process, is described as
follows: Develop Project Management Plan Process standards are established. It has four Capabilities (as
described in the Capabilities Directory of OPM3 Online) that the organization should demonstrate to claim
achievement of the Best Practice.
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There are two kinds of Best Practices and associated Capabilities:
SMCI Best Practices. 1. The Capabilities follow the process improvement path of Standardize, Measure,
Control, and continuously Improve (SMCI).
Organizational Enablers 2. (also known as OEs). The Capabilities do not follow the SMCI process
improvement path. They are structural, cultural, technological, and human-resource practices that can
be leveraged to support and sustain the implementation of Best Practices.
See Section 5.2 for further description and examples of SMCI and Organizational Enabler Best Practices.
5.1.1 Capabilities
A Capability is a competency that must exist in an organization in order for it to execute OPM processes and
deliver OPM outcomes. Capabilities are incremental steps leading to attainment of one or more Best Practices.
The Capabilities do not need to be achieved in exact order, but they all do need to be achieved for the entire
Best Practice to be achieved. Each Best Practice is made up of two or more Capabilities. The Capabilities of
OPM3 are described in the OPM3 Online tool in the Capabilities Directory.
An example of the rst of four Capabilities for Best Practice 1020 cited previously is Process Management
Governing Body which is described as Process-oriented governing bodies have been established, and
the appropriate people have been assigned to them. They meet on a regular schedule to discuss process
management issues and suggestions for improvements.
See Section 5.2 for further description and examples of SMCI and Organizational Enabler Best Practices.
Capabilities aggregate for achievement of a Best Practice, and at times, a Capability from one Best Practice
may be a predecessor for achieving another Best Practice. See Section 5.3 for a further description and
illustration of Best Practice dependencies.
5.1.2 Outcomes
The existence of a Capability is demonstrated by the existence of one or more corresponding Outcomes.
Figure 5-1 illustrates a Capability that has one Outcome and a Capability that has two Outcomes. Outcomes
are the tangible or intangible result of applying a Capability. The degree to which an Outcome is achieved is
measured by a KPI (key performance indicator). See Section 5.1.3 for more information about key performance
indicators.
An example of a Capability and its Outcome in the case of the Best Practice cited earlier would be as follows:
Capability: Process Management Governing Body.
Outcome: Active Process Governing Body which is described as process-oriented governing bodies
have been established, and the appropriate people have been assigned to them. They meet on a
regular schedule to discuss process management issues and suggestions for improvements.
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Outcomes can be demonstrated through observation, documentation, or any other method that an
organization believes demonstrates that the outcome is achieved.
5.1.3 Key Performance Indicators
A key performance indicator (KPI) is a criterion by which an organization can determine, quantitatively or
qualitatively, whether the Outcome exists or the degree to which it exists. A key performance indicator can be
a direct measurement or an expert assessment.
An example of an Outcome and its KPI, in the case of the Best Practice cited earlier, would be as follows:
Outcome: Process Governing Body.
KPI: Exists.
The organization may establish the KPI measure according to its needs. When a key performance indicator
is quantitative, such as an error count, it can be measured directly and objectively. Something intangible, such
as customer satisfaction, must rst be made tangiblefor example, through a survey resulting in ratings on
a scalebefore it can be measured. The measure can be binary (something exists or does not exist as in the
example above), it can be more complex (such as a scaled rating), or it can be monetary (such as nancial
return).
5.2 SMCI and Organizational Enablers
As shown in Figure 2-1, Best Practices are divided into two major categories: SMCI and Organizational
Enablers. Section 5.2.1 describes each kind of Best Practice in more detail.
5.2.1 SMCI Best Practices
The Capabilities of the SMCI Best Practices for each Process Group in each domain are organized to refer
to the paths of process improvement of Standardize, Measure, Control, and continuously Improve as shown in
Figure 5-2. This is one way to represent increasing maturity.
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Figure 5-2. The Processes in each Process Group within Domains are Achieved by a Logical Path of
Improvement of Standardize, Measure, Control, and Continuously Improve.
The concept of process improvement is to mature a process through the sequential stages of standardize,
measure, control, and improve (also known as continuously improve). The sequence implies a prerequisite
relationship between the stages, in that the most advanced stage, continuous improvement, is dependent on a
state of control which is in turn, dependent on measurement, which is dependent on standardization.
To demonstrate progress within each improvement stage, an organization needs to attain the Capabilities
within the stage. For example, to achieve standardization, not only should the organization show that the
Capability related to the process management governing body discussed in Section 5.1.2 is documented,
it should also show that the organization actually has such a governing body and has communicated and
implemented the Capability.
The following Capability Outcomes should be demonstrated for full achievement of each process improvement
stage. For each Capability identied for a Portfolio, Program, and Project (PPP) process the organization should
demonstrate:
Standardize:
Active process governing body,
Documented,
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Communicated, and
Standardized (consistently implemented and repeatable).
Measure:
Customer requirements incorporated in measurements,
Identified critical characteristics,
Measured critical characteristics,
Inputs related to results, and
Measured critical inputs.
Control (note that the control is tied to the measurements established previously):
Control plan developed,
Control plan implemented, and
Stability achieved.
Improve:
Problems identified,
Improvements implemented (indicated by widespread participation), and
Sustainable improvements.
Although the Capabilities for the SMCI Best Practices are extensive, understanding the pattern will help the
organization select their path toward maturity in an organized fashion.
To illustrate the SMCI pattern, the following four Best Practices are related to the Develop Project Management
Plan processes:
1020, Standardize Develop Project Management Plan Process,
1710, Measure Develop Project Management Plan Process,
2250, Control Develop Project Management Plan Process, and
2640, Improve Develop Project Management Plan Process.
Similar Best Practices for each of the Process Groups exist within each domain using the SMCI pattern. The
SMCI approach demonstrates an orderly, ascending plan for achieving Best Practice maturity. This approach
is not all-or-none and while achieving the control or improvement stage is encouraged, OPM3 methodology
encourages exibility that aligns with organizational objectives.
5.2.2 Organizational Enablers Best Practices
Organizational Enablers are structural, cultural, technological, and human-resource practices that can be
leveraged to support and sustain the implementation of Best Practices in projects, programs, and portfolios.
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For example, implementing the Capabilities relating to the Best Practice of Recognize the Value of Project
Management will help an organization achieve its project management maturity goals, although it is not
directly linked to the project management process improvement path.
The Capabilities of the OE Best Practices describe some of the general management processes that should
be developed in an organization to support project management. An organization is inuenced by many systems
and cultural factors that are part of its business environment. These factors are made of Best Practices around
training, implementing project management methodologies, and techniques and other practices that dont
appear directly in the process standards published by PMI, but are a part of the organizational context of each
domain and all domains of organizational project management.
The Best Practices Directory in OPM3 Online and Table 6-1 contain the OE Best Practices.
An example of an Organizational Enabler Best Practice is 5240, Establish Internal Project Management
Communities. Its Capabilities are:
Capability Number Capability Name
5240.010 Facilitate Project Management Activities
5240.020 Develop Awareness of Project Management Activities
5240.030 Sponsor Project Management Activities
The Organizational Enablers may exist within one or many domains and do not belong to any Process
Group. They exist within the contextual framework of each domain and support the organizations achievement
of the SMCI Best Practices for the domains.
5.3 Dependencies among Best Practices and Capabilities
To ascertain the existence of a Best Practiceand, therefore, to assess the organizations maturity
accuratelyan organization must understand the interdependencies between Capabilities.
One type of dependency is represented by the series of Capabilities leading to a single Best Practice. In
general, each Capability builds upon preceding Capabilities, as illustrated in Figure 5-1.
Continuing the example used earlierBest Practice 1020, Standardize Develop Project Management Plan
Processthe series of four interdependent Capabilities is as follows. They are listed here as they would
appear in the Improvement Planning Directory of OPM3 Online, in sequence from least dependent to most
dependent:
1. Establish Process Management Governing BodyThe organization enables Develop Project
Management Plan process improvements by authorizing the appropriate governing bodies to make
critical decisions on process improvement goals and plans.
2. Develop Project Management Plan ProcessThe organization assembles, develops, purchases, or
otherwise acquires a Develop Project Management Plan process.
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3. Communicate Develop Project Management Plan processThe organization communicates the
availability of a Develop Project Management Plan process to all necessary stakeholders.
4. Adopt the Develop Project Management Plan ProcessThe Develop Project Management Plan
process is consistently implemented and practiced across the organization.
There may be situations where dependencies are mutual in nature. A Capability may generate an output
that becomes an input to another Capability. This, in turn, updates a work product as an input into a Capability
within the same sequence as the rst Capability. In such situations, it may be best to approach improvements
to the two processes in parallel. Figure 5-3 illustrates this kind of dependency, where a Capability within Best
Practice 13 depends on a Capability in Best Practice 7. As a result, at least one of the Capabilities within Best
Practice 13 depends on the existence of one of the Capabilities within Best Practice 7.
Figure 5-3. Dependency Can also Exist between the Capabilities of Different Best Practices
For example, Best Practice 1000, Establish Organizational Project Management Policies, is a Best Practice
that helps achievement of the rest of the SMCI Best Practices. The description of the Best Practice is, the
organization has policies describing the standardization, measurement, control, and continuous improvement
of organizational project management processes. So, before the organization attempts to standardize,
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measure, control, and continuously improve the project management processes, it would help to have policies
established for doing so. The denition description of the rst Capability, 1000.010 Established Standardization
Policies is the organization has policies explaining which organizational project management processes must
be standardized. So 1000.010 should exist before you can start on Best Practice 1020 which standardizes the
project plan development processes.
Breaking down each Best Practice into its constituent Capabilities, and showing the dependencies among
them, reveals a sequence that provides a basis for decisions related to improvement.
5.4 Categorization of Best Practices within OPM3
Since the OPM3 list of Best Practices and Capabilities is extensive, organizations can review them in
various categories for understanding and to create an improvement path for the achievement of Best Practices
appropriate to their needs. The following list describes the categorizations of Best Practices an organization
may use as currently identied in OPM3.
Domain. This category refers to the three domains of Project, Program, and Portfolio Management as
described in Chapter 4. Each Best Practice and Capability in OPM3 may be mapped to one or more
of these domains of organizational project management.
SMCI stage. This category of Best Practices refers to the stages of process improvement. Each
Best Practice and Capability in the OPM3 Standard is associated with one or more of these process
improvement stages.
Organizational Enablers (OE). This category of Best Practices helps an organization achieve the
SMCI Best Practices. An organization could increase maturity by achieving the SMCI Best Practices,
but actually implementing those practices would be difcult without putting into place the processes
which the OE Best Practices describe. For instance, the Organizational Enabler Establish OPM
Leadership Program will help sustain a group of leaders who can champion OPM3 improvement
plans. See Section 5.2.2 for more about OE Best Practices.
Process Groups. This category groups Capabilities within each domains Process Group. See Chapter
4 for the list of Process Groups for each domain.
Knowledge Area. A Knowledge Area is another category of Best Practices that describes an
identied area of project management, dened by its knowledge requirements. These requirements
are described in terms of component processes, practices, inputs, outputs, tools, and techniques
as dened in the PMI standards for portfolio, program, and project. For instance, the program and
project standards use the Risk Management Knowledge Area to group processes. An organization
could decide to work on the Best Practices within the Risk Management Knowledge Area for both the
Project and Program domains.
Project predictability. This category identies the Best Practices that support an organizations
ability to accurately forecast any deviations in the outcome of the project.
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Resource optimization. This category identies the Best Practices that provide the ability to identify,
deploy and release project resources that deliver customer value.
Balanced scorecard. This subset of Best Practices supports an organization in the development
and execution of uniform reporting and tracking mechanisms (such as a balanced scorecard) so that
strategy execution is measured consistently and objectively.
As illustrated in Table 5-1, categorization of Best Practices helps an organization plan an improvement
path based on areas that offer the most value, or require the most work to achieve organizational goals. As an
example, an organization might select to work on the standardization Best Practices for the Planning processes
within the Project and Program domains.
Table 5-1. OPM3 ConstructAn Overview
5.5 OPM3 ConstructAn Overview
OPM3 is a model of Best Practices and process Capabilities, constructed in way so as to allow any
organization to use various paths for maturity improvements. The following section reviews and illustrates
the OPM3 Constructs components from beginning to end and puts them together in a new, holistic context to
enable an organization to see how the model operates in a practical application.
First, Best Practices are a set of process Capabilities that must be achieved to demonstrate the Best
Practice. Each Best Practice is associated with one or more domains as illustrated in Figure 5-4.
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Figure 5-4. Example 1Best Practices and Associated Domains
Each Best Practice also lies within either a process improvement (SMCI) category or an Organizational
Enabler (OE) category. The processes within each domain are linked to each other through ows of information
(depicted in Figure 5-5 as arrows). Similarly, the domains themselves are linked through ows of information.
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Figure 5-5. Example 2Best Practices and Associated Domains
Achieving the SMCIs in a progression from Standardize, Measure, Control and continuously Improve (though
not required), facilitates increased organizational project management maturity. The OEs help support this
achievement. Figure 5-6 illustrates how the organization increases maturity by pursuing the SMCIs.
Figure 5-6. Organizational Enablers Support SMCI Best Practices
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Finally, the entire process model describes the dependencies and interrelationships of the OPM3 components.
These components include the three domains of portfolio, program, and project management, the Process Groups
for each domain and their four stages of process improvement, as well as enablers that support organizational
project management. The constructs components are further decomposed into Best Practices, Capabilities and
their respective Outcomes and KPIs to complete the process model. Every Best Practice and Capability within
OPM3 is mapped to one or more locations within the OPM3 Construct illustrated in Figure 5-7.
Figure 5-7. OPM3 Construct
Chapter 6 contains the full list of OPM3 Best Practices.
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CHAPTER 6
THE OPM3 BEST PRACTICES
6.1 OPM3 Best Practices
Best Practices are optimal methods, currently recognized within a given industry or discipline, to achieve
a goal or objective. In the OPM3 context, a Best Practice is achieved when an organization demonstrates
consistent organizational project management processes evidenced by the achievement of the Capabilities and
Outcomes associated with each Best Practice.
Chapters 1 through 5 describe OPM3 and its components. This chapter lists the Best Practices themselves
and maps them to the two major categories within OPM3. The categories of Best Practices are:
Domain (Project, Program, and Portfolio)
Organizational Enabler or SMCI (standardize, measure, control and improve)
An organization will use Table 6-1 after performing the high-level self-assessment method (SAM) to identify
Best Practices for any potential improvement effort. The table provides the name and a brief description of
each Best Practice, and maps each Best Practice to the appropriate OPM3 categories. The mapping allows
the organization to focus on those Best Practices related to the category or categories of greatest important to
them without having to complete the entire set of Best Practices.
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
41
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
42
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
43
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
44
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
P
_
I
d
B
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_
N
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m
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
45
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
46
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
47
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
48
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
P
_
I
d
B
P
_
N
a
m
e
B
P
_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
49
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
50
2008 Project Management Institute. OPM3

Second Edition
B
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
51
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
52
2008 Project Management Institute. OPM3

Second Edition
B
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_
I
d
B
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N
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
53
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
54
2008 Project Management Institute. OPM3

Second Edition
B
P
_
I
d
B
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_
N
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D
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
55
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
56
2008 Project Management Institute. OPM3

Second Edition
B
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
57
2008 Project Management Institute. OPM3

Second Edition
B
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
58
2008 Project Management Institute. OPM3

Second Edition
B
P
_
I
d
B
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_
N
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e
B
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_
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
59
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
60
2008 Project Management Institute. OPM3

Second Edition
B
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
61
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
62
2008 Project Management Institute. OPM3

Second Edition
B
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
63
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
64
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
65
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
66
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
67
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
68
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
69
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
70
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
71
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
72
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
73
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
74
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
75
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
76
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
77
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
78
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
79
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
80
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
P
_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
81
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
82
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
83
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
84
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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_
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
85
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
86
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
87
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
P
_
I
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
88
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
89
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
P
_
I
d
B
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_
N
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m
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
90
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
91
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
92
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
93
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
94
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
95
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
96
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
B
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_
I
d
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N
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This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
97
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
98
2008 Project Management Institute. OPM3

Second Edition
6
CHAPTER 6 THE OPM3 BEST PRACTI CES
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
99
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
100
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
101
2008 Project Management Institute. OPM3

Second Edition
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6
CHAPTER 6 THE OPM3 BEST PRACTI CES
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
This copy is a PMI Member benefit, not for distribution, sale, or reproduction.
103
2008 Project Management Institute. OPM3

Second Edition
APPENDIX A
SECOND EDITION CHANGES
A.1 General Changes
The purpose of this appendix is to provide explanations of the changes made to the Organizational Project
Management Maturity Model (OPM3

) Second Edition. Major changes not detailed under Section A.2 on

Structural Changes in this appendix include:
A.1.1 Harmonization with other Revised PMI Standards
The most pronounced change represented in the Second Edition is the alignment of this standard with the
PMBOK Guide

Fourth Edition, and the Second Editions of the Program and Portfolio Management standards.
The enhanced OPM3 presents many new or revised Best Practices and Capabilities, reecting the changes
made to these other PMI standards.
The OPM3 architecture was updated so that the Best Practices use the process names exactly as found in the
other PMI standards. Similarly, the Capabilities that aggregate to these Best Practices were also standardized
so that each process is comprised of 15 Capabilities. The processes from these other standards are often
referred to as process capabilities.
Among the signicant changes is the approach to categorizing, or grouping, the Best Practices. The previous
edition of OPM3 organized the Best Practices by Domain, Process Group, and Process Improvement Stage. The Second
Edition introduces the new categories of Knowledge Areas, Organizational Enablers, and Business Outcomes.
Knowledge Areas allow greater continuity and consistency between Best Practices in the model and
the other PMI standards;
Organizational Enablers is a new term which identies those specic Best Practices that make
project management and organizational improvements possible and sustainable;
Business Outcomes refers to Best Practices within the model that specically help an organization
to achieve its strategic objectives.
Many of these changes basically reect the user feedback based on how the model was being applied in the eld.
A.1.2 Self Assessment Method (SAM) Questions
Customer survey results received from users of the model over time have indicated that the original self-
assessment method (SAM) questions were not sufciently robust to support meaningful assessment of an
organizations current Best Practices. The SAM component of the new OPM3 model now contains new, updated
questions, each of which is cross-tabulated with one or more Best Practices. The improvements should increase
the SAMs usability and acceptance in the eld.
A
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A.2 Structural Changes
The Second Edition is structured to emphasize the value of using the Organizational Project Management
Maturity Model in organizations to drive the best possible results.
Table A1 describes and displays a side-by-side comparison of the changes in each section.
Table A1. Comparison of Structural Changes
2003 Edition Sections Second Edition Sections
Section 1 Introduction to OPM3
Chapter 1 Foundational Concepts
Chapter 2 User Overview
Section 1 Introduction to OPM3
Chapter 1 Introduction
Chapter 2 Foundational Concepts
Section 2 Understanding the Model
Chapter 3 Best Practices
Chapter 4 The Organizational Project Management
Processes
Section 2 Understanding the Model
Chapter 3 The OPM3 Cycle
Chapter 4 The Organizational Project Management
Processes
Section 3 Using the Model
Chapter 5 The OPM3 Directories
Chapter 6 The OPM3 Cycle
Section 3 Using the Model
Chapter 5 The OPM3 Construct
Chapter 6 The OPM3 Best Practices
Section 4 Appendices
Appendix A The Program Management Institute
Standards-Setting Process
Appendix B Evolution of the organizational project
management maturity model.
Appendix C Contributors and Reviewers of the OPM3
Appendix D OPM3 Self-Assessment
Appendix E Comprehensive Assessment: Detail
Substeps
Appendix F Best Practices Directory
Appendix G Capabilities Directory
Appendix H Improvement Planning Directory
Appendix I Program and Portfolio Management Process
Model
Section 4 Appendices
Appendix A Second Edition Changes
Appendix B Evolution of the OPM3 Maturity Model
Appendix C Contributors and Reviewers of OPM3
Second Edition
Appendix D Self Assessment Method
Appendix E Online Tools
Appendix F OPM3 Case Study
Appendix G Assessment and Improvement How-To
Guide
A.2.1 Changes to Section 1 Introduction to OPM3.
Chapter 1 has become the new Chapter 2, explaining the foundational concepts of OPM3, including how the
Best Practices can guide an organization in sustaining or improving its degree of maturity.
Chapter 2, User Overview, was removed, and a new Chapter 1, Introduction, was added, emphasizing the
organizational perspective and the usability of the OPM3 Maturity Model as a way to assess and improve its
maturity in the execution of projects, programs, and portfolio management in support of the organizations
strategic objectives.
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Table A2. Changes to Section 1
2003 Edition Second Edition
Chapter 1 Foundational Concepts
1.1 OPM3 Purpose and Scope
1.2 Implementing Strategy through Projects
1.3 Organizational Project Management
1.4 Organizational Maturity
Chapter 1 Introduction
1.1 OPM3 Organizational Perspective
1.2 Strategy Execution
1.3 OPM3 Components
1.4 Maturity Assessment
1.5 Organizational Improvement Plan
1.6 Overcoming the Improvement Dilemma
Chapter 2 User Overview
2.1 How the Standard is Organized
2.2 Knowledge, Assessment and Improvement
2.3 Introduction to OPM3 Steps
Chapter 2 Foundational Concepts
2.1 OPM3 Purpose and Scope
2.2 Organizational Project Management
2.3 Organizational Project Management Maturity
2.4 OPM3
2.4.1 Domains
2.4.2 Organizational Enablers
2.4.3 Multi-Dimensional View of Maturity
A.2.2 Changes to Section 2Understanding the Model
Section 2 starts with Chapter 3, The OPM3 Cycle, which was formerly Chapter 6. Best Practices are now
found in Chapter 6. Chapter 4 presents The Organizational Project Management Processes, and changes based
on the new editions of other PMI standards.
Table A3. Changes to Section 2
2003 Edition Second Edition
Chapter 3 Best Practices
3.1 What are Best Practices
3.2 How Best Practices Can Be Used
3.3 Capabilities, Outcomes, and Key Performance
Indicators
3.4 Dependencies Among Best Practices and
Capabilities
3.5 Categorization of Best Practices and Capabilities
within OPM3
Chapter 3 The OPM3 Cycle
3.1 Knowledge, Assessment, and Improvement
3.2 Introduction to the OPM3 Improvement Cycle
Chapter 4 The Organizational Project Management
Process
4.1 Introduction
4.2 Project, Program, and Portfolio
4.3 Project Management Processes
4.4 Program Management Processes
4.5 Portfolio Management Processes
4.6 How Portfolio, Program, and Project Management
Processes Constitute the Organizational Project
Management Process
Chapter 4 The Organizational Project Management
Process
4.1 Introduction
4.2 Project Management Processes
4.3 Program Management Processes
4.4 Portfolio Management Processes
4.5 Attributes of Portfolio, Program, and Project
Management Processes
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A.2.3 Changes to Section 3Using the Model
Section 3 introduces a new chapter, The OPM3 Construct, which explains all the components of the OPM3
Maturity Model and the interrelationships between the Project, Program, and Portfolio Management domains
processes, Best Practices, Capabilities, Outcomes, and Key Performance Indicators. The last chapter of this
section details the updated Best Practices and maps them to the revised categories of the model.
Table A4. Changes to Section 3
2003 Edition Second Edition
Chapter 5 The OPM3 Directory
5.1 Introduction
5.2 Explanation of the Directories
5.3 Sample Directory Page
Chapter 5 The OPM3 Construct
5.1 Best Practices
5.2 SMCI and Organizational Enablers
5.3 Dependencies among Best Practices and
Capabilities
Chapter 6 The OPM3 Cycle
6.1 Introduction
6.2 Diagram of the OPM3 Cycle
6.3 Steps of the OPM3 Cycle
Chapter 6 OPM3 Best Practices
A.2.4 Changes to Section 4Appendices
Changes to the Appendices include:
Appendix A on The Project Management Institute Standards-Setting Process is replaced by Appendix
A on Second Edition Changes.
Appendix B on Evolution of the Organizational Project Management Maturity Model is now updated to
include the rationale behind the Second Edition.
Appendix C on Contributors and Reviewers of the OPM3 is updated to recognize the core team
members and volunteers who participated in the development of this new edition.
Appendix D on Self Assessment Method is now updated with new questions; and all questions are
now cross-referenced with one or more Best Practices.
Appendix E on Comprehensive Assessment: Detailed Substeps is replaced by an explanation for the
uses of and distinctions between the OPM3 Online tool and the ProductSuite Tool.
Appendix F on Best Practices, is now Appendix F on OPM3 Case Study illustrating a real example of
how OPM3 was used in an organization and the outcomes of that process.
Appendix G on Capabilities Directory is replaced by a detailed explanation of how to implement the
OPM3 process model in an organizationthat is, how to conduct a maturity assessment and create
an improvement plan.
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Appendix H on Improvement Planning has been removed as this information has been incorporated
elsewhere in the Second Edition.
Appendix I on Program and Portfolio Management Process Model has been removed because PMI has
published the standards on program and portfolio management since OPM3 was rst published.
A
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APPENDIX B
EVOLUTION OF THE ORGANIZATIONAL PROJECT MANAGEMENT
MATURITY MODEL
In 1998, the Project Management Institute (PMI) chartered the OPM3 project to develop an organizational
project management maturity model to be a global standard for organizational project management.
Marge Combe and Paul Dinsmore were appointed as co-project managers. OPM3 was intended to guide the
development of capabilities necessary to execute organizational strategy through successful projectsas
distinguished from capabilities associated only with management of individual projects. Furthermore, OPM3
was to be usable by organizations of all sizes and types, in virtually any industry or culture.
B.1 Discovery Phase and Examination of Existing Models
In January 1999, John Schlichter was asked to lead OPM3 and launched a discovery phase by enrolling
volunteers from a variety of countries. Shortly after that, Stan Rifkin was appointed as Deputy Program Manager.
It was decided early on that OPM3 should represent innovation and original thinking, and not be simply derived
from other existing maturity models. Consequently, primary and secondary research projects were incorporated
into the OPM3 program to help lay the foundation for OPM3. This research was led by Terry Cooke-Davies and
John Moran.
In the process, existing models had to be examined. The concept of organizational maturity had been
popularized through the successful Capability Maturity Model for software development that was created
by the Software Engineering Institute of Carnegie-Mellon University between 1986 and 1993. Integral to that
particular model is the concept that organizations exist at one of ve levels of maturity and, if they choose to
do so, can improve themselves by advancing sequentially through these levels to a higher state of maturity.
The benet of advancing to a higher level is an increasing software process capability, which results in
improved software productivity. Since software is developed through projects, it is natural that the concept of
organizational maturity would migrate from software development processes to project management (Peter
W.G. Morris, Researching the Unanswered Questions of Project Management, Project Management Research
at the Turn of the Millennium: Proceedings of PMI Research Conference 2000 [Project Management Institute,
2000], 87). Possibly as a result of this, a number of project management maturity models appeared during the
mid-90s that were more heavily inuenced by the thinking of the project management profession. Some of
these incorporate concepts from the PMBOK

Guide 2000 Edition.

An OPM3 Model Review Team, led by Peter Rogers and Marlies Egberding, was appointed to examine existing
approaches to assessing an organizations maturity in project management processes. A set of questions was
developed to provide a framework for the review process, covering ve primary areas of examination:
Scope of the model being reviewed, including its boundaries, focus, origin, and purpose;
B
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Capabilities of the model, including its coverage of the PMBOK

Guide, the extent to which paths to

maturity are modeled, the working denition of maturity, and linkages to project success;
Methodology for assessing maturity and potential for organizational self-assessment;
Model structure, including the question of whether it is staged or continuous, and whether pre-
requisites are dened; and
Existence of an implementation plan to assist organizations desiring to become more mature in
project management processes.
The team identied and reviewed 27 contemporary models. Teams of 3 were assigned to examine 17 of
these in greater depth. Each team performed an independent model review and submitted a model review
report.
The analysis concluded that existing models left many important questions about project management
maturity unanswered and that the team should proceed with the development of an original model. Key
research conclusions included:
No existing maturity model satised the requirements elicited for the OPM3;
No existing model addressed all of the Best Practices identied for OPM3; and
No existing model addressed the constraints on organizational change that dictate how Best Practices
must be achieved incrementally.
The team agreed that maturity models are products designed to guide the process of achieving maturity.
They also agreed to explore designing a causal model or engineering model, based on the premise that the
Model must actually identify and document observable results within organizations. At this point the Guidance
Team was formed, to assist the program manager and deputy with decisions surrounding OPM3. This team
structure, developed at the beginning of the product, continued until the projects conclusion. In addition to the
core Guidance Team positions, the Team was made up of heads of several subteams, which were charged with
carrying out the countless tasks required to move the project forward. Throughout the life cycle of the project,
many volunteers held Guidance Team positions. For a listing of those volunteers who were on the Guidance
Team at the close of the project, refer to Appendix C.
In October 1999, Terry Cooke-Davies, then co-lead of the Research Team, became deputy to the Program
Manager, John Schlichter. Cooke-Davies held this deputy position until July 2001.
B.2 Development Challenges
The OPM3 Guidance Team decided to conduct a survey in Spring 2000 to determine the current state of
organizational project management in business, to identify possible problem areas, as well as Best Practices.
The strategy, up to this point in Q1 2000, had reected largely a classic waterfall development approach:
initial research was to feed into design, design into build and test and so on. But there were difculties associated
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with the analysis of the qualitative research, and PMI asked the team to do everything possible to accelerate
the project timetable.
The OPM3 Guidance Team modied its strategy in two ways: to move away from the waterfall development
model towards a strategy that aligns more to rapid prototype development, and to involve members of the
project management profession as subject matter experts more closely in both the research and the design
of OPM3.
B.3 Identifying Best Practices
The team was faced with the need to nd alternative methods for identifying organizational project
management best practices, and agreed to utilize a brainstorming technique to facilitate the collection of input
from individuals in a group, in such a way that no single person could dominate the process. This process
was expanded to include members of the PMI Seminars and Symposium Standards OPM3 Working Session in
September 2000.
In a rst round of brainstorming, participants were invited to suggest elements that constituted maturity
in organizational project management. Denitions for maturity were developed. This resulted in approximately
80 suggested elements, which were then consolidated down to 59 to reduce overlap and duplication.
In a second round, approximately 200 OPM3 volunteers were invited to review the elements and evaluate
them against three criteria scales:
Do they contribute to an organizations project management maturity?
Can an organization implement them directly, without prerequisites?
Are they conducive to performance criteria to measure the effectiveness of implementation?
The process resulted in the conclusion that the elements reviewed in the second round comprised a good
starting point for the designing of a rst iteration of the new standard.
Up to this point, each elementor Best Practice, as they were later renamedwas written as a complex
statement containing multiple ideas. These were then decomposed into individual ideas. This process ultimately
resulted in the identication of approximately 170 Best Practices.
B.4 Capabilities, Outcomes, KPIs
In order to engage the broader team in the identication of the Capabilities that aggregate to their associated
Best Practices, the team distributed the content (Best Practices) and divided the labor of identifying the
Capabilities. To provide a rationale for the distribution of the Best Practices, Christopher Bredillet, Terry Cooke-
Davies, and Ralph Levene devised a method for analyzing the actual words used in the descriptions of each
Best Practice, and clustering Best Practices based on their afnity with certain key issues. A team of volunteers
was then assigned to each cluster, resulting in 10 teams called Design Cells. The work of the Design Cells
was then analyzed by the Synthesis Team, under the leadership of Tina Slankas and Helen Cooke.
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Because the Guidance Team and PMI had agreed on the development of a causal model, a model that
described causes and effects, they also agreed that the Capabilities being identied (leading to the Best Practices)
should produce Outcomes. The Design Cells were empowered to articulate the Outcomes corresponding to the
Capabilities that they had identied.
In the next face-to-face meeting of the Guidance Team, Bill Wright proposed that the team should develop
Key Performance Indicators (KPIs) to describe what a user should look for to determine whether an Outcome
corresponding to a Capability had been produced. The Guidance Team discussed this proposal and approved it.
This ultimately resulted in identication of thousands of Key Performance Indicators.
In May 2001, the OPM3 Project Team proposed that OPM3 could be positioned as a unique resource for
enabling rigorous diagnosis, planning, and prioritization of improvement efforts. In June 2001, PMI agreed.
B.5 Customer Requirements
Also in 2001, the Research Team, led by Saurel Quettan and Fred Abrams, began identifying organizations
that constituted potential users of OPM3 and proling them. Surveys were deployed in June, August, and
September 2001 to elicit requirements from the marketplace for development of the Model.
The results indicated that OPM3 must be realistic, practical, easy to use, consistent, scalable, exible,
accurate, focused on improvement, and clearly demonstrate the relationship between causes and effects.
In addition, 80 % of respondents said they wanted a direct relationship between OPM3 and the PMBOK

Guide. Of those surveyed, 86 % wanted a self-assessment component and third-party assessment. These and
the other ndings from the surveys dictated which requirements OPM3 would satisfy.
In July 2001, the Research Team began to design alpha and beta testing approaches to validate OPM3.
Concurrently, PMI began to advertise the need for OPM3 beta testers. Everyone who expressed interest in the
testing was invited to work with the team to plan the testing effort.
B.6 Process Model
Upon producing the majority of Capabilities and Outcomes by third quarter 2001, the Guidance Team
recognized a new problem. Led by Ade Lewandowski, the Process Model Team realized that all of the incremental
Capabilities that had been articulated did not explain how an organization achieves organizational strategies
through projects. It was also unclear how to organize the content of the model in a useful format that makes
sense and that people can relate to. To address these problems, in the third quarter 2001, the team began to
discuss the development of a process model. PMI indicated support of this idea. While the decision to pursue a
Process Model would make developing OPM3 more complex, all agreed that it would make OPM3 more useful.
There was wide discussion, and the team ultimately decided to take this approach. In a subsequent survey, a
majority of respondents conrmed that a process model was a valid and desirable approach to development of
OPM3later to be coined the OPM3 Construct.
B
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A number of components were developed by the Integration and Process Model Teams during 2002 that all
came together to form the OPM3 Process Construct. In addition to the Best Practice work mentioned previously,
new Capabilities were developed to address the four process improvement stages of Standardize, Measure,
Control, and continuously Improve, for any process. After being reviewed and validated, these Capabilities
were later extended to each of the processes within each organizational project management domain (Project,
Program, and Portfolio). During the Guidance Teams next face-to-face meeting in October 2002, it was decided
that a Best Practice would be created for the achievement of each stage of process improvement, and for each
process in each domain, resulting in 468 additional Best Practices. This method provided complete coverage of
the organizational project management process for assessments and improvement planning.
These Best Practices and Capabilities were integrated with the existing ones, and dependencies between
the Capabilities were identied and incorporated into OPM3. Finally, all the Best Practices and Capabilities were
mapped to the appropriate process improvement stage and organizational project management domain.
(In subsequent months, through a series of quality review processes, PMI trimmed a number of Best Practices
from OPM3 to eliminate ambiguous or overlapping items, resulting in the nal number of 586 Best Practices.)
At its next face-to-face meeting in late 2002, the Guidance team adopted and updated a plan and schedule.
They also developed the initial Concept of Model Operationdescribing how a user would travel through
OPM3and discussed the Process Model. They agree that the Process Model should have a direct link to the
PMBOK

Guide, as it was clear that the market wanted such a link. As a result, the team agreed to use the
PMBOK

Guides Initiating, Planning, Executing, Controlling, and Closing (IPECC) Process Group framework. The
team invited PMI to comment on this framework and PMI approved it. It was decided that OPM3 would describe
how these processes can be made capable through the four process improvement stages: Standardize,
Measure, Control and continuously Improve. The construct would be used to organize all of the Capabilities of
OPM3.
B.7 House of Quality
In this same face-to-face meeting, the Guidance Team identied all of the design components of the model.
The team then evaluated each design component against the requirements identied from the surveys of the
marketplace. This was done through a voting process using techniques called Quality Function Deployment
and House of Quality. The House of Quality, or HoQ, is an implementation of Quality Function Deployment that
provides focus on customer requirements and correlation of all activities to satisfy these requirements. Use of
the House of Quality approach successfully captured the following information:
The benets that customers would want OPM3 to deliver were established by means of a survey. This
established HoQ Room 1;
Through market research and analysis, the team established an understanding of the customers and
other models in the marketplace. This established HoQ Room 2;
Through analysis, the team established a set of design attributes for the OPM3. This established HoQ
Room 3;
B
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Through a survey, the team determined the priority ranking of the customer requirements. This
established HoQ Room 5.
Through analysis, the team completed pair-wise comparisons of the rank- ordered customer
requirements (Room 1/Room5) against the OPM3 design attributes (Room 3) to populate Room 4,
which depicts the importance of each design attribute vis--vis the customer requirements. This
established HoQ Room 4.
Through analysis, the team evaluated all of the design attribute importance data in Room 4 to deduce
a priority order for the OPM3 design attributes (Room 6).
Room 6 compared OPM3 to other models for the purpose of benchmarking. The results of this
comparison provided assurance that OPM3 is at least equal to, and probably superior to, other models
in the same marketplace. This provided HoQ Room 7.
Through analysis, the team completed pair-wise comparison of the design attributes to determine if
providing any pair of Capabilities/functionalities results in synergies or the need to trade-off what can
be accomplished. This effort was completed for the highest priority design attributes and populated
HoQ Room 8.
B.8 Alpha Testing of OPM3
By April 2002, the team had planned an OPM3 Testing Strategy. The Alpha Testing, led by Clarese Walker,
was a series of tests designed to assure that the Model met the House of Quality standards. The rst round
of testing looked at the content of the Best Practice and its Capabilities, Outcomes, and KPIs. The testers
examined the content for compliance with the style and grammar guides. In addition, they examined whether
the Best Practice and the ow through its Capabilities simply made sense. The purpose of the initial review was
to ensure that each Best Practice was, in fact, a Best Practice. Each of the Capabilities, Outcomes and KPIs was
then unit-tested against the Best Practices. The dependencies between Best Practices were veried through
a series of system tests. Finally, following revisions to the documentation, the complete model was again
subjected to regression testing to ensure the quality of the product prior to providing it to the beta testers.
B.9 Leadership Transition
In November 2002, after more than 4 years of leading the OPM3 Project Team, John Schlichter passed
the leadership of the program to his deputy Ralf Friedrich, but continued for 6 months as an advisor to the
management team. Bill Haeck became Ralf Friedrichs deputy.
B.10 Getting the Standard in a Tangible Format
As 2002 came to a close, the Guidance Team began to focus on rening the emerging OPM3, on optimizing
the interface of OPM3 for the user, and on preparing to solicit and react to the results of beta testing. One of the
primary challenges that OPM3 presented was its size and complexity. OPM3 had to be packaged and presented
in a manner which would not be intimidating. To organize the massive quantity of data, making it accessible
and usable to organizations, John Schlichter, Ade Lewandowski, and Fred Abrams collaborated on designing
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a prototype solution. The prototype consisted of three directories presenting information on the Best Practices,
Capabilities, Outcomes, and Key Performance Indicators in a systematic and accessible manner. The prototype
was presented at a meeting of the guidance Team in January 2003 and it was approved. To advance the work
of creating these directories, a Model Team was created, led by former Research Team co-lead Fred Abrams
and former risk manager, Glenn Carleton.
One of the most important decisions made early in 2003 was that OPM3 would be presented to the public in
a multi-media format. This decision resolved the issue of page count, which had presented cost and size issues.
The decision also presented new and compelling opportunities for arranging and displaying the encyclopedic
scope of the Knowledge, Assessment, and Improvement elements of OPM3.
Prior to providing OPM3 to the beta testing community, the work that had begun in 2001 to ensure the
quality of OPM3 had to be completed. First and foremost, there was a considerable amount of work to be done
to verify that the dependencies across and between Best Practices and Capabilities were sound. Also, a review
of all the OPM3s components was needed to ensure that they were well written, with consistent tense, tone,
and syntax. To accomplish this, the Guidance Team empowered a select group of individuals, appropriately
named the Extreme Review Team (ERT), led by Clarese Walker and Mila Bozic, to put the entire baseline network
through the rigor of this analysis. For almost 2 months, paired members of this team analyzed and modied the
directory content to assure sufcient quality to present OPM3 to beta testers.
At the same time, selected OPM3 members began assisting a technical writer, Paul Wesman, with the task of
actually describing OPM3 and the concepts of OPM3. Professional writing expertise was needed for the primary
writing and editing of OPM3, to ensure the nal product would read smoothly and with one voice. For the rst 6
months of 2003, the team was heavily engaged in writing, rewriting, editing, and amending the OPM3 text. As
a result of these efforts and the efforts of the ERT, by June 2003, the OPM3 team was able to release a draft of
OPM3 to beta testers for its rst complete test run.
B.11 Beta Testing of OPM3
Through the end of 2002 and throughout the rst half of 2003, the Beta Test Team, led by Tom Keuten, had
worked to identify, qualify and select a nal list of organizations from industry willing to spend the time and
resources necessary to test OPM3. These testers also had to be organizations that had not participated in the
development of OPM3. Beta testers would test OPM3s functionally and provide valuable feedback on how to
revise and improve the product. By mid-2003, as the narrative and directories were nearing completion, the
Beta Test Team nalized its list of beta testers, supported by mentoring teams.
During these beta tests, organizations reviewed OPM3 and provided feedback to the program team. Beta
testers then tried to plan improvements within their organizations while using the steps of the OPM3 Cycle. Over
20 global companies of various sizes that are active in a range of industries contributed to this testing effort.
Survey responses and comments from Beta testers were reviewed and adjudicated by the Filter Team, led by
Claudia Baca, and considered during the revision process.
B
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B.12 The Home Stretch
In the last months of the project, the Home Stretch Review Team (HST), led by PMI Standards Project
Specialist Lisa Kruszweski, navigated through three separate rounds of testing by multiple groups, including
beta testers, the larger OPM3 community, subject matter experts, and PMI itself. Finally, after several rounds
of revisions and reviews, the team submitted OPM3 on schedule to PMI for publication at the beginning of
September 2003.
B.13 Opportunities for the Profession
OPM3 will not only provide a springboard for further development in this area, but will have an immediate
impact by allowing companies to learn about, assess, and ultimately improve their ability to achieve
organizational success through the use of project management. PMI looks forward to the use of this work
by other professionals within the project management community to further advance the cause of project
management maturity. OPM3 will also be a platform from which other standards can be derived. For example,
it contains the foundation for a standard on project portfolio management.
B.14 Development Challenges
While publication is the end of the journey to develop the rst edition of OPM3, it is the beginning of a long
journey to advance the maturity of the project management profession. The rst release of OPM3 will create a
context for rening and extending the Project Management Body of Knowledge regarding organizational project
management, and for improving the ability of organizations to achieve their organizational strategies through
projects.
OPM3 is the result of the hundreds of volunteers who have contributed to its development and who deserve
recognition and thanks. Without them, OPM3 would not be the product it is now. PMI would like to thank everyone
who spent time away from family, friends, and other important activities to contribute to the advancement of
the project management profession.
The following individuals, as listed in Appendix C of the 2003 edition of the OPM3 Knowledge Foundation,
contributed in many different ways to various drafts of the 2003 document and tool. PMI is indebted to them
for their support.
B.14.1 OPM3 Guidance Team:
Ralf Friedrich, PMP, MSc, OPM3 Program Manager
William Haeck, PMP, MBA, OPM3 Deputy Program Manager
Fred Abrams, PMP, CPL, Model Team Co-Lead
Claudia M. Baca, PMP, Integration Team Co-Lead
Mila Bozic, PMP, Quality Team Co-Lead
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Peggy Brady, PMP, Integration Team Deputy
Glenn Carleton, PMP, Risk Manager
Ajit Ghai, PMP, MSc, Mentoring Team Lead
Santosh Guha, PMP, MBA, Administration
Craig Hardy, PMP, Integration Team Deputy
Thomas Keuten, PMP, CMC, Research Team Co-Lead
Lisa Marie Kruszewski, PMI Standards Project Specialist
Ade Lewandowski, Architect
Rabbani Lutfur, MBA, PMP, Integration Team Co-Lead
Narasimha Naru Nayak, PMP, PGDIE, Quality Team Co-Lead
Jim Sloane, PMP, CM, Integration Team Co-Lead
Martin Talbott, PMP, Master Scheduler
Micheal Tipman, PEng, PMP, Research Team Deputy
Clarese Walker, PMP, Research Team Co-Lead
David Whelbourn, MBA, Quality Team Co-Lead
B.14.2 Former Program Management:
Marge Combe
Terence J. Cooke-Davies, PhD, BA
Paul Dinsmore
Stan Rifkin
John Schlichter, MBA
B.14.3 Signicant Contributors:
In addition to the OPM3 Guidance Team, the following individuals signicantly contributed to key concepts
or components of the model:
Fred Abrams, PMP, CPL Chris Beautement, PMP
Susan S. Bivins, PMP Christophe N. Bredillet, PhD, DSc, MBA
Robert I. R. Brown, APMP, ACIB Donald Bruck
Guadalupe M. Chavez Terence J. Cooke-Davies, PhD, BA
Michael J. Goodman, PMP, MSEE Harold S. Hunt, PMP, IT Project+
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Ade Lewandowski Bill Lowthian MEng, PEng
Crispin Kik Piney, BSc, PMP Saurel Quettan, PMP, MBA
Raju Narsing Rao, PMP Peter W. Rogers, MMA, MS
John Schlichter, MBA Paul W. Seljeseth, PMP
Tina Slankas, PMP Nick Warrillow, APMP, LLB
B.14.4 OPM3 Team Members:
In addition to the Guidance Team, the Former Program Management, and the Signicant Contributors, many
of these volunteers served as Guidance Team members, along with the following individuals who contributed
to the development of the model:
John J. Abbott, PhD Farhad Abdollahyan, MBA, PMP
Bernard E. Abey, PE, PMP Matthew Abraham
Rajendra Achanta Ravi Advani, MBA
Areeb Afsah, PMP Kevin J. Aguanno, MAPM, PMP
Sheikh Nisar Ahmed, MS, MCSP Emine Aydin Akkaya, BSA
Randall Alberts, CPM, PMP Italo Albidone
Petya Alexandrova, PMP Madinah S. Ali
Tobas Aliaga, MBA, PMP Jon K. Aldridge, PMP
Sheila Alvey Andrew A. Anderson
Harmon Anderson Karl Andy Anderson, PMP
Terry R. Anderson, PMP Jose Aniceto
Deborah L. Anthony Victor E. Anyosa, PMP
Joan Allen B. Arch, PMP Alexey Areev
O. Arivazhagan Scott E. Artmann
Ana Christina P. Assolari Mohammad Aziz
Dr. James Ballew, DM, MBA Michael Barr
Jorge Barros Mike Bartmanovich, PMP
Richard Barton Stacy Baskin
Pierre H. Batheret, PMP Leslie Bayer
Michel Bazinet, PMP Norm Beal
Roger D. Beatty, PhD, PMP Patrick Beauvillard
Nabil E. Bedewi, DSc, PMP Arley R. Bedillion
Jeff Begeman, MSPM, PMP Jim Beierschmitt
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George C. Belev, C.PM, CPCM Michael J. Bennett
Randy Bennett, MS, PMP Deo Karan Bhalotia, MS, PMP
Sapna Bhargava Atulkumar N. Bhatt, MBA, PMP
Mark Bierbaum Marty Biggs
Richard M. Bingman Jr., PMP G. Bittencourt, BSc, MBA
John A. Blakely, MS, PMP Nigel Blampied, PE, PMP
Jim Blaylock Victoria Bondy, BSc, PMP
Stephen F. Bonk, PE, PMP Herbert Borchardt
Eugene O. Borden, MBA, PMP Robert J. Borotkanics
David A. Boss, PMP Rejean Boucher, CD, PMP
Eugene C. Bounds, PMP Lynda Bourne, PMP
Stewart Bowman J. Chris Boyd, PMP
Savo Bozic, BSc David Bradford, PMP
Michael Branch Brenda L. Breslin, PMP
John A. Briggs, PMP Steve Briggs, MBA, PMP
Damien Brignell Will Brimberry
Timothy J. Briscoe, PMP, PMO CAQ Alberto S. Brito
Connie Brown, PMP Timothy S. Brown
Valerie Brown Vicki Bryant-Cano
Kim Buchalski Nina M. Burgess, CCM, PMP
John Buziak, PE, PMP Trony Yi Cai, MBA, PMP
Laura Caldwell, PMP Eoin J.P. Callan, MBA, PMP
Linda Campbell-Brooks Kim Caputo
Norman H. Carter, MBA Bruce C. Chadbourne, PMP
J. Brett Champlin, MBA, CSP/CCP Pradeep Chandra, PMP
Ramesh Chandrasekaran, MBA, PMP Carolyn Chapman
Catherine Joy Chapman Trevor Chappell, EurIng, PMP
Hemchander Chari Gordon Chastain
Monica Chauhan David C. Chen
Clala Xiao Cheng, MBA, PMP Gary L. Chin, PMP
Patrick Chouteau, MBA, PMP Curtis W. Clark, MBA, PMP
Juana F. Clark, PMP Alan Coates, PMP
Mary Pat Collins, MS, PMP Ronald E. Collins, PMP
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Carlos Colon, MBA, PMP Edna Colon, MBA, MSIS
David L. Conrad, MBA Helen S. Cooke, PMP
Nancy A. Corbett, PMP John E. Cormier
Patti Corrigan, CPCU, PMP Daniel E. Crabtree
Charles B. Craytor Colin H. Cropley, BE (Chem), PMP
Jack Crowley Margery Cruise
Patricia Louise Cunnington Wanda Curlee, DM, PMP
Darren Dalcher, PhD, MAPM Mario Damiani, PMP
David L. Davis David Davitian
Fabricio P. de Farias, PMP Aline Lucas de Moura Costa, PMP
Marcos Paulo Valadares de Oliveira Brian K. Dean, MBA, PMP
Wendy Decker, PMP Zamir Deen
Pasquale DeFilippis Jim Delrie, PE, PMP
Berry C. Densman, PMP Meena Desai
Ranjana Deshmukh Chuck Detwiler
Sheila L. Diduck, MBA, PMP Syed Ali Dilawer
Jerry Dimos, PMP Peter Dimov, CBM, PMP
Julie Ditmore Peter H. Dittmar, MBA
Vivek Dixit, CQA Miles Dixon, MA
Serif Haluk Dogancay, MBA Dan Dorion, PMP
Luis Augusto dos Santos Thomas James Douglas
Magnus K. Drengwitz, PMP Philippe Dubernard
Judith L. Dunlop Gloria J. Durham, MPM
Stefano Durighello, PMP Mark Dushanko
Mukesh Dutta, MBA, PMP Robert P. Eagan, MBA, PMP
Jason Eddinger Nancy Edgar
Tim Egan, PMP Marlies Egberding, PMP
Ruth Eisenhauer Karen Ekrem
John M. Elash, PMP Gary S. Elliott, MS
Lenita Elon Patrick J. Engesser
Tibor Eperjesi Patricia A. Erickson
Michael P. Ervick, MBA, PMP Guy Euget, PhD, PMP
David C. Evenson, PMP Pamela Farmer, PMP
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Dax Faulstich Chris Fawcett
Linda Fernandez, MBA Madhu Fernando, MEng
Jack P. Ferraro, PMP John F. Filicetti, MBA, PMP
Michael Fisher Daniel Forgues, MSc, PMP
Robert J. Fortin Paul Fosland
John M. Foster, MBA, PMP Kitty Francen, PMP
Fran Stoss Frank, MSPM, PMP Ann Franklin
William L. Franklin, PE, PMP Stephen L. Fritts, MBA, CMC
Kenneth Fung, MBA, PMP Michael J. Funke
Herman N. Gaines Jr., PMP Rajeev Garg, PMP
Gail E. Garland, MSOD, PMP Peggy Gartner, Dipl-Inf Wiss, PMP
Daniel J. Garvin T. K. (Ted) Gaughan
Bruce A. Geanaros Robert M. Gerbrandt
Vivian Gericke, MScEng, PMP Philip J. Gerson
David W. Gibson Timothy A. Gikas
Jeff Gold, MBA, CMC Peter B. Goldsbury, BE, DMS
Herman Gonzalez, PMP Kimberly Gordon
Joe Gorman Jackie Goss, PMP
Alan E. Gould, PMP Robert Graham
Mar Freire Grande Jackie Gray, PMP
Don J. Green Leon S. Green, MSc, PMP
Lianne Grifn, PMP David G. Grimmer, PMP
Angie Groves, PMP Michael J. Guffey
Karthika Rao Gupta, PMP Bulent E. Guzel
Jacqueline Haddad Nathalie Haddad
Aaron S. Hall, PMP Donna Hall, PMP
Warren J. Hall, BE, NZCE Jody Hampshire
Frederick S. Hansen Jeffrey R. Hansen
Frank L. Harper Jr., PhD(c), PMP Peter Harpum
Polly Harringon Sue Hasso, PMP
Saket R. Havaldar Harlton G. Hawk, CISSP, PMP
Michael R. Heiberg, JD, PMP Deborah H. Heintz, MBA, PMP
Penny Hendrix Rosemary E. Henley, PMP
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Cynthia Hennig Bonnie J. Hereford, PMP
James (Jim) A. Hessel, BEng, PMP Claire Hevey, PMP
Jason Highberger Jay R. Hilton, MBA, PMP
Cindy Hochart Lisa R. Hodges, MCSM, PMP
Jeffrey Hoffman Robert Hogzett
Valerie Hood-Moore Jacquelyn Hope
April E. Horne, MBA, PMP Richard Horne
Tim Hornett, PMP Andy Horsfall, PMP
George M. Horsham John Howe, PMP
Darrel G. Hubbard, PE Edmund N. Hudon, PMP
Rose-Helene Humeau, PMP Chuck Hunt
Drew R. Hunter John Hunter
Joan L. Hyland, CSQE, PMP Christine Hynes
Subrahmanyam Ivatury Mitchell J. Iverson, PMP
Stasia Iwanicki, PMP Angyan P. Jagathnarayanan, FIE, CE
Michael K. Jakoby, CFP, PMP Cornelius Jansen
Rob Jeges, MBA, PMP William D. Jenison
Mike Jenkinson MSc, CEng Pamela D. Johnson
Robert Johnson Scott A. Johnson
Chandrashekar P. Jois, PhD, CQA Aadham Junaidallah, CISSP, CQA
Deepak Kadam Nikitas J. Kalantjakos, PMP
Katsayuki Kanaji Russ Kane, PMP
Deborah Katz Omar Kayed, MBA
Michel Kabanga Kayembe Karl Kaylor
Kathy Keele Michael Kehoe, PMP
Eleanor B. Kellett John C. Kelly
John Kennedy Brian P. Kennemer
Larry S. Kilmer David Kim
Wendy J. King, PMP Naresh Kirpalani
Ranko Klacar, HBSc William T. Knudsen, MBA, PMP
Joan Knutson Kenneth Kock
Theodore Koike, CPIM, PMP Erin J. Kolias, CGA, PMP
Derek Konrad Mitja Kozman
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George E. Kramer, PMP Walther Krause, PMP
John Krigbaum Karel Krikke, MA, PMF
Robert V. Kulin, BSc, PMP Prasanna Kumar K.
Bob Kunhardt Donna Kurtz
Janet Kuster, MBA, PMP Mark E. Kwandrans, MBA, PMP
Shelli Lackey Guilherme Ponce de Leon Lago, PMP
Winnie Lam, PMP Bruce Lambly
J. C. Lamkin, CNA, PMP Scott Langton
David J. Lanners, MBA, PMP Rodney D. Larson, PMP
Mrio Lavado Fernando Ledesma, MBA
Gregory Lehn Richard Leight
Ronald A. Lester Craig J. Letavec, MSPM, PMP
Ralph J. Levene, PhD, FAPM Ginger Levin, PhD
Andrew Levy Robin Liang
Beth Lillie Lori B. Lindbergh, MBA, PMP
Tony Lindeman, PMP Gbor Lipi, PMP
Jack Lippy Brett M. Locke, CQM, PMP
Neil Love Ann L Lovejoy, MBA
Maureen Lovell Brenda Lown
Shay Lubianiker Padhraic Ludden, PMP
Faye A. Lumsden, MBA, PMP Edwin C. Lutz
Mike MacGregor Lawrence Mack
Karen L. MacNeil Sajith Madapat, CPIM, PMP
David W. Malas, PMP Larry A. Malcolm, PMP
Jerry Manas, PMP Jim Mandas
Venkat Mangudi Tony Maramara, BSME
Andrew Marecek Joseph A. Marotta
Jackie Marshall Donald F. Martin, PE, PMP
Michael G. Martin, MBA, PMP Ronald J. Martin
Richard Mathews Barbara J. Mauro
Tim Mawhinney David A. Maynard
John S. Mays Mike McAndrew, CQE, PMP
Meg McCarthy Jeremy McClain
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John K. McCreery, PhD, PMP Russ McDowell, MEng, PMP
Jeanine McGuire Jody McIlrath
Bruce K. McLean, PMP Paul McMahon
Richard McNeill, PMP Michael McPherson
Ed Mechler, CCP, PMP Terri Melchior, PMP
Luis D. Mendieta, BS Berne C. Miller, CPL, PMP
Greg Miller Tina Miller
Tony Miller R. Thomas Milner, PMP
Wayne B. Miner Vladimir A. Mininel
M. Aslam Mirza, MBA, CE Anil Kumar Mishra
Nidhi Misra Subhash G Modasia
Robert Moeller Kerri F. Momorella, MBA, PMP
Michael S. Monroe R. Lynn Montague, MBA, PMP
Donald J. Moore Karla M.Moore
Suzzette Moore Bruce Morey, MSE(ME), PMP
Barbara K. Most, PMP Carol A. Mould, BCom(Hons), PMP
Douglas Muir Bruce R. Mulholland, PEng, MScCE
Dr. Ralf Mller, PMP Electa W. Mulvanity, MBA, PMP
Somasundaram Muralidharan Robert Murray
Heather A Murrell, MBA Rajan Krishna Murthy
Robert J. Myers Judith M. Myerson
Ravindra Nadkarni, PMP Subbaraya Mandaya Nagappa, BE
Rohini C. Nagaraj Madhusudhan Nagarajan, MBA, PMP
George Namour Jay Namputhiripad, MBA, PMP
Anthony J. Naples Rajesh K. Narayanan, MBA, PMP
Ifakat Nayki Mohammad Naziruddin
Stephen R. Neuendorf, Esq. Duy Nguyen, MPM, PEng
Jose Ignacio Noguera, MBA, PMP Jamie A. Northrup
Kimberly D. Norwood Robert Noteboom
Katharina Nowotny-Boles, PMP Jose Adir Soibelman Nunes
John Oberdiek, PMP Lawrence Oliva, MBA, PMP
Linda Oman Perihan Ongeoglu
Neil Osborne Else-Marie stling
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Loras (Bob) Osweiler James G. Owens
Ayo Oyewore Louis R. Pack Jr.
Gregory C. Packard, PMP Stephen J. Page
Lorna J. Palmer, PEng, PMP Arun K. Pandeya, MBA, PMP
Ajay Parasrampuria William P. Parker
Celia Parks Frank Parth
Sharon L. Paugh Seenivasan Pavanasam
Adam Pearson David A. Peck
Pasi Penttil Ashley A. Pereira, PEng, MBA
Manuel Chaves Pereira, MSc, PMP Francisco Perez-Polo, PMP
John Perotti Allison Perry
Helen Peters, PMP Norbert Peterson
Vasilj Petrovic, PEng, PMP Barbara C. Phillips, PMP
Donald Poitras Joyce Poole, BS, PMP
Gretchen Porkert Kevin E. Porter
Dan Prather Gloria Presa
Richard Prosser Robin Prosser
Gloria Quintanilla-Osorio Srinivas Raghavan, PMP
Srinivasa Raghavan Sandra L. Rago, PMP
Monwar Rahman, MBA, MSS Meera Ramachandran, FLMI, PMP
S K Raman, CISA, PMP Linda W. Ramey, PMP
Anneke Randall Suzanne Rankins
Brett Rawlins, BE Mary-Lou Raybould, PMP, MBA
Doug Redden Chandra Sekhar Reddy, BTech, PMP
Ravi Narayana Reddy Dax Reis
Steve Resnick Wynn Gerald Richards III
John V. Rickards, FCAM, PMP Tim Riley
Donald G. Ritchie Andrew Robertson, PMP
James R. Robinson, PMP Mark E. Robson, MPM, PMP
Peter J. Rock Alexandre G. Rodrigues, PhD
Andy Rodriguez, PMP Everett Rodriguez
Fabio Zaffalon Rodriguez Fernan Rodriguez, PMP
Manual A. Rodriguez Dennis M. Rose
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Diana Russo Gunes Sahillioglu, MSc, MAPM
Nirbhay S. Salar, PMP Venkat Sankaran
Vinaya Sathyanarayana, BTech, PMP Antony Satyadas
Wayne Richard Sauer, PMP David Wayne Sauls
Joyce Scales Anne Marie Schanz
Roberto Schiliro Claudia Schmid
John Schmitt, PMP William Schneider
Mark N. Scott Richard A. Scott, MSSM, PMP
Pavanasam Seenivasan, MBA, PMP Dhruba P. Sen, CSQA, PMP
Amitava Sengupta Rafael Serrano Jr., PMP
Azeem K Shah, MBA, PMP Ajay Sharma
Chetan Sharma Monica Sharma
Dr. Colin A. Sharp Carol A. Sheehan
Shoukat M. Sheikh, MBA, PMP Daniel M. Shellhammer, MSc, PMP
Mohammed Sherif, MA, MBA W. J. Shiett
Larry Sieck Anji Siegel
Mike Silhan, PMP Mike R. Simmons, PMP
Jagannath Sivaramalingam Gregory Skulmoski
Ken Smith Paul Smith, CPA, PMP
Sushmita K. Smith, PMP Tim L. Smith
William Snyder Joseph A. Sopko, PMP
Thierry M. Soulard, PMP Randall S. Spires
Kristopher G. Sprague, MBA, PMP Meg Sprangler
Michael E. Spruch, PMP G. H. Sridhar
Srini B. Srinivasan, CISA, PMP Julie St. George
Tim R. Stahl Edward A. Starr
Malcolm Stayner, PMP Jeffery Stempien, PMP
Dennis G. Stephenson, PMP Marie Sterling, BSc
Chris Stevens, BSc(Hon), PhD Sharon B. Stewart
Michael Stockwell, PMP Paulette Strain
Lee A. Stubbert Thangavel Subbu, MBA, PMP
Finn Svenning Brett R. Swartz, PMP
Leon D. Swartz, PMP Edward P. Swirbalus, PMP
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Adam D. Sykes, MS, PMP Kelly M. Talsma, PMP
Bond R. Tarr, PMP Christine E. Tauhert, PMP
David E. Taylor, PMP Harrell Thomas, RCDD
Tracie H. Thompson John M. Thorsen
Sean P. Tillman Tobi Timko
B. Ray Tinkler Jr. Sandra Titus
Roberto Torres, PhD, PMP Lee A. Towe, MBA, PMP
Joseph P. Townsend, MBA, PMP Robert C. Trafton, PMP
Yves Trehin, PMP Theresa Trent
Mario Trevino Lynne Tribble
Leena V. Tripathi, PMP Zachary D. Tudor, CISSP, CCP
Ian Turnbull Rufus A. Turpin, CSQE, CQA
Akhil Uniyal, MBA Theodore J. Urbanowicz, PMP
Attaback Vahid, PMP Robert van der Veur
Noah Van Loen, PMP Paul Van Tongeren, BSc, PMP
William D. (Bill) Varanese, CBCP, PMP Ricardo Viana Vargas, MSc, PMP
Satish Varma Jan G. M. Veltman
Deb Verlo Karen S. Vernon, PMP
Roberto Viale, PMP Walter A. Viali, CSQA, PMP
Marconi Fbio Vieira, MBA, PMP Edward M. Vigen, PMP
Tobias Aliaga Vilchez Viola Visnjevac, PMP
Cornelis (Kees) Vonk, PMP Ronald P.C. Waller, PMP, PMI Fellow
Jennifer Walter, PMP Qiyu Wang, PMP, MBA
Melissa A. Warchol Jonathan Ward
Linda Watts, PMP, CBA-IPI Lead Assessor Melissa Washington
Richard A. Watts Mohammad Waziruddi
Dalton Weekley Joseph E. Weider
David E. Weil Cynthia T. Weinmann
Randy West John Wetter, PMP, MBA
Michael J. Weymier, PMP Rosanne M. Wiesen
Jean M. Wilhelm, MSHA, PMP Sherryl G. Wilkins, MBA, PMP
David Williamson, MBA, PMP Lance E. Wilson, PMP
Marcy M. Wilson Patrick Wilson
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Gregory Wilt Doug Winters, SSBB, PMP
Kenneth C. Wiswall Jacek Wojcieszynski
Peter W.A. Wood James Woods, PMO-CAQ, PMP
David E. Worrell William R. Wright
Robert K. Wysocki Lu Xiao, PMP
Brian R. York, MBA, PMP Ralph Young
Alan E. Yue, MCNE, PMP Brenda Zech
Sameh Said Zeid Marc A. Zocher
Marc Zubrzycki Ofer Zwikael
B.14.5 Subject Matter Experts:
The following individuals provided their expert knowledge to the development and review of the standard:
Christophe N. Bredillet, PhD, DSc, MBA
Terence J. Cooke-Davies, PhD, BA
Douglas J. Cretsinger, MBA, PMP
John L. Dettbarn Jr., DSc, PE
Saurel Quettan, MBA, PMP
Charlene Chuck Walrad
B.14.6 Organizations:
Organizations in the following list supported the development of OPM3 (but do not necessarily endorse
OPM3):
3M AMITA Corporation
Atos-Origin Clearview Solutions
EC Stratagems Eastern Exterior Wall Systems
cole de Technologie Superleure Enterprise Solution Providers (ESP)
Ervick and Associates ETS
GeProS - German Project Solutions GmbH Human Systems Knowledge Networks, Inc.
Human Systems Limited Integrated Management Services
ISGI - Lille Graduate School of Management LCS International, Inc.
Lloyds TSB Bank plc Master Systems, Inc.
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National Defence Canada -Assistant Deputy Minister Material
-Assistant Deputy Minister Information Management
Nortel Networks Novations Project Management
One to One Interactive OPM Experts, LLC
PM Advisors Principal Financial Group
ProcessMind Services Project Management Explorations
PROject-beneFITS QuantumPM, LLC
Rhino Consulting Sigma Projects Group
TSX Group Xtraplus Solutions
B.14.7 Beta Test Organizations:
The following organizations provided resources while beta testing OPM3 (but do not necessarily endorse
OPM3):
Canon Europe
Ceridian
The Dow Chemical Company (TDCC)
Eastern Exterior Wall Systems
EDS Ireland Solution Centre
Information Handling Services, Inc.
Info-Tech Research Group, Inc.
Instituto de Informtica e Estatstica da Solidariedade (IIES)
Lockheed Martin Aeronautics
Public Works and Government Services Canada (PPD PMO)
SSM Health Businesses - Information Center
TELUS
Tools Software
Wachovia Corporation
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B.14.8 PMI Standards Member Advisory Group (MAG):
Julia M. Bednar, PMP
Carol A. Holliday, PMP
Thomas Kurihara
Asbjrn Rolstads
Bobbeye Underwood, PMP
Dave Violette, MPM, PMP
B.14.9 PMI Production Staff:
Lisset Avery, MEd, Instructional Designer
Joe Ciccione, Applications Analyst
Laurie Cooke, RPh, Director, Professional Programs
Steve Fahrenkrog, PMP, Manager, Standards
Megan Mitchell, Corporate Council Administrator
Danielle Moore, Book Publishing Planner
David Parker, Manager, Publications
Tiffany Reilly, Receptionist
John Roecker, PhD, Manager, Professional Development
Richard Schwartz, Book Development Editor
B.14.10 Additional Production Staff
Automated Graphic Systems, Inc. (Cover & Book Designer, CD Developer/Programmer)
Clayton Everett Design (Graphics Designer)
Paul Wesman, MA (Professional Writer)
B.15 Interim Project Team
In 2004 PMI formed the OPM3 Interim Project Team (OPM3 IPT) and charged it with developing recommenda-
tions for improvements based on lessons learned during the rollout of OPM3 in 2003. The IPT also investigated
industry response to the self-assessment model, provided as CD-installed software to purchasers. The team
conducted research using surveys, regression testing, analysis of the model, and customer feedback.
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The members of the OPM3 Interim Project Team were:
Claudia M. Baca Chris Beautement Peggy Brady
William Haeck Craig Hardy Patti Harter
Lisa Jacobsen (PM) Ade Lewandowski (Deputy PM) Tina Slankus
Michael Tipman David Whelbourn
As a result of this work, the IPT established specic requirements or business cases for the OPM3 Second Edition Project
Team. These business cases were to be adhered to throughout the life of the Second Edition project. Any new requirements
would require a corresponding approved business case before being worked on by the project team. The business cases
were delivered to PMI in December 2004, and provided input to the OPM3 Second Edition Project Charter.
In November 29, 2004 the OPM Second Edition Project Plan was drafted. The plan was reviewed by PMI on January 6,
2005, then reviewed and approved by the OPM3 Second Edition Project Core Team on February 25, 2005.
B
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APPENDIX C
CONTRIBUTORS AND REVIEWERS OF OPM3 SECOND EDITION
C.1 OPM3 Second Edition Project Core Team
The following individuals served as contributors of text or concepts and served as leaders within the Project
Leadership Team:
Karl Andy Anderson, OPM3-CC, PMP, Research Team Lead
Claudia M. Baca, PMP, OPM3-CC, Development Team Lead
Bernard Hill, PhD, PMP, Knowledge Foundation Development Team Lead
Rashed Iqbal, PMP, PhD, Marketing Team Lead
Timothy A. MacFadyen, MBA, OPM3 CC, Project Manager
J. Alan Northrup, PMP, Self-Assessment Method Development Team Lead
Auristela Oxman, Filter Team Lead
Raju N Rao, PMP, SCPM, Baseline Network Development Team Lead
Jim Sloane, OPM3-CC, PMP, Harmonization Team Lead, Deputy Project Manager
Dennis E. Stevens, Deputy Project Manager
Earnest C. Valle, MBA, PMP, Architecture Team Lead
Valerie van der Klis, PMP, Benchmarking Team Lead, Support Team Lead, Quality Team Lead
Nancy E. Wilkinson, MBA, PMP, Standards Project Specialist
C.2 OPM3 Second Edition Project Sub-Teams
The following individuals served as contributors of text or concepts and served as leaders within the Project
Sub-teams:
Fernando Albuquerque, MBA, Architecture Team Deputy
Mila Bozic, MScEE, PMP, Baseline Network Sub-team Lead
Steven Bradley Clark, PMP, Self Assessment Team Deputy
Patrick McGonigle, PMP, Baseline Network Sub-team Lead
Sara Nunez, PMP OPM3 CA, Knowledge Foundation Team Deputy
Krupakar Reddy, PMP, PRINCE2, Baseline Network Sub-team Lead
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Charles C. Roder, Jr., PMP, Baseline Network Sub-team Lead
Joseph A. Sopko, PMP, OPM3 CC, Baseline Network Team Deputy
Aneita Strauss, PMP, Knowledge Foundation Team Deputy
Ken Whiting, PMP, Quality Team Deputy
C.3 Signicant Contributors
In addition to the members of the Project Core Team and the Sub-team Leaders, the following individuals
provided signicant input or concepts:
Theodore R. Boccuzzi, PMP Sebastian Chung, PMP
Vivek Dixit William Haeck, PMP
Frank L. Harper, Jr., PhD, PMP Suhail Iqbal, PMP, PE
Brian Irwin, MSM, PMP Patti Jansen, PMP
Thomas C. Keuten, PMP, OPM3-CC Ade Lewandowski
Beth Ouellette, MBA, PMP George Pasieka, OPM3 CA, PMP
Sren Porskrog, PMP, OPM3 CC Nathaniel J. Quintana, PMP, OPM3 CC
Gary Ralph, PMP Richard Sargeant, PMP
Tina Slankus, PMP Ricardo Triana, PMP
C.4 OPM3 Second Edition Project Team Members
The following OPM3 Second Edition Project Team Members were contributors:
Farhad Abdollahyan, MSc, PMP Raul M. Abril, PhD, PMP
Suresh Adina, PMP Yasser Afaneh, PMP
Maria Affan Pankaj Agrawal, PMP, OPM3-CC
Sheikh Nisar Ahmed (MSc) Zubair Ahmed, PMP
Ajith Kumar P.N., PMP Ali Akl, CISM, CISSP
Selim Alkaner, PhD, PMP Imad M. al-Sadeq, PMP, PMOC
Imad Muhammad al-Sadeq, PMP, PMOC Alexandre Alves
Michael Andersen Rajeev Andharia, PMP, ITIL Manager
Marc C. Andiel, PMP, MBA Jagathnarayanan Angyan, FIE, CE
Kapil Shripad Apshankar, PMP Rahayu Setyawati Arin
Parag Y Arjunwadkar, MBA, PMP Julie Arnold, PMP
Shrikant Arya, PMP David V. Auman
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Naing Moe Aung, PMP Darwyn Azzinaro, PMP
Subrata Baguli, PMP Sivakumar Balasubramaniam, PMP
Michael Balay, PMP Krishnaprasad Bhat Bannanje, PMP
David Barcklow, PMP A. Lee Barco, PE, PMP
Vikas Basantani, PMP Sujoy K. Basu, PMP, MBA
Jeanne Belin, PMP Vincent L. BenAvram, PMP
Gary Ben-Israel, PMP Randy Bennett, PMP
P. Ionut Bibac David Bissessar, PMP
Karen Board, MBA, PMP Ravi Shanker Rao Bodkai, PMP
Lynda Bourne DPM, PMP Christie D. Bradley, PMP
Greg Brown, PMP Iris S. Burrell, PMP
Sergio de Oliveira Caballero Andrea Caccamese, PMP, PRINCE2
Charles L. Campbell, PMP Stephan J Cassidy, MBA, PMP
Marzon Castilho, PMP Sherry Ceallaigh, MPM, PMP
Akkaraju Sailesh Chandra Subramanian Chandramouli
BhanuSmitha Chanduri Chan Cheah, PhD, MsBS
Porrio Chen Chang, PMP Xiao Cheng, PMP
Giovanni Chin-A-Sen Darrel S. F. Chong
Christos A. Christou, MBA, PMP Kevin Chui, MBA, PMP
Rachel Ciliberti, PMP Manuel Cisneros, MBA, PMP
Barbara J. Clark, MSM Robert D. Clark, MBA, PMP
Carlos Coln Riollano, PMP, OPM3-CC Sergio Concha, PMP, MTIG
Aline L. Costa, PMP Jorge S. Miranda Cruz
Wanda Curlee, PgMP, DM Steve Dale, PMP
Damyan Damyanov Thomas Daniel
Dipanker Das, PMP, MTech Sanjay Kumar Das, PMP
Rafat Dasan, PMP Trilochan Dave, PMP
Johnnie Davis, PE, PMP Sudipta De, PMP
Nicolas De Dobbeleer, MSc, PMP Carmen De Leon, PMP
Muhammad Din, PMP Qingyun (Peter) Dou, PMP, CLO
Alan B. Downs, PMP Zhen Du, PMP
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Giancarlo Duranti, PMP Usman Khan Durrani, PMP
Kiran Kumar Dusi, BTech, PMP Anoop Dwivedi, PMP
Valecia Dyett, PMP Thomas Eberhard, PMP
Scott Eddy, PMP Ing. Marcel Ekkel, PMP
Hesham El Bialy El Sayed, MSc, PMP Mohamed Mahmoud Elgamal, PMP
Bill Engel, PMP Defne Erogul
Paulo R C de Espindola, PMP Anna Maria Felici, PMP, CMC

Katherine Felix Jose Guilherme Filho, PMP

John Filicetti, MBA, PMP Augusto Jaramillo Forcada
Charles S. Fraley, PMP Melinda Francis, PMP
Larry Franklin, PMP Kristina Frazier-Henry, PMP
G. V. B. Subrahmanyam, PhD, PMP Chandrasekhar Ganduri, PMP
Anil Garg, PMP Stanisaw Gasik
Santosh Lawoo Gawande Peggy Gemert, PMP
Alexandre Srensen Ghisol MBA PMP Theofanis C. Giotis, MSc, PMP
Leo A. Giulianetti, PMP Larry Gordon, PMP, ITSM Manager
Radha Goverdhan, PMP Govindaswamy Kannappan, PMP
Brenda L. Grime, PMP Stephen Gristock, PMP
Tom Grzesiak, PMP Sumit Gupta, CSQA
Yuli Gutmanas, PMP Chris Hagenbuch, PMP
Balasubramaniam Hari Gopal, FCA, PMP Charles Hawk, PMP
T. Heather, MBA Carlos Heble, MPA
Michael Heiberg, PMP Herb Lloyd, PMP
John Hermarij PMP Kenji Hiraishi, MS, PMP
Tsan Fai Ho, PMP Gregory Hoffnagle, MSTM, PMP
Kathryn Hoke, PMP Randall Holt, PMP
Felicia E. Hong, PMP, MBA Tim Hornett, PMP, MIET
Tampi Houman, MBA, BSc Isao Indo PMP, PE, Jp
Ayodeji Ishmael, PMP Christie Jean-Baptiste, PMP
Remington Ji, PMP Yannick Jolliet, PMP
Michele J. Jones, PMP Pramoth Kumar Joseph, PMP
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Thomas R. Joseph, PMP George Thomas Kalacherry
Dongsu Kang, PMP G. Kannappan, PMP
Satya Sai Ram Kantheti, MBA-Fin, PMP Bharat Kapoor, PMP
Waffa Karkukly, PMP, MIT Satish Karnam, PMP
Ramakrishna Kavirayani, PMP Paulo Keglevich de Buzin, MSc, PMP
David J Kell Rameshchandra B. Ketharaju, CSQA
Atique Khan, PMP Dhananjay P Khanzode, PMP, PE
Julie Kihneman-Wooten, MPM, PMP Sun Kim, MBA, PMP
Marcia Klingensmith, MBA, PMP Edmund Kosenski, PMP
Purathatil Krishnan, PMP Elena B. Krumova, MBA
Deepak Kulkarni, PMP Deepak Kumar, PMP
Prasanth Kumar, PMP Amitava Kundu, PMP
Phelia M.L. Kung, MScIT William T. W. Kwan, CSQA, PMP
Rogerio T. O. Lacerda, PMP Luc R. Lang, PMP
Pascal Le Deley, PMP Mike Lemmon, PMP
John D. Lewis, PMP Grace Li, PMP, MA
Farhan Liaquat, MBA Chin Yen Lim, PMP
Maria Lindell, PMP Jose G. Linhares, Jr., PMP
Anand Lokhande, PMP Igor Luhan, PMP
Michael Lyzaniwski, PMP M.S.Hiremath. PMP, FIE
Fengmin Ma, PMP Andy Macklin, PMP
Saji Madapat, PMP, CSSMBB Sandhya Mahadevan
Himanshu S. Mahanta, PMP Vinuttha Mallikarjunaiah, PMP
Venkat Mangudi Swaminathan, PMP George Manya, PMP
Chris Markopoulos, MPM Marisol Marion-Landais, PMP
Donald F. Martin PE, PMP Jojy Mathew, PE
Graham McHardy Jasmijn Medina, PMP
Aamir Mehmood, PMP Frank Meier, PMP, CSSBB
Concepcion Merino Diane D. Miller, PMP
Ted Mills, PMP Vladimir Antonio Mininel, PMP
Barbara J. Minions, PMP M. Aslam Mirza, MBA, PMP
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Vivienne Mitchell PMP Alf Mittelstaedt, PMP
Mohammed Mansoor Ali, PMP Prasanjit Mohapatra, PMP
Tebogo Molefe Amrit R. Moola PMP
Aziz Moujib, PMP Valdery F. Moura, Jr., PMP
Balaram Muddapu, PMP, MBB Sandip Mukhopadhyay, MBA, PMP
Angelo Muscaridola, MBA, PMP Kannan Sami Nadar, PMP, COP
Vaddy Venkata NagaSeshu, PMP Jayarajan Nanoo PhD, PMP
Latha Narayan, PMP Narayan, Krish, MS, PMP
Kumar Narayanan, PMP Kalyanraman Narayanswamy, PMP
Muthukumar Natesan, BE, MBA Paulo Farah Navajas, MsC
Ifakat Nayki, PMP Fozia Naz
Chin Yen Lim, PMP Karen Jane Nimmons, PMP
Tom Nodar, PMP Lori Ann Nollet, PMP
Onyinye Nwankpa Amruta Oak, PMP
Solomon Oluwaseyi, MArch, MSc Rodger Oren, MBA, PMP
Luis G. Ortiz Muller, PMP, OPM3-CC Juan Alberto Otero, PMP
Deepika Patni-Hopf, PMP, CISA Steven Paul, PMP
Martin Pazderka, PMP Marcela J. Pealoza-Baez, PMP
Livio G. Perla Greg Philliban, PMP
Fabiano Ciglio Pinto, PMP Fernando Portes, MBA, PMP
Veronika Pribusz, PMP Mitchell Provost, PE, PMP
Abrachan Pudusserry, PMP, CSM Ajay Purohit, PMP
M. George Puziak, PMP Moiss Quezada, PMP
Vladimir Quiones, PMP Omer Qureshi, PMP
Sueli dos Santos Rabaca, PMP Alison T. Rabelo, PMP
Yves Racine, PMP Chandramukhi Radhakrishnan, PMP
Anil R. Rahate, MTech Waseem Raja, PMP
Manjula Rajaram, MBA, PMP Krishnan Ramaskrishnan, PMP
Uma Ramakrishnan, PMP Claudia Elisa Ramrez, PMP
E. A. Ramirez, PMP Ashok Ranade, PMP
Prem Ranganath, PMP Pranay Ranajn, PMP
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Geoffrey J. Rankins MApplSci, MPD Ed Rao, PE , PMP
Sadhu Srinivas Rao, PMP Yoshit Rastogi, MBA, PMP
Carol Rauh, PhD, PMP Juliano Reis, MBA, PMP
Renee J. Nelson, PMP Michael Ribeiro, MBA, PMP
Arthur Richard, CEng, PMP Cara Richardson, PMP
Brenda Roberts, PMP Andy Robinson MBA, PMP
Ted Rohm, PMP Scott T. Rowe, MS, PMP
Milind S. Rumade, PMP Diana Russo, PMP
Syed Arslan Sabah Zaidi, PMP Lotfy Sabry, OPM3-CC, PMP
John F. Sage, PMP Alcides Santopietro Jr., PMP
Kulasekaran C. Satagopan, PMP, CQM Vinaya Sathyanarayana, PMP
Andrew Schuster, PMP, FIBC Mark N. Scott
Edmund Seddon, PMP Paul W. Seljeseth, PMP
Gurkan Aydin Sen, Sr., PMP Hatem Hamed Shabaan, Eng, PMP
Viresh C Shah, PhD, PMP Prakasha M.S., PMP
Archana Sharma, MS, BE, PMP Vijaysarathi Sharma, PMP
Ian D. Shaw, PMP Sayeed Ahmed Sheikh, PMP
Anuya Sheorey, PMP Mei-Jing Subrina Shih, PMP, CPIM
Kazuo Shimizu, PMP Don Shively, PMP
Veeresh Shringari, PMP Alexandre A. Silva
Kalpana Singh Mayank Singh, MBA, PMP
Shiv Pratap Singh, PMP Selva Sivahami, PMP
Raji Sivaraman, MS, PMP Susan Y. Snider, MBA, PMP
Mauro Sotille, PMP Nammi Sriharan
Srinkath U. S. Marie Sterling, PMP
Curtis D. Stevenson, PMP Ian Stewart
John Stinnett Nico Stroebel, PMP
Jrgen Sturany, PMP Raymond Sun, PMP
Shyam Sundhararajan, PMP Sarah Swinglehurst
Habeeb I. Syed, MBA, PMP Adam Sykes, PMP
Masanori Takahashi, PMP, MA Martin D. Talbott, PMP, CSSBB
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Gerhard Tekes, PMP Thomas. P. Thomas MBA, PMP
Jamal Tiari , MSc Donghui Oliver Tong, PMP
Luciano Cerqueira Torres, PMP Richard N. Tretheway, PMP, PE
Sandra Dunny Troutman, EdM, PMP Muhammad Usman, PMP
Vijai Vadlamuri, PMP Nageswaran Vaidyanathan, MBA, PMP
Sharon M. Valencia, PMP Carmen M. Valle, PMP, CBCP
Dennis K. Van Gemert, MS, PMP Fred van Staden, PMP
Laxman Vasan Alika L. Victor, PMP, Prince2
Robert Victor Jaywanth Vijayapuri, PMP
Esteban Villeda Carmona, PMP Abhijeet Wadkar
Min Wang, PhD Brian Watson, PMP
Patrick Weaver PMP Simone Weilacher
Rajendra Welankar, PMP James Wilson, PMP
Simmone Wishart Lawrence R. Witham MBA, PMP
Hannah J. Wolf, PMP James M. Wood, PhD, PMP
Walter J. Wright, PMP Yan Xiaojing, PMP
Anna Yarashus, PMP Naumann Yousef, PMP
Karla Zanker, PMP Wei Zhan, PhD
C.5 Subject Matter Experts
The following individuals provided their expert knowledge to the review of OPM3-Second Edition:
Christophe N. Bredillet, PhD, DSc, MBA
Ralf Friedrich, PMP, ACC
Sheriff Hashem, PhD, PMP
Harold Kerzner, PhD
Frank R. Parth, MBA, PMP
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C.6 Final Exposure Draft Reviewers and Contributors
The following individuals provided recommendations for improving the Exposure Draft of OPM3 Second
Edition:
Hussain Ali Al-Ansari, Eur Ing, CEng Mohammed Abdulla Al-Kuwari, Eur Ing, PMP
Mohammed Sa Batley, MIM Gregory M. Becker, PMP
Stephen F. Bonk, PE, PMP Lynda Bourne, DPM, PMP
Sherry M. Ceallaigh, PMP Sheriff Hashem, PhD, PMP
Mohamed S. Hefny, MSc, PMP Bernard Hill, PhD, PMP
Zulqar Hussain, PE, PMP Tony Johnson, PMP, PgMP
Michele J. Jones, PMP Ramakrishna Kavirayani, PMP
Rameshchandra B Ketharaju, CSQA Thomas C Keuten, PMP
Greg Martin, PhD, PMP Yan Bello Mndez, PMP
Carlos Morais, PMP Ramesh (Jude) Pachamuthu, MSc, PMP
S. Ramani, PMP, PgMP John Schlichter, MBA, OPM3-CC
Paul E. Shaltry, PMP Jim Sloane, OPM3-CC, PMP
Thierry Soulard, PMP, OPM3-CC Joyce Statz, PhD, PMP
Massimo Torre, PhD, PMP Patrick Weaver, PMP
Kevin R. Wegryn, PMP, CPM Hannah J. Wolf, PMP
C.7 PMI Standards Member Advisory Group (MAG)
The following individuals served as members of the PMI Standards Member Advisory Group during the
development of OPM3 Second Edition:
Julia M. Bednar, PMP Christophe N. Bredillet, PhD, DSc, MBA
Chris Cartwright, MPM, PMP Douglas Clark
Terry Cooke-Davies, PhD, FCMI Carol Holliday, MA, PMP
Thomas M. Kurihara Deborah OBray, CIM (Hons)
Asbjrn Rolstads, PhD, Ing David W. Ross, PMP, PgMP
Paul E. Shaltry, PMP Cynthia (Snyder) Stackpole, MBA, PMP
David Violette, MPM, PMP
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C.8 Staff Contributors
Special mention is due to the following employees of PMI:
Christie Biehl, PhD, PMP, Former Project Manager
Steven L. Fahrenkrog, PMP, Vice President, Regional Development
Amanda Freitick, Standards Program Administrator
Dan Goldscher, Editor-in-Chief
Donn Greenberg, Publications Manager
Ruth Anne Guerrero, MBA, PMP, Former Standards Manager
Lisa Marie Jacobsen, CAPM, Project Manager
Roberta Storer, Product Editor
Kristin L. Vitello, Standards Product Specialist
Barbara Walsh, CAPM, Publications Planner
Nan Wolfslayer, AStd, Standards Compliance Specialist
John Zlockie, PMP, Standards Manager
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APPENDIX D
OPM3 SELF-ASSESSMENT QUESTIONS
D.1 OPM3 Self-Assessment
The OPM3 self assessment is introduced and explained in Section 3.2. Its purpose is to permit organizations
to assess their current state of maturity in organizational project management in relation to the set of Best
Practices that comprise the OPM3 standard. The results of the self-assessment will tell an organization where
it stands on a general continuum of organizational project management maturity, viewed overall in terms
of maturity within the domains and process improvement stages. It will produce a list of Best Practices the
organization currently appears to demonstrate, and a list of those it appears not to demonstrate, according
to the responses given to the survey. The organization should then proceed to examining any of these Best
Practices more closely using the Comprehensive Assessment outline in Appendix G.
The self-assessment questions are included in this appendix. The actual self-assessment tool exists as a
separate database application.
Instructions: wherever a blank appears in the self-assessment question, ask and score the question four
times, once for each stage of process improvement.
For example:
Question 1 Does your organization standardize the Portfolio Identify Components process?
Yes or No?
Question 2 Does your organization measure the Portfolio Identify Components process?
Yes or No?
Question 3 Does your organization control the Portfolio Identify Components process?
Yes or No?
Question 4 Does your organization improve the Portfolio Identify Components process?
Yes or No?
BP_ID SMCI Y or N Questions
4785 Standardize _________ Does your organization ___________ the Portfolio Identify Components
process?
4795 Measure _________
4805 Control _________
4815 Improve _________
4825 Standardize _________ Does your organization _____________ the Portfolio Categorize
Components process?
D
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D
APPENDI X D
4835 Measure _________
4845 Control _________
4855 Improve _________
4865 Standardize _________ Does your organization _____________ the Portfolio Evaluate
Components process?
4875 Measure _________
4885 Control _________
4895 Improve _________
4905 Standardize _________ Does your organization ____________ the Portfolio Select
Components process?
4915 Measure _________
4925 Control _________
4935 Improve _________
4945 Standardize _________ Does your organization ____________ the Portfolio Prioritize
Components process?
4955 Measure _________
4965 Control _________
4975 Improve _________
4985 Standardize _________ Does your organization ____________ the Balance Portfolio process?
4995 Measure _________
5005 Control _________
5015 Improve _________
5025 Standardize _________ Does your organization ____________ the Portfolio Authorize
Components process?
5035 Measure _________
5045 Control _________
5055 Improve _________
5070 Standardize _________ Does your organization ____________ the Review and Report Portfolio
Performance process?
5980 Measure _________
6490 Control _________
6880 Improve _________
5080 Standardize _________ Does your organization ____________ the Portfolio Monitor Business
Strategy Changes process?
5990 Measure _________
6500 Control _________
6890 Improve _________
5030 Standardize _________ Does your organization ____________ the Communicate Portfolio
Adjustment process?
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D
APPENDI X D
5940 Measure _________
6450 Control _________
6840 Improve _________
4940 Standardize _________ Does your organization ____________ the Identify Portfolio Risks
process?
5850 Measure _________
6360 Control _________
6750 Improve _________
5065 Standardize _________ Does your organization ____________ the Analyze Portfolio Risks
process?
5075 Measure _________
5085 Control _________
5095 Improve _________
5140 Standardize _________ Does your organization ____________ the Monitor and Control
Portfolio Risks process?
6050 Measure _________
6560 Control _________
6950 Improve _________
4970 Standardize _________ Does your organization ____________ the Develop Portfolio Risk
Responses process?
5880 Measure _________
6390 Control _________
6780 Improve _________
3120 Standardize _________ Does your organization ____________ the Initiate Program process?
3590 Measure _________
4000 Control _________
4390 Improve _________
3130 Standardize _________ Does your organization ____________ the Develop Program
Management Plan process?
3600 Measure _________
4010 Control _________
4405 Improve _________
3155 Standardize _________ Does your organization ____________ the Develop Program
Infrastructure process?
3165 Measure _________
3175 Control _________
3185 Improve _________
3340 Standardize _________ Does your organization ____________ the Direct and Manage
Program Execution process?
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3810 Measure _________
4220 Control _________
4610 Improve _________
3200 Standardize _________ Does your organization ____________ the Manage Program
Resources process?
3670 Measure _________
4080 Control _________
4470 Improve _________
3215 Standardize _________ Does your organization ____________ the Monitor and Control
Program Performance process?
3225 Measure _________
3235 Control _________
3245 Improve _________
3255 Standardize _________ Does your organization ____________ the Manage Program Issues
process?
3265 Measure _________
3275 Control _________
3285 Improve _________
3500 Standardize _________ Does your organization ____________ the Close Program process?
3970 Measure _________
4380 Control _________
4770 Improve _________
3140 Standardize _________ Does your organization ____________ the Plan Program Scope
process?
3610 Measure _________
4020 Control _________
4410 Improve _________
3305 Standardize _________ Does your organization ____________ the Define Program Goals and
Objectives process?
3315 Measure _________
3325 Control _________
3335 Improve _________
3345 Standardize _________ Does your organization ____________ the Develop Program
Requirements process?
3355 Measure _________
3365 Control _________
3367 Improve _________
3375 Standardize _________ Does your organization ____________ the Develop Program
Architecture process?
D
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D
APPENDI X D
3385 Measure _________
3395 Control _________
3405 Improve _________
3415 Standardize _________ Does your organization ____________ the Develop Program WBS
process?
3425 Measure _________
3435 Control _________
3445 Improve _________
3505 Standardize _________ Does your organization ____________ the Manage Program
Architecture process?
3515 Measure _________
3525 Control _________
3535 Improve _________
3545 Standardize _________ Does your organization ____________ the Program Manage
Component Interfaces process?
3555 Measure _________
3565 Control _________
3575 Improve _________
3440 Standardize _________ Does your organization ____________ the Monitor and Control
Program Scope process?
3910 Measure _________
4320 Control _________
4710 Improve _________
3190 Standardize _________ Does your organization ____________ the Develop Program Schedule
process?
3660 Measure _________
4070 Control _________
4460 Improve _________
3450 Standardize _________ Does your organization ____________ the Monitor and Control
Program Schedule process?
3920 Measure _________
4330 Control _________
4720 Improve _________
3705 Standardize _________ Does your organization ____________ the Establish Program Financial
Framework process?
3715 Measure _________
3725 Control _________
3735 Improve _________
3745 Standardize _________ Does your organization ____________ the Develop Program Financial
Plan process?
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3755 Measure _________
3765 Control _________
3775 Improve _________
3210 Standardize _________ Does your organization ____________ the Estimate Program Costs
process?
3680 Measure _________
4090 Control _________
4480 Improve _________
3220 Standardize _________ Does your organization ____________ the Budget Program Costs
process?
3690 Measure _________
4100 Control _________
4490 Improve _________
3805 Standardize _________ Does your organization ____________ the Monitor and Control
Program Financials process?
3815 Measure _________
3825 Control _________
3835 Improve _________
3845 Standardize _________ Does your organization ____________ the Identify Program
Stakeholders process?
3855 Measure _________
3865 Control _________
3875 Improve _________
3885 Standardize _________ Does your organization ____________ the Plan Program Stakeholder
Management process?
3895 Measure _________
3905 Control _________
3915 Improve _________
3925 Standardize _________ Does your organization ____________ the Engage Program
Stakeholders process?
3935 Measure _________
3945 Control _________
3955 Improve _________
3965 Standardize _________ Does your organization ____________ the Manage Program
Stakeholder Expectations process?
3975 Measure _________
3985 Control _________
3995 Improve _________
4005 Standardize _________ Does your organization ____________ the Plan and Establish Program
Governance Structure process?
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4015 Measure _________
4025 Control _________
4027 Improve _________
4035 Standardize _________ Does your organization ____________ the Plan Program Audits
process?
4045 Measure _________
4065 Control _________
4075 Improve _________
3240 Standardize _________ Does your organization ____________ the Plan Program Quality
process?
3710 Measure _________
4120 Control _________
4510 Improve _________
4105 Standardize _________ Does your organization ____________ the Program Approve
Component Initiation process?
4115 Measure _________
4125 Control _________
4135 Improve _________
3230 Standardize _________ Does your organization ____________ the Plan Program Risk
Management process?
3700 Measure _________
4110 Control _________
4500 Improve _________
3280 Standardize _________ Does your organization ____________ the Identify Program Risks
process?
3750 Measure _________
4160 Control _________
4550 Improve _________
3605 Standardize _________ Does your organization ____________ the Analyze Program Risks
process?
3615 Measure _________
3625 Control _________
3635 Improve _________
3310 Standardize _________ Does your organization ____________ the Plan Program Risk
Responses process?
3780 Measure _________
4190 Control _________
4580 Improve _________
3480 Standardize _________ Does your organization ____________ the Monitor and Control
Program Risks process?
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3950 Measure _________
4360 Control _________
4750 Improve _________
3320 Standardize _________ Does your organization ____________ the Plan Program Procurements
process?
3790 Measure _________
4200 Control _________
4590 Improve _________
3655 Standardize _________ Does your organization ____________ the Conduct Program
Procurements process?
3665 Measure _________
3675 Control _________
3685 Improve _________
3400 Standardize _________ Does your organization ____________ the Administer Program
Procurements process?
3870 Measure _________
4280 Control _________
4670 Improve _________
3490 Standardize _________ Does your organization ____________ the Close Program
Procurements process?
3960 Measure _________
4370 Control _________
4760 Improve _________
3270 Standardize _________ Does your organization ____________ the Program Plan
Communications process?
3740 Measure _________
4150 Control _________
4540 Improve _________
3370 Standardize _________ Does your organization ____________ the Program Distribute
Information process?
3840 Measure _________
4250 Control _________
4640 Improve _________
3410 Standardize _________ Does your organization ____________ the Report Program
Performance process?
3880 Measure _________
4290 Control _________
4680 Improve _________
4355 Standardize _________ Does your organization ____________ the Program Approve
Component Transition process?
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4365 Measure _________
4375 Control _________
4385 Improve _________
4205 Standardize _________ Does your organization ____________ the Program Provide
Governance Oversight process?
4215 Measure _________
4225 Control _________
4235 Improve _________
4255 Standardize _________ Does your organization ____________ the Manage Program Benefits
process?
4265 Measure _________
4275 Control _________
4285 Improve _________
4305 Standardize _________ Does your organization ____________ the Control Program Changes
process?
4315 Measure _________
4325 Control _________
4335 Improve _________
1005 Standardize _________ Does your organization ____________ the Develop Project Charter
process?
1700 Measure _________
2240 Control _________
2630 Improve _________
1020 Standardize _________ Does your organization ____________ the Develop Project
Management Plan process?
1710 Measure _________
2250 Control _________
2640 Improve _________
1230 Standardize _________ Does your organization ____________ the Direct and Manage Project
Execution process?
1920 Measure _________
2460 Control _________
2850 Improve _________
1035 Standardize _________ Does your organization ____________ the Monitor and Control Project
Work process?
1045 Measure _________
1055 Control _________
1065 Improve _________
1310 Standardize _________ Does your organization ____________ the Project Perform Integrated
Change Control process?
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2000 Measure _________
2540 Control _________
2930 Improve _________
1390 Standardize _________ Does your organization ____________ the Close Project or Phase
process?
2080 Measure _________
2620 Control _________
3010 Improve _________
1030 Standardize _________ Does your organization ____________ the Project Collect
Requirements process?
1720 Measure _________
2260 Control _________
2650 Improve _________
1040 Standardize _________ Does your organization ____________ the Project Define Scope
process?
1730 Measure _________
2270 Control _________
2660 Improve _________
1075 Standardize _________ Does your organization ____________ the Project Create WBS
process?
1085 Measure _________
1095 Control _________
1105 Improve _________
1320 Standardize _________ Does your organization ____________ the Project Verify Scope
process?
2010 Measure _________
2550 Control _________
2940 Improve _________
1330 Standardize _________ Does your organization ____________ the Project Control Scope
process?
2020 Measure _________
2560 Control _________
2950 Improve _________
1050 Standardize _________ Does your organization ____________ the Project Define Activities
process?
1740 Measure _________
2280 Control _________
2670 Improve _________
1060 Standardize _________ Does your organization ____________ the Project Sequence Activities
process?
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1750 Measure _________
2290 Control _________
2680 Improve _________
1115 Standardize _________ Does your organization ____________ the Project Estimate Activity
Resources process?
1125 Measure _________
1135 Control _________
1145 Improve _________
1070 Standardize _________ Does your organization ____________ the Project Estimate Activity
Durations process?
1760 Measure _________
2300 Control _________
2690 Improve _________
1080 Standardize _________ Does your organization ____________ the Project Develop Schedule
process?
1770 Measure _________
2310 Control _________
2700 Improve _________
1340 Standardize _________ Does your organization ____________ the Project Control Schedule
process?
2030 Measure _________
2570 Control _________
2960 Improve _________
1100 Standardize _________ Does your organization ____________ the Project Estimate Costs
process?
1790 Measure _________
2330 Control _________
2720 Improve _________
1110 Standardize _________ Does your organization ____________ the Project Determine Budget
process?
1800 Measure _________
2340 Control _________
2730 Improve _________
1350 Standardize _________ Does your organization ____________ the Project Control Costs
process?
2040 Measure _________
2580 Control _________
2970 Improve _________
1130 Standardize _________ Does your organization ____________ the Project Plan Quality
process?
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1820 Measure _________
2360 Control _________
2750 Improve _________
1240 Standardize _________ Does your organization ____________ the Project Perform Quality
Assurance process?
1930 Measure _________
2470 Control _________
2860 Improve _________
1360 Standardize _________ Does your organization ____________ the Project Perform Quality
Control process?
2050 Measure _________
2590 Control _________
2980 Improve _________
1090 Standardize _________ Does your organization ____________ the Project Develop Human
Resource Plan process?
1780 Measure _________
2320 Control _________
2710 Improve _________
1150 Standardize _________ Does your organization ____________ the Acquire Project Team
process?
1840 Measure _________
2380 Control _________
2770 Improve _________
1250 Standardize _________ Does your organization ____________ the Develop Project Team
process?
1940 Measure _________
2480 Control _________
2870 Improve _________
1155 Standardize _________ Does your organization ____________ the Manage Project Team
process?
1165 Measure _________
1175 Control _________
1185 Improve _________
1195 Standardize _________ Does your organization ____________ the Project Identify
Stakeholders process?
2005 Measure _________
2015 Control _________
2025 Improve _________
1160 Standardize _________ Does your organization ____________ the Project Plan
Communications process?
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1850 Measure _________
2390 Control _________
2780 Improve _________
1260 Standardize _________ Does your organization ____________ the Project Distribute
Information process?
1950 Measure _________
2490 Control _________
2880 Improve _________
2035 Standardize _________ Does your organization ____________ the Project Manage
Stakeholder Expectations process?
2045 Measure _________
2055 Control _________
2065 Improve _________
1300 Standardize _________ Does your organization ____________ the Project Report Performance
process?
1990 Measure _________
2530 Control _________
2920 Improve _________
1120 Standardize _________ Does your organization ____________ the Project Plan Risk
Management process?
1810 Measure _________
2350 Control _________
2740 Improve _________
1170 Standardize _________ Does your organization ____________ the Project Identify Risks
process?
1860 Measure _________
2400 Control _________
2790 Improve _________
1180 Standardize _________ Does your organization ____________ the Project Perform Qualitative
Risk Analysis process?
1870 Measure _________
2410 Control _________
2800 Improve _________
1190 Standardize _________ Does your organization ____________ the Project Perform
Quantitative Risk Analysis process?
1880 Measure _________
2420 Control _________
2810 Improve _________
1200 Standardize _________ Does your organization ____________ the Project Plan Risk
Responses process?
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1890 Measure _________
2430 Control _________
2820 Improve _________
1370 Standardize _________ Does your organization ____________ the Project Monitor and Control
Risks process?
2060 Measure _________
2600 Control _________
2990 Improve _________
1210 Standardize _________ Does your organization ____________ the Project Plan Procurements
process?
1900 Measure _________
2440 Control _________
2830 Improve _________
1270 Standardize _________ Does your organization ____________ the Project Conduct
Procurements process?
1960 Measure _________
2500 Control _________
2890 Improve _________
1290 Standardize _________ Does your organization ____________ the Project Administer
Procurements process?
1980 Measure _________
2520 Control _________
2910 Improve _________
1380 Standardize _________ Does your organization ____________ the Project Close Procurements
process?
2070 Measure _________
2610 Control _________
3000 Improve _________
7005 _________ Does your organization have an OPM policy and vision?
5490
5290
5500
6980
5520
1000
7015 _________ Does your organization educate all stakeholders on OPM policy and
vision?
7025
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7405 _________ Does your organization have a process to support the strategic
alignment of OPM to organizational vision, goals, and objectives?
7035
5220 _________ Does your organization have a process to support resource allocations
for OPM endeavors?
1590
5320 _________ Does your organization have management systems in place to support
OPM?
5280
1450 _________ Does your organization provide sponsorship for OPM endeavors?
5340
7045 _________ Does your organization provide organizational structures to support
OPM endeavors?
7055
7065
7075
7105 _________ Does your organization have structures in place to support competency
management for the OPM environment and project lifecycles?
7115
7125
7135
7145
7155
7165
1430
7175
7185 _________ Does your organization have structures in place to support competency
management for soft skills in the OPM environment?
7195
7205
7215
7225
7235
1400 _________ Does your organization have a workforce with the right level of
competency to support the OPM environment?
1410
5620 _________ Does your organization have a career path in place to support the roles
required to support the OPM environment?
5190
5180
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1530 _________ Does your organization have a process for assessing competency and
formal performance appraisals?
6120
5200 _________ Does your organization provide project management training for OPM
Roles?
5300
5210
5240 _________ Does your organization support organizational project management
communities?
5250
5390 _________ Does your organization support organizational project management
practices at the project level?
1460
1680
1670
3030
3550 _________ Does your organization support organizational project management
practices at the program level?
2090
3570
5260 _________ Does your organization have an organizational project management
methodology?
1550
5270
7305 _________ Does your organization use organizational project management
techniques for OPM endeavors?
1630
3070
5170
3520
7315 _________ Does your organization use project management metrics for OPM
endeavors?
7325
7335
7345
7355
1540 _________ Does your organization apply project success criteria when evaluating
OPM Endeavors?
2160
2190 _________ Does your organization use benchmarking for OPM endeavors?
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3050
7365 _________ Does your organization use a PMIS and knowledge management for
OPM endeavors?
7375
5660
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APPENDI X D
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APPENDIX E
OPM3 ONLINE TOOLS
E.1 Introduction
The purpose of this appendix is to describe two options for performing an OPM3 survey and assessment,
with their respective tools and solution designs. While there may be various survey and assessment options
available, the focus of this appendix will be on the two most likely scenarios:
Option 1 OPM3 Online Self-Assessment: Organizations using the OPM3 Online Self-Assessment
Module to perform their own in-house survey and solution design, with the option to use the Capability
Directory for comprehensive-level assessment.
Option 2 OPM3 ProductSuite: Organizations using an OPM3 Certied Assessor or Consultant,
making use of a proprietary assessment application (OPM3 ProductSuite) and solution design.
Performing an OPM3 assessment will help establish a current baseline of an organizations culture, practices
and processes specic to the three domainsproject, program and portfoliothe process improvement
stagesstandardize, measure, control and improveand the organizational enablers. Both options identied
above provide an opportunity for a high-level survey and comprehensive-level assessment. A high-level survey
(Best Practices survey) provides user organizations with a basic, broad-brush picture of the perceived state of
their project management maturity and areas most in need of improvement. The comprehensive assessment
(Capability Assessment) yields data that is veried, detailed, nuanced, and actionable for those areas where
improvement opportunities are identied.
E.2 Option 1: OPM3 Online Self-Assessment
With this option, organizations use the OPM3 Online Self-Assessment Method to implement their own
in-house survey and solution design, with the added option to use the Capability Directory to perform a
comprehensive assessment.
Organizations desiring a starting point, before committing more time and resources, may choose the
OPM3 Online Self-Assessment Method for performing a high-level survey. This will provide insights into Best
Practices that are perceived to be present in the organization, as well as those in need of improvement. The
OPM3 Self-Assessment Method is an online database tool designed to easily survey and capture responses
to approximately 120 questions. The results of the survey will provide insights into the organizations maturity
position relative to these categories:
Organizational project management as a whole
Domains of project, program, and portfolio (PPP)
Process improvement stages (standardize, measure, control, improve)
E
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The graphics generated by the self-assessment tool will give a general picture of the strengths and
weaknesses within these categories. The organization will then decide what course of action to follow with
regard to the underlying Capabilities and implementation of prescribed solutions. Details on the OPM3 Self-
Assessment Module are covered in Appendix G.
Questions and Answers on the OPM3 Online Self-Assessment Method
The following questions and answers may help organizations contemplating using the OPM3 Online Self-
Assessment Method. For purposes of these responses the high-level and Best Practice analysis will be referred to
as a survey. The comprehensive-level and Capability Level analysis will be referred to as an assessment.
1. What skills and knowledge should a surveyor possess to perform our organizations high-
level survey and solution design? Individuals with a broad grasp of OPM3 Knowledge Foundation
concepts are usually successful in this role. They will need excellent communication skills and
experience performing surveys or gap analyses. When performing face-to-face surveys, the surveyor
should be able to clarify questions without leading the responder. If the surveyors will be interpreting
results, they should have experience synthesizing many responses to derive overall trends or results.
If the surveyors will be designing solutions, they should have excellent team management skills and
ability to use identied trends to design solutions based upon the OPM3 directories. If the surveyor has
responsibility for guiding the implementation of agreed upon solutions, he or she should be comfortable
working with C-level to operations-level staff to achieve the improvement goals. There are no PMI-
specic certications required to perform in a surveyor capacity using OPM3 Online.
2. What types of questions are included in the online self-assessment tool? The questions included
in the online self-assessment method database tool are generalized to identify perceptions of the
current state of maturity in organizational project management, in relation to the set of Best Practices
that comprise the OPM3 standard. Examples of the questions can be found in Appendix D.
3. How can our organization use high-level survey results? An organization that uses the high-
level, Best Practice survey will receive an indication of organizational maturity. Using the online tools
graphical display of survey responses provides a broad-brush picture of the state of organizational
project management maturity. Organizations typically nd it effective to select one to three Best
Practices to focus on based on their organizational strategy and improvement needs. Organizations
may use this information to perform a cost/benet analysis to further dene which option best suits
their needs. Organizations may also choose to further dene their areas most in need of improvement
using the Capabilities Directory included as part of the Improvement Path report in OPM3 Online.
4. How many on-line surveys should be performed? Organizations that purchase an OPM3 Online
single-users license will be able to perform multiple surveys but would have to compile an overall
summary of responses manually. Organizations that purchase OPM3 Online multi-users licenses will
be able to perform multiple surveys using their multiple licenses but must still compile responses
manually. All OPM3 Online users may benchmark their results against a database of other organizations,
when they choose to participate by including their assessment(s) in the benchmarking database. The
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OPM3 Online users license allows for organizations to receive errata updates and access to the
Capabilities and Improvement Planning Directories.
5. How does a comprehensive assessment use the Capability Directory? A comprehensive-level
assessment using the Capability Directory allows organizations to evaluate their relative maturity,
measured in terms of the attainment of the Capabilities comprising the Best Practices. When an
organization attains a majority of Capabilities associated with a Best Practice, it has advanced its
project management maturity. Only after an organization has developed its own comprehensive-level
assessment tool using the entire project, program, and portfolio Capabilities Directory will it be able to
perform a full comprehensive-level assessment.
6. What are cost/benet considerations for a comprehensive-level assessment? Developing an in-
house comprehensive-level assessment tool will require time and resources. Once the comprehensive-
level assessment tool and other collateral are developed it becomes the property of the organization.
Time and resource costs to consider may include:
Purchase of OPM3 Online users license.
Resources and personnel needed to implement OPM3 Online surveys.
Administrative work developing database content.
Developing a survey and analysis tool with a database for warehousing responses.
Developing templates, training and marketing collateral for organization-wide uniform adoption
(optional).
Performing end-user pilot (optional)
Each organization should estimate the anticipated benets from developing a comprehensive-
level assessment tool and other collateral. The cost/benets analysis should consider the cost/
benets derived from using an OPM3 Certied Assessor/Consultant (using the OPM3 ProductSuite
application).
7. How does our organization use the Capability Directory to develop an electronic comprehensive-
level assessment tool? The Capabilities Directory provides detailed data on all the Capabilities in the
model, organized according to the Best Practices with which they are associated. Each Capability has
a unique identier relative to its importance within the Best Practice. Each Capability has a respective
Outcome with key performance indicator that conrms the existence of this Capability.
An important aspect of using the Capabilities Directory to develop a comprehensive assessment
tool is maintaining the hierarchy and dependent relationships across all Best Practices and Capabilities.
Using the Capabilities Directory to develop a comprehensive-level assessment requires the tool
developer to paraphrase each Capability into question format. Capability-level responses to these
questions should be designed to clearly capture the status of that Capability.
The assessment tool should be designed to allow the surveyor to select specic groups of questions
best suited for the present circumstances. The assessment questions and assessment results should
be maintained in electronic database format and the database should be designed to allow for future
updates. The assessment results database should be designed to provide output by Domains, Process
Groups, Capabilities and other metrics specically suited to the organization.
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The Capabilities Directory will identify dependent relationships between other Best Practices and
Capabilities that must be maintained when designing the many-to-many relationships in the database.
Assessment results analysis and reporting considerations should be considered when designing
the summary of improvement strategies. The Improvement Planning Directory mapping should be
integrated into the database to allow for validation when designing an improvement strategy.
8. How does our organization use the Improvement Planning Directory to design an in-house
solution? The Improvement Planning Directory shows the dependencies between Capabilities, which
are essential to the Assessment and Improvement steps of the OPM3 Cycle. The path of maturity
within a Best Practice may lead to other Best Practices. This kind of relationship implies corresponding
dependencies between Capabilities that aggregate to those different Best Practices. Designing a
solution for those areas most in need of improvement will include analysis of the mapping of Best
Practices and Capabilities presented in the Improvement Path located in the Improvement Planning
Directory. The Improvement Path is created upon completing an assessment, is accessible online and
the user must lter for those Best Practices needing improvement. Once the organization determines
their strategy and initial improvement need, they should establish keywords that reect this. They can
then use the keywords to search Best Practices in the online tool, to help identify those Best Practices
specic to their goals. Once identied, they can review the Improvement Path to nd the Best Practices
identied, and focus their improvement efforts.
9. Can our OPM3 Online tool be used for performing surveys of other external entities and sharing
of warehoused data? The OPM3 Online user licenses are used solely by the licensing entity so
any assessments entered into OPM3 Online will only be accessible by the license holder. While it is
perfectly acceptable for OPM3 Online to be used by external entities or external consulting services,
external entities or consulting companies may want to advise their clients to purchase an OPM3 Online
license if the client wants future access to their assessment results.
Survey responses captured by means of the OPM3 Online Self-Assessment Tool are warehoused
external to the user organization and accessed via the OPM3 Online Self-Assessment Tool. Survey
responses captured by means of any tool developed in-house remain warehoused within the
organization. An organization may choose to share responses with other entities. Externally warehoused
data may be used for industry benchmarking.
10. What, if any, additional requirements and yearly licensing fees are required? As of publication
there are currently no additional yearly licensing costs or tool utilization requirements.
E.3 Option 2: OPM3 ProductSuite
This option relates to organizations using an OPM3 Certied Assessor or Consultant and a proprietary
assessment application (OPM3 ProductSuite) and solution design.
OPM3 ProductSuite is an assessment tool that evaluates how well organizations are executing to their
strategic objectives by the use of portfolio management, program management and project management
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Best Practices and Organizational Enablers. The OPM3 ProductSuite assessment tool also provides guidance
on how to improve an organizations execution of strategy by increasing its degree of organizational project
management maturity. The result of the assessment identies Best Practices, constituent Capabilities, and
Outcomes required to increase your maturity, once the current maturity has been determined.
The OPM3 ProductSuite Assessment Tool provides the exibility to scope an assessment according to areas
in need of improvement, such as specic domains or desired business results.
Questions and Answers on the use of an OPM3 Certied Assessor/Consultant and
the OPM3 ProductSuite application:
1. What skills and knowledge should an OPM3 ProductSuite Assessor possess to perform
assessments? PMI has established minimum criteria for experience and knowledge before an
individual is eligible to become an OPM3 Certied Assessor/Consultant. The Experience Screening
process evaluates knowledge of the OPM3 Knowledge Foundation standard and validates project
management and surveying or auditing experience. Attendance at a 3-5 day workshop and passing
of an examination are required to become an OPM3 Certied Assessor/Consultant. An individual must
become an OPM3 Certied Assessor/Consultant in order to use the OPM3 ProductSuite software
application.
2. What types of questions are included in the OPM3 ProductSuite assessment tool? The OPM3
ProductSuite software application includes comprehensive-level questions to assess the maturity
level of an organization in applying project, program, and portfolio management Best Practices. Each
question relates to a Capability outcome and produces two types of scores. The Yes/No score indicates
a broad, attainment or no-attainment view of each Capability. A scaled score gives an incremental view
to indicate the degree of achievementa zero score for no achievement and intermediate scores for
partial and near full and full achievement.
3. How can our organization use the OPM3 ProductSuite assessment results? An organization may
use their results to see how many Best Practices, Capabilities, and Outcomes were achieved per
domain and per process improvement stage. The OPM3 Certied Assessor/Consultant may present
graphical displays or various reports of survey data that provide a broad-brush picture of the state
of organizational project management maturity. They will also provide a list of Best Practices and
Capabilities that were not achieved or were absent in the areas of maturity. This analysis will provide
the Assessor with enough data to identify the areas which may be a priority for action to achieve the
organizations business objective.
4. How do I obtain an OPM3 ProductSuite application license and OPM3 Certied Assessor/
Consultant services? The OPM3 ProductSuite license is given to the OPM3 Certied Assessor/
Consultant upon completion of the certication course and examination. Visit the following website for
more information; http://www.pmi.org/BusinessSolutions/Pages/ProductOptions.aspx.
5. What types of assessment techniques are available with the OPM3 Certied Assessor/
Consultant? Generally an OPM3 Certied Assessor/Consultant may perform variations of two types
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of assessments. A Desk Assessment is designed to seek evidence of attained Best Practices and
Capabilities throughout the interview process only. The Desk Assessment does not require additional
documented proof and relies on information given from the responder. A Rigorous Assessment will
require a more formal gathering, collection and validation of responses. The Rigorous Assessment will
validate the degree of maturity and identify specic areas for improvement. Multiple assessments may
be performed with automated compilation of merged assessments and future benchmarking potential.
The OPM3 Certied Assessor/Consultant may proactively assess specic domains, business results,
departments, roles and other areas that require immediate attention by the organization.
6. What are the cost/benet considerations for using an OPM3 Certied Assessor/Consultant to
perform an assessment? An OPM3 Certied Assessor/Consultant has the credentials and assessment
skills that will provide guidance to scope and tailor the assessment based on specic needs. Using an
OPM3 Certied Assessor/Consultant provides a turn-key solution from survey and analysis to solution
design using the OPM3 ProductSuite software application. Independent OPM3 Certied Assessors/
Consultants may be retained to perform a continuum of services, from surveying to facilitating
improvement solutions. OPM3 Certied Assessor/Consultants internal to an organization can perform
the same continuum of services. Using an external or internal OPM3 Certied Assessor/Consultant may
involve these potential cost/benet considerations:
Expert OPM3 Knowledge Foundation standard guidance using a turn-key software solution.
No development or maintenance costs like those associated with an in-house assessment tool.
Initial certication and yearly license costs for OPM3 Certied Assessor/Consultant credentials.
User rights for the OPM3 ProductSuite software application live with the OPM3 Certied Assessor/
Consultant rather than with an organization.
Ability to generate many reports from various dimensions of Best Practices, Capabilities, Domains,
Improvement Stages, Process Groups, Organizational Enablers, etc.
Assessment results are condentially warehoused external to an organization and accessible by
the OPM3 Certied Assessor/Consultant who performed the assessment until the assessment is
completed. Once completed, the organization holds an encrypted key which controls when and
how the externally stored data is accessed.
Organizations wishing to mitigate the risk of losing their OPM3 Certied Assessor/Consultant may
opt for multiple OPM3 Certied Assessors/Consultants.
7. How does an OPM3 Certied Assessor/Consultant use the Improvement Planning Directory
to design an improvement solution? Inherent to the OPM3 ProductSuite application are all Best
Practices, Capabilities and Outcomes, with dependency relationships. The path of maturity within
a Best Practice may cross paths leading to other Best Practices. This kind of relationship implies
corresponding dependencies between Capabilities that aggregate to those different Best Practices.
The OPM3 ProductSuite Improvement tool allows an organization to plan actions needed to improve
performance of specic Best Practices. The Improvement tool can populate an improvement plan
template with graphics and text of Best Practices, Capabilities, and Outcomes that may be selected for
improvements.
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8. Do OPM3 Certied Assessors/Consultants perform surveys of other external entities and
sharing of warehoused data? Independent OPM3 Certied Assessors/Consultants may serve many
organizations in various capacities to facilitate implementation of the OPM3 standard. The responsibility
for warehousing and maintaining condentiality of all OPM3 ProductSuite assessment results resides
with DNVS (Det Norske Veritas Software), a technical software organization located in Norway.
Organizations may share assessment results and other information resulting from their assessment
reports at their discretion. As of publication PMI is still accumulating the necessary information to offer
a benchmarking database.
9. What, if any, additional requirements and yearly licensing fees are required? PMI is the sole and
exclusive provider of the OPM3 Certied Assessor/ Consultant certications. There are fees associated
with becoming an OPM3 Certied Assessor/Consultant and yearly fees for software licensing. Visit
the following website for more information; http://www.pmi.org/BusinessSolutions/Pages/Product
Options.aspx.
In summary, organizations choosing to implement the OPM3 standard on a small or grand scale may do so
using either Option 1OPM3 Online Self-Assessment or Option 2OPM3 ProductSuite. The questions and
answers provided above should help organizations navigate through the decision process of:
Contracting with an independent resource or training an internal resource to become an OPM3
Certied Assessor/Consultant, or,
Developing an in-house solution that is based upon the OPM3 Knowledge Foundation standard and
the OPM3 Online Self-Assessment Method.
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APPENDIX F
OPM3 CASE STUDY
F.1 Background
This case is based on the experience of an organization that used OPM3 for process improvement. All
condential information related to this organization has been removed in order to preserve its identity.
ABC Company (ABC) is responsible for delivering natural resources to commercial and residential customers
with state-wide responsibility for a large state in the USA. It has several sites throughout the state to manage
its network of suppliers, distribution channels and service agents. The organization generates several hundred
million US dollars in annual revenue for their products and services.
ABC has attempted throughout most of its history to projectize the work of the organization. Wherever
possible, work was organized into projects with timelines, resources, and expected deliverables dened in
order to leverage the power of project management. All of the projects were organized into one of four divisional
groups and each of those groups has varying responsibility for managing the collective group of projects as a
whole.
The nature of the projects at ABC varied signicantly across the portfolio. Some projects were infrastructure
projects for improvements to buildings while others were related to information technology upgrades, feasibility
studies, or other business matters. Some projects were short in duration (less than three months) while others
were multi-year initiatives.
A central project management ofce (PMO) was implemented several years before ABC considered using
OPM3. The central PMO had responsibility for setting standards for project management across the four
divisional groups, rolling up performance results into a central view for executive management and standardizing
the approach to project management across the wide range of projects that were regularly executed by the
enterprise.
The director of the PMO was interested in determining how well the organization was performing in comparison
to industry best practices. There was concern across the organization that some critical projects were late and
over budget and the PMO wanted to react before other company stakeholders made organizational changes
that would not support the PMO and the projects. After careful research and review of several standards and
other tools, ABC decided to use OPM3 for benchmarking and process improvement.
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F.2 The Improvement Project Based on OPM3
ABC Company initially reached out to a training company and sent employees to an introductory class. The
director of the PMO went to validate that OPM3 was the right strategic t for the organization, and some of the
PMO staff went to learn more about the model and how to leverage the Best Practices within the organization.
The class conrmed the value of OPM3 and provided insight that the next logical step following the OPM3 Cycle
was to conduct an assessment. After the PMO team members reviewed their decisions with the Executive
Management Team, ABC committed to moving forward with an initiative to make improvements using OPM3.
F.2.1 Selecting a Certied OPM3 ProductSuite Assessor. Although ABC management felt they could
conduct an assessment with their own staff, they were interested in an independent perspective of their
organization that could also make suggestions based on their experience with other organizations. They went
to the OPM3 ProductSuite Online Registry which lists Certied OPM3 ProductSuite Assessors and identied
several potential ts. ABC sent requests for proposals (RFP) to these candidates and after thorough evaluation
selected an assessor that was familiar with their domain and had expertise in OPM3.
F.2.2 Assessment Plan. The next step for the new combined team was to create an assessment plan.
The external assessor reviewed the pros and cons of different approaches to scoping the OPM3 assessment.
The organization was most interested in making sure that they would have a high degree of condence in
the results of the assessment, so they chose to perform a rigorous assessment using the OPM3 ProductSuite
across all three domains of OPM3project management, program management, and portfolio management.
The assessor then selected employees in various roles to interview the people who could describe how the
organization executed projects and related work on a day-to-day basis.
F.2.3 Assessment Process. The actual on-site assessment took a total of two weeks once the plan was
complete and the interviews were scheduled. The external assessor met with the organizations representatives,
and reviewed the artifacts that provided evidence (e.g., project plans, schedules, meeting minutes, and budgets)
of how the work was completed. The assessor then recorded ndings in the OPM3 ProductSuite toolset and
generated the assessment report for the organization. In addition to highlighting strengths and opportunities
for improvement for the organization, the report included all of the OPM3 Best Practices the organization had
achieved and not achieved.
Some of the strengths for the organization included a well-dened project management methodology and
project tollgate process that helped ensure that the project management processes were standardized across
a good portion of the organization. Their long-time budgeting and reporting process also supported several of
the portfolio management best practices as did the activities of the PMO.
F.2.4 Improvement Planning. The ABC management team went through the results over the following
month and prioritized improvements that they could make based on available resources, cultural t, and timing.
The client came up with three key areas of focus for the next 6 months before the next OPM3 assessment:
Standardize risk management across all projects; 1.
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Repurpose the project management methodology for management of multiple projects (i.e., program 2.
management); and
Revise the review and promotion process so that project managers had input into the performance 3.
reviews of functional resources assigned to projects.
F.3 Results After One OPM3 Improvement Cycle
After 6 months, the external assessor came back to ABC Company for an additional assessment. The
company had stuck to their improvement plan and had moved forward with some of the key areas. The
following highlights some of the results that the company realized by area of focus:
Standardize Risk Management 1. : The PMO documented and trained all of the project managers on a new
risk management process. Each project team then evaluated and communicated risk at predetermined
points of every project. Some projects identied several high risks early enough in the project lifecycle
where they were cancelled. Resources were redeployed to strategic projects that were behind schedule.
These projects were on the road to recovery in a short amount of time.
Standardize Program Management 2. : The whole domain of program management was too much, so
the PMO focused on creating standard processes to manage resources across an entire program of
projects. One program manager following the new process discovered that two projects were paying
separately for resources that they could have shared. By restructuring some vendor contracts, the
program was able to save budget and re-allocate it to other areas of the program.
Revise Review Process 3. : The PMO worked with Human Resources to revise the review process. The
project managers completed a review for each employee after a project was complete or after 6
months of participation on a project. The project managers felt like resources were more responsive to
their project needs. Project managers also felt like they were more empowered to deliver successful
projects.
The results of the reassessment by the assessor showed that ABC Company had become more mature from
the perspective of the OPM3 model. They added new Capabilities and Best Practices that the assessor had not
seen during the initial assessment, in the areas of project risk management, program resource management,
and Organizational Enablers.
More importantly, the application of OPM3 from assessment through improvements delivered tangible
business results. ABC was able to deliver on strategic objectives, cut costs, and reallocate resources to the
places where they were needed most. These successes highlighted the value of the PMO to the Executive
Management Team, and the company committed to continue using OPM3 through future improvement cycles.
They look forward to further positive results in the future.
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APPENDIX G
ASSESSMENT AND IMPROVEMENT HOW-TO GUIDE
G.1 Introduction
The second step in the OPM3 Cycle is the OPM3 self-assessment method (SAM). The SAM consists of two
processes; a high-level assessment process, and a comprehensive assessment process. Both SAM processes
become a rst view of organizational maturity and capability.
The SAM high-level assessment process utilizes the OPM3 SAM Questionnaire. Organizations distribute
the questionnaire to a hand-picked assessment team. The output of the questionnaire is a subjective list of
Best Practices thought to currently exist in the organization compared to the OPM3 standard. This list of Best
Practices is then examined in depth in the OPM3 Comprehensive Assessment to verify (or corroborate) their
implementation in the organization. It is important to remember that undertaking a maturity improvement
initiative is in fact a project and should be managed as a project.
G.2 SAM High-Level Process
The following are a number of steps that could be performed to conduct an OPM3 high-level assessment.
While all high-level assessments will naturally include administering the SAM Questionnaire and comparison of
the organizations Best Practices list with the list comprising the OPM3 model, there are also some suggested
steps to prepare the way for this process in the organization, such as the following:
G.2.1 Step One: Prepare for High-Level Assessment Process
Step 1.1 Secure Sponsorship for the High-Level Assessment Process
The key to a successful assessment is to secure the sponsorship of key stakeholders and to identify the
individual who will facilitate the assessment for the organization.
Step 1.2 Dene Objectives, Scope, and Constraints
The business or organizational objectives and the scope, including any constraints of the assessment,
should be documented in the assessment charter, assessment scope statement, and assessment plan. It is
important to document what targeted areas in the organizationdepartments, projects, personnel, etc.will
be included in the scope of the assessment, as well as which areas will not be included.
Step 1.3 Create Schedule
Based on the objectives, scope, and constraints of the assessment identied in step 1.2, a schedule should
be developed putting all assessment tasks in their chronological order.
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Step 1.4 Sponsor Go/No-Go Decision
The sponsors concurrence with the assessment charter, scope statement, and assessment plan is required
before beginning to conduct the assessment.
G.2.2 Step Two: Perform the High-Level Assessment
The next step in the OPM3 high-level assessment process is to conduct the assessment itself. Assessment
involves comparing the characteristics of the organizations current state of project management maturity with
those described by OPM3 Best Practices.
Step 2.1 Conduct Kickoff Meeting
The rst activity is to conduct a kickoff meeting with the sponsor, key stakeholders, and the targeted area
to review the assessment plan and schedule. In this meeting the purpose and scope of the assessment will be
communicated to prepare participants for the activity.
Step 2.2 Conduct Pre-Assessment Training
The next activity is to conduct a pre-assessment training session to ensure that participants understand
OPM3 processes, Best Practices (BPs), domains, and stages. The instructor may focus his or her teachings
on concepts like the importance of having a standardized process prior to attempting measurement or
improvement.
Step 2.3 Conduct High-Level Assessment
The OPM3 SAM Questionnaire is distributed to the target area and group in the organization. It is important
to set a time limit for the participants. The amount of time allowed for the questionnaire will depend upon how
much time your participants will have available out of their schedules and how much time you think they need
to do a thorough job of responding. The important thing, however, is that all participants be allotted the same
amount of time. The assessment is then returned for the assessment leader and/or team to analyze results.
Step 2.4 Collect and Validate Data
The assessment leader and assessment team collect assessment responses and verify the data for
completeness. Although the OPM3 SAM Questionnaire was developed to be straightforward, participants may
not understand certain questions and skip them. It is a good practice for the assessment leader and team to
follow up with the participants to clarify any misunderstandings of the questions.
G.2.3 Step Three: Review Findings
Step 3.1 Derive Findings
Once the assessment leader and team have determined that the acceptable sample has been achieved and
that all outstanding participant questions and concerns have been answered, it is their job to nalize the results
and present the nal ndings to the sponsor and key stakeholders.
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To derive the assessment ndings from an organizations SAM survey data, the assessment leader and
team need to aggregate the results to reach a yes or no answer representing the group, for each question.
To do this, they need to determine what percentage of responses to a given question constitutes a yes
or no. For example, if there are 10 participants performing the assessment, how many of the 10 need to
respond yes to result in an aggregated yes? Some organizations may wish to look for unanimous results
(100%). Other organizations may set the bar at 75%. Others may decide that positive responses of 50% and
above constitute a yes answer. The aggregated results should then be entered into OPM3 Online.
The OPM3 Maturity Continuum shows the percentage of Organizational Project Management Best Practices
that the participants perceive the organization to have implemented. Each question in the SAM high-level
assessment process is linked to a number of OPM3 Best Practices. When the participant answers yes to the
question, the organization is given credit for having implemented the OPM3 Best Practices behind the question.
There are approximately 488 OPM3 BPs. The number of OPM3 BPs perceived by survey participants to have
been implemented is divided by the total number of OPM3 BPs and a percentage rating is given. For instance,
if 108 OPM3 Best Practices are perceived to have been implemented, the overall percentage score is 22%.
Step 3.2 Present High-Level Process Final Findings
After the data has been collected and aggregated to produce a score, the assessment team should schedule
a nal presentation for the sponsor and key stakeholders. While these individuals have been involved during the
OPM3 high-level assessment process, they also have the nal authority on the interpretation of the results.
G.2.4 Step Four: Assessment Closure
Step 4.1 Collect Lessons Learned
Since the OPM3 high-level assessment process may be administrated to multiple groups within the
organization, collecting and documenting lessons learned from the assessment experience will help future
assessment teams understand what went well and what aspects of the process may require renement or
adjustments.
Step 4.2 High-Level Process Go-Forward Decision
At the end of the high-level process, the assessment sponsor and/or the organizations executives will
decide if this level of assessment has met the dened business objectives and whether to conclude the work
at this level or proceed to the OPM3 comprehensive SAM assessment.
G.3 SAM Comprehensive Assessment Process
After completing the OPM3 high-level SAM assessment process and determining which Best Practices to
investigate rst, most organizations should proceed with the OPM3 SAM comprehensive assessment. This
activity veries whether the BPs identied in the OPM3 high-level SAM do indeed exist in the organization.
The OPM3 SAM comprehensive assessment provides a more in-depth and precise view of an organizations
current state of maturity by evaluating the Capabilities that aggregate to each Best Practice in question. The
assessment team determines which of the identied Capabilities already exist in the organization by evaluating
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artifacts for each Capability and determining whether or not its associated Outcomes exist and are observable
in the organization. This evaluation is done through the use of the Capabilities Directory (available in the online
tool), which shows the required Outcomes for each Capability. In general, a Capability can be said to exist when
all of the listed Outcomes have been observed. Similarly, a Best Practice can be said to exist when all its listed
Capabilities exist.
The Best Practices pages in the Improvement Planning Directory (available in the online tool) can serve as
a checklist or template for the Comprehensive Assessment Process, because the identifying numbers for the
Capabilities associated with each Best Practice are logically arranged, building from a basic Capability to those
that are dependent on previous Capabilities. The pages in this directory provide a check-off column for the
Outcomes that will have to be identied to verify the existence of each Capability.
This evaluation of Capabilities is rigorous and allows the organization to gain a detailed understanding of its
state of maturity. This step will help the organization determine which specic Capabilities do or do not exist
and, therefore, how close the organization is to attaining each Best Practice.
This step should be completed before contemplating improvements or an improvement plan. The organization
needs to understand (1) all the Capabilities it already has, (2) all the Capabilities it does not have, and (3) the
relative importance of each Capability to the organization. Once the organization has identied and prioritized
these, it can weigh the pros and cons of pursuing the various paths to improvements, based on the results of
the two assessment processes.
Again, as with the high-level assessment process, this effort should be treated as a project and follow the
organizations own project management standards.
G.3.1 Step One: Prepare for the Comprehensive Assessment
Step 1.1 Obtain Sponsorship for the Comprehensive Assessment
The key to a successful comprehensive assessment is to secure the sponsorship of key stakeholders and
to identify the individual who will facilitate the assessment for the organization.
Step 1.2 Dene Objectives and Scope
As with any project, it is very important to document the objectives and scope of the assessment in the
comprehensive assessment plan. In setting the scope of the assessment it is important to dene which target
areas, projects, personnel, etc., are involved in the assessment.
Step 1.3 Dene Constraints and Develop Comprehensive Assessment Schedule
With the comprehensive assessment objectives and scope dened, it is necessary also to dene the cost
and schedule constraints as well as the acceptable sample size for the assessment to be conducted.
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Step 1.4 Develop Stafng Plan
Unlike the high-level assessment process where the assessment team can be one or two people, the
assessment team may grow upwards to 10 people. The sponsor and assessment team lead will identify not
only team members, but those who will participate in the comprehensive assessment process, produce project
artifacts, answer questions, and provide direction. Generally, a number of project teams throughout the targeted
organization should be included as part of the assessment.
Step 1.5 Develop Cost and Schedule
The assessment team lead will estimate the duration of the assessment activities, the effort required to
complete those activities, along with estimates for the cost of facilities, travel, and expenses. All this information
should be included in the comprehensive assessment plan.
Step 1.6 Sponsor Go/No-Go Decision
The assessment team lead will present the comprehensive assessment plan and secure the sponsors
go/no-go decision to proceed. The comprehensive assessment process should not continue without express
consent of the sponsor.
G.3.2 Step Two: Perform the Comprehensive Assessment Process
Step 2.1 Conduct Kickoff
The rst activity is to conduct a kickoff meeting with the sponsor, key stakeholders, and teams participating
in the comprehensive assessment. This meeting will review the comprehensive assessment plan and
communicate the purpose of the assessment to prepare participants.
Step 2.2 Review High-Level Process Results
The assessment team will review the results of the OPM3 high-level assessment process to determine the
BPs, CAPs, and Outcomes that will be assessed to verify implementation in the organization.
Step 2.3 Collect and Analyze Data
The comprehensive assessment team will invite different teams from throughout the organization to attend
assessment sessions. During these sessions the comprehensive assessment team will assess the teams
use of objective evidence from instruments, presentations, documents, artifacts, and interviews to verify
the implementation of OPM3 BPs, CAPs, and Outcomes. This corroboration gives the assessment team the
data required to draft assessment ndings and make judgments regarding the implementation of the Best
Practices.
Step 2.4 Verify and Validate Data
With the assessment data collected, the assessment team will work through the data and information
following these steps to determine a validation score.
Verify the appropriateness of direct artifacts provided by each Best Practice. 1.
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Verify the appropriateness of indirect artifacts provided by each Best Practice. 2.
Verify the appropriateness of conrmations provided by each Best Practice. 3.
Verify the implementation of direct artifacts for each Best Practice and corroborate by indirect artifacts 4.
or conrmations.
Obtain face-to-face conrmations for at least one instance for each Best Practice. 5.
Generate statements describing gaps in the organizational units implemented practices relative to Best 6.
Practices dened in the OPM3 Knowledge Foundation.
Characterize the extent to which 7. OPM3 Best Practices are implemented.
Generate preliminary ndings, summarizing gaps in Best Practice implementation observed with the 8.
organizational unit relative to OPM3 Knowledge Foundation.
Validate preliminary ndings with members of the targeted area. 9.
Step 2.5 Analyze Data
The comprehensive assessment team will analyze the objective evidence from this assessment and have
sufcient data to draft assessment ndings and make judgments regarding the implementation of the Best
Practices.
G.3.3 Step Three: Present Findings
Step 3.1 Derive Findings
The comprehensive assessment team will derive nal ndings using preliminary ndings statements,
feedback from validation activities, and any additional objective evidence collected as a result of the validation
activity. The team will obtain consensus on how to characterize the implementation of a given BP, how to report
the teams ndings, and how to rate each organizational unit assessed.
Step 3.2 Develop Roadmap
Based on the results of the comprehensive assessment, the team will generate a document identifying
potential improvement actions to be taken. All BPs shown not to have been implemented in the organization
will be targets for potential improvement roadmaps.
Step 3.3 Present Final Findings
The team will present its nal assessment ndings to the assessment sponsor of each targeted area for
further consideration and input.
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G.3.4 Step Four: Prioritize Gaps and Develop a Transformation Plan
Step 4.1 Prioritize Gaps
Once the comprehensive nal ndings have been presented, it is the task of the sponsor and representatives
from the targeted area to determine the priority of the gaps identied, in alignment with the organizations
strategic goals. A workshop can facilitate this process.
Step 4.2 Conduct Workshop
The goal of the workshop is to communicate the prioritized gaps, alignment to strategic goals, and to
develop a transformation plan for the next 12 to 18 months.
Step 4.3 Present Transformation Plan
The key to a successful transformation plan is senior executive buy-in and support. The sponsor presents
the transformation plan, developed in the workshop, to senior management and obtains their buy-in and
authorization to pursue the specic initiatives of the plan.
G.3.5 Step Five: Close
Step 5.1 Collect Lessons Learned
Document what went well, what could have gone better; include suggestions or recommendations for
improving the method or its execution in future applications of this process.
Step 5.2 Provide Assessment Artifacts to Project Management Organization
Create archive of key artifacts collected by assessment team and submit a completed assessment report
and artifact archive to the project management organization.
G.4 Utilizing the SAM for Continual Transformation
The organization should commit to returning periodically to the SAM processes to determine whether
subsequent events have impacted overall maturity in organizational project management and whether
improvements should be reconsidered. Following the rst round of assessments, the organization will have a
greater familiarity with OPM3 BPs and their constituent Capabilities. They should also have a more realistic view
of organizational maturity. This should result in a more accurate outcome the second time. Finally, organizations
repeating the assessment step after working on improvements may choose to exit the OPM3 cycle, depending
on the results, or plan for additional improvements. (See OPM3 cycle diagram in Figure 3-2.)
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Having completed some improvement activity, the organization will do one of two things: (1) reassess where
it is currently on the continuum of organizational project management maturity by repeating the assessment,
or (2) return to plan for improvements to begin working toward other Best Practices identied in an earlier
assessment, but not acted upon.
Given the length of time that organizational initiatives often involve, most organizations should consider
Option 1, returning to assessment. Reassessment will allow verication of the improvements just implemented.
Also, the elapsed time following the original assessment may have coincided with changes that could well
affect the results of a new assessment. Leadership shifts, altered budgetary constraints, acquisition of new
competencies, methodologies, or technologies, and the implementation of new strategic objectivesany of
these, along with changes in the competitive landscapecould produce signicantly different answers to the
assessment questions and, therefore, a different resulting view of the organizations position on the continuum
of organizational project management maturity.
Some organizations may have a short rst cycle of improvements, or may have experienced little other
signicant change during the cycle. They may decide on Option 2 and return directly to plan for improvements,
to examine other Best Practices requiring attention that had been identied by the original assessment.
While sustainable organizational improvements may occur through a single improvement initiative, OPM3
can add considerable value when applied in connection with multiple improvement cycles. The rst improvement
cycle can prepare the foundation for much more valuable improvements in future cycles. Organizations can
continue utilizing OPM3 to harness more and more of its full potential. In this way, organizations will help to
expand and rene the possible applications of this model, and realize an increasing measure of its benets.
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GLOSSARY
1. Inclusions and Exclusions
This glossary for the Organizational Project Management Maturity Model (OPM3

) Knowledge Foundation
includes terms that are:
Specic to OPM3 (e.g., Best Practices directory)
Not unique to OPM3, but used differently than in general everyday usage (e.g., Capabilities)
This glossary does not necessarily include:
Terms whose denitions are readily found in other PMI standards (e.g., A Guide to the Project
Management Body of Knowledge (PMBOK

Guide) Fourth Edition, The Standard for Program

Management Second Edition, The Standard for Portfolio Management Second Edition, Project
Manager Competency Development Framework),
Application or industry-specic terms, and
Terms whose usage in the OPM3 context does not differ materially from everyday usage.
2. Common Acronyms
KPI Key performance indicator
OE Organizational enabler
OPM Organizational Project Management (OPM)
OPM3 Organizational Project Management Maturity Model
PPP Project, program, and portfolio
SAM Self-assessment method
SMCI Standardize, Measure, Control, and Improve
Assessment. A way to evaluate an organizations successful execution of processes and standards. For OPM3,
the tools to assess organizational project management maturity include the self-assessment method and a
comprehensive assessment. See also self-assessment method and comprehensive assessment.
Best Practice. In general, Best Practices refers to the optimal methods, currently recognized within a given
industry or discipline, to achieve a stated goal or objective. In the OPM3 context, Best Practices are achieved
when an organization demonstrates consistent organizational project management processes evidenced by
successful outcomes.
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GLOSSARY
Best Practices Directory. The Best Practices directory lists the Best Practices that form the foundation of the
OPM3 content. This directory provides the name and a brief description of each Best Practice. By reviewing
the Best Practices directory, the user can become generally familiar with the OPM3 content. An organization
will also use this directory following the self-assessment method to identify Best Practices for any potential
improvement effort.
Capabilities Directory. The Capabilities directory provides detailed data on each of the capabilities, organized
according to the Best Practices with which they are associated. The Capabilities directory is central to the
comprehensive assessment, in which the user is able to determine which Capabilities currently exist in the
organization and which do not.
Capability. A Capability is a specic competency that must exist in an organization in order for it to execute
project management processes and deliver project management services and products. Capabilities are
incremental steps leading up to one or more Best Practices.
Categorization. A grouping of components based on criteria.
In OPM3, categorizations are groupings that provide a framework for the OPM3 model in order to clearly
dene the relationship between Best Practices and Capabilities. It also allows organizations to focus on
alternative approaches to maturity.
The categorizations in the model are the domains of PPP (Portfolio, Program, or Project), SMCI
(Standardize, Measure, Control, or continuously Improve), the Process Groups for each of the domains,
and Organizational Enablers (OEs). These categorizations can be used to approach OPM3 from a project
management domain, an improvement process, or a Process Group area, respectively. See also domain,
PPP, and SMCI, organizational enablers, and Process Groups.
Continuous Improvement. Continuous improvement is a total quality management concept based on theories
developed by Edward Deming and Walter Shewart. The key principles of continuous improvement relate to four
sequential steps in characterizing the performance of a Capability as a Best Practice.
For a Capability to be considered as a Best Practice, it has to demonstrate industry-standard competencies
in the process improvement stages (Standardize, Measure, Control and continuously Improve).
Control. Comparing actual performance with planned performance, analyzing variances, assessing trends
to effect process improvements, evaluating possible alternatives, and recommending appropriate corrective
action as needed.
In OPM3, the progression of Capabilities generally includes determining control limits, looking for root
causes for processes that are outside the limits, and identifying improvements to bring the process within
the control limits.
When used in evaluating Capability maturities, the collective application of Control activities constitutes
the third stage of the OPM3 SMCI quality management model.
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GLOSSARY
Dependency. Dependencies are relationships in which a desired state is contingent upon the achievement of
one or more prerequisites.
In OPM3, one type of dependency is represented by the series of Capabilities that aggregate to a Best
Practice. In general, each Capability builds upon preceding Capabilities.
Another type of dependency occurs when the existence of one Best Practice depends in part on the
existence of some other Best Practice. In this case, at least one of the Capabilities within the rst Best
Practice depends on the existence of one of the Capabilities within the other Best Practice. See also
interdependencies.
Dependency Relationship. See dependency.
Domain. A domain refers to the three distinct disciplines of portfolio management, program management, and
project management (also referred to as PPP). Each domain is structured by Process Groups and processes.
See also portfolio, program, project.
Framework. Holistically, the three PMI domain standards (portfolio management, program management and
the PMBOK

Guide)plus the Project Manager Competency Development Framework and OPM3constitute

the total framework of PMI organizational project management practice. Framework may be used to refer
to specic components of these key organizational project management prociencies, such as domains,
processes, etc.
Governing body. The group responsible for guidance and monitoring of portfolio, program, and project
management and development work within specic compliance boundaries. These compliance areas include
formal corporate ethical, nancial, and security considerations, among others, and may be imposed internally
or externally.
Improve. Improvement is the process of making something better, developing new qualities and abilities.
The progression of Capabilities generally includes documenting improvements demonstrated to
be effective and incorporating them into the standardized process. When the Capability description or
title includes phrases like improve, increase process value, process improvements, or process
simplication, it is probably an improvement Capability of the process.
When used in evaluating Capability maturities, the collective application of continuous improvement
activities constitutes the fourth stage of the OPM3 SMCI quality management model. See also continuous
improvement, improvement planning directory.
Improvement Planning Directory. The improvement planning directory contains a checklist of Capabilities, in
priority order, that is necessary to establish the achievement of a Best Practice. For each Capability, there is a
column for the user to check off the existence of each of the outcomes associated with that Capability.
These Capabilities/outcomes are in the recommended sequence by which the various Capabilities
aggregate to the Best Practice. The improvement planning directory thus serves as a suggested path by
which an organization can approach improvements in maturity by achieving outcomes associated with
Capabilities, in priority order, to attain Best Practices.
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Interdependencies. Interdependencies reect the general relationship between Capabilities and Best Practices.
They suggest the sequence in which the organization should develop the underlying Capabilities that support
associated Best Practices.
Another example in OPM3 is the interdependency among the domainsproject, program, and
portfolio.
Key Performance Indicators. A criterion that permits measurement and reporting.
In OPM3, a key performance indicator (KPI) is a criterion by which an organization can determine,
quantitatively or qualitatively, whether the outcome associated with a Capability exists or the degree to
which it exists. A key performance indicator can be a direct measurement or an expert assessment.
When a key performance indicator is quantitative, involving direct measurement, a form of metric is
required.
Mapping. A relationship in which one element of a set can be associated with an element of another set.
In OPM3, each Best Practice or Capability can be associated/mapped to a Category in each of the project,
program, and portfolio Process Groups.
Maturity. Within OPM3, maturity comprises not only the state of optimal performance within project, program,
and portfolio management, but also the organizations evolution toward that state as illustrated by SMCI.
Measure. Measurement involves identifying what to measure as well as actually collecting the measures that
would help you understand if the process is operating within acceptable limits.
When the Capability description or title includes some derivative of the word measure or identify,
then it is probably a measurement Capability of the process. The progression of Capabilities generally
includes determining what to measure, measuring it, and analyzing the results.
When used in evaluating Capability maturities, the collective application of measure activities constitutes
the second stage of the OPM3 SMCI quality management model.
OPM3. See organizational project management maturity model.
OPM3 Cycle. An iterative improvement process designed to guide organizations through:
Assimilation of knowledge regarding organizational project management, 1.
Use of self-assessment tools, 2.
Development of improvement plans, and 3.
Execution of requisite organizational improvement activities. 4.
OPM3 Process Construct. The process model that describes the dependencies and interrelationships of the
OPM3 components. These components include the three domains of portfolio, program, and project management;
the Process Groups for each domain; and their four states of process improvement, as well as enablers that
support organizational project management. The constructs components are further decomposed into Best
Practices, Capabilities, and their respective outcomes, and KPIs to complete the process model.
GLOSSARY
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Organization. A group of persons organized for some purpose or to perform some type of work within an
enterprise. In the OPM3 context, this can be interpreted as any company, agency, association, society, business
unit, functional group, department, or sub-agency intending to make use of OPM3.
Organizational Enablers. Organizational enablers are structural, cultural, technological, and human-resource
practices that can be leveraged to support the implementation of Best Practices in projects, programs, and
portfolios in support of strategic goals.
Organizational Project Management. The application of knowledge, skills, tools, and techniques to
organizational activities and project, program, and portfolio activities to achieve the aims of an organization
through projects.
Organizational Project Management Maturity. The degree to which an organization practices organizational
project management. In the organizational project management maturity model (OPM3), this is reected by the
combination of Best Practices achieved within the project, program, and portfolio domains.
Organizational Project Management Maturity Model (OPM3). A framework that denes knowledge,
assessment, and improvement processes, based on Best Practices and Capabilities, to help organizations
measure and mature their project, program, and portfolio management practices.
Outcome. Outcome is the tangible or intangible result of applying a Capability. In the OPM3 framework, a
Capability may have multiple Outcomes. The degree to which an Outcome is achieved is measured by a KPI
(key performance indicator).
Portfolio. A collection of projects or programs and other work that are grouped together to facilitate effective
management of that work to meet strategic business objectives. The projects or programs of the portfolio may
not necessarily be interdependent or directly related.
Portfolio Management. The centralized management of one or more portfolios, which includes identifying,
prioritizing, authorizing, managing, and controlling projects, programs, and other related work, to achieve
specic strategic business objectives.
PPP. One of the categorizations in OPM3 to provide structure for the Best Practices and Capabilities. It is used
as a eld in the directories to indicate the three domains of project, program, and portfolio management.
Process Group. A logical grouping of the project management inputs, tools and techniques, and outputs. The
Project Management Process Groups include Initiating processes, Planning processes, Executing processes,
Monitoring and Controlling processes, and Closing processes. Project Management Process Groups are not
project phases.
Process Improvement Stages. The four stages of process maturity, also known as SMCI. The four stages are
standardize, measure, control, and continuously improve. A particular process is made capable through the
prerequisite attainment of each stage. For instance, as general guidance, to achieve Best Practice in a process
in the Control stage, the organization needs to rst demonstrate Best Practice in the measure stage. See also
standardize, measure, control, and improve.
GLOSSARY
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Program. A group of related projects managed in a coordinated way to obtain benets and control not available
from managing them individually. Programs may include elements of related work outside of the scope of the
discrete projects in the program.
Program Management. The centralized coordinated management of a program to achieve the programs
strategic objectives and benets.
Project. A temporary endeavor undertaken to create a unique product, service, or result.
Project Management. The application of knowledge, skills, tools, and techniques to project activities to meet
the project requirements.
Project Management Maturity. Maturity of project management processes measured by the ability of
an organization to successfully initiate, plan, execute, and monitor and control individual projects. Project
management maturity is limited to individual project execution and doesnt address key processes, Capabilities,
or Best Practices at the program, portfolio, or organizational level. The focus of project management maturity
is doing projects right.
SMCI. See process improvement stages
Self-Assessment Method. An evaluation of organizational project management competency in an organiza-
tion or its component parts. It is part of the OPM3 methodology that assesses the degree of best practice
execution, categorized by domain process structures (domains and Process Groups) and includes more in-
depth specics of process improvement stages (standardize, measure, control, and continuously improve,
called SMCI). After conducting a self-assessment method (SAM), an organization may want to perform a
comprehensive assessment to understand capability performance.
Standardize. To demonstrate a documented and communicated process whereby the applicable people are
following a process within an organization. When the Capability description or title includes phrases such
as have a process for, document a process, or standardize a process, it is probably a standardization
Capability of the process.
The progression of Capabilities generally includes assigning process ownership, obtaining or developing
a process, and then demonstrating that the organization is adhering to the standard for that process.
When used in evaluating Capability maturities, the collective application of standardization activities
constitutes the rst stage of the OPM3 SMCI quality management model. See also process improvement
stages.
Strategic Goals. The denition of an organizations intended achievements in terms of business results
may be interpreted from various perspectivesnancial, customer, infrastructure, products and services, or
by cultural outcomes that are measurable.
Sustainability. A characteristic of a process or state that can be maintained indenitely. Within the
assessment process for measuring a Capability, sustainability must be achieved in order to reach the improve
stage.
GLOSSARY
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INDEX
A
Aligning, 23, 95, 98
Assessment
baseline, 19
Best Practices, 68, 93
comprehensive, 17, 169173
denition of, xv, 175
high-level, 1617, 167169
how-to guide for, 167174
maturity, 56, 13, 25
OPM3 cycle, 15, 1617, 18
OPM3 ProductSuite and, 159161, 164
self-administered, 56, 16, 99, 137153, 155161, 180
B
Balanced scorecard, 34
Baseline assessment, 19
Best Practices, 34, 7. See also Organizational Enablers Best
Practices; SMCI Best Practices
assessment in, 68, 93
benets of, 10
business outcomes as, 99
Capabilities and, 13, 2527, 3133
categorization of, 3334, 39
construction of, 23, 2527
denition of, 175
Directory, 31, 176
identication of, 107
OPM3 cycle, 15, 1618
portfolio, 3436, 40, 4546, 51, 62, 68, 8698
program, 3436, 40, 4546, 51, 6286, 9093, 9598
project, 3436, 4062, 69, 9092, 9598
Business outcomes, 99
C
Capabilities, 4
Best Practices and, 13, 2527, 3133
denition of, 176
demonstration of, 2930
Directory, 176
evaluation of, 170
evolution of, 107108
example of, 27
interdependencies between, 3133, 36
OE Best Practices, 27, 31
Outcomes of, 17, 2630
SMCI and, 27
Capture and Share Lessons Learned Best Practice, 62
Categorization, 3334, 39, 8687, 176
Certied OPM3 Assessor-administered maturity assessment,
56
Closing, 22, 45, 5051, 55, 61, 67, 75, 81, 8586, 96
Competency Management Best Practices, 45, 90, 9293,
9697
Comprehensive assessment, 17, 169173
Continual transformation, 173174
Continuous improvement, 176
Control, 176. See also Monitoring and controlling
D
Domains, 7, 10, 33, 3436. See also PPP domains
E
Executing, 22
G
A Guide to the Project Management Body of Knowledge
(PMBOK Guide), xv, 21
H
High-level assessment, 1617, 167169
House of Quality (HoQ), 109110
How-to guide, for assessment and improvement, 167174
I
Improve. See Improvement
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I NDEX
Improvement
continuous, 176
denition of, xv, 177
dilemma of, 7
how-to guide for, 167174
OPM3 cycle, 15, 1719
organizational plan for, 7
stages of, 37
Improvement dilemma, 7
Improvement planning directory, 17, 177
Initiating, 22
Interdependencies, 178
K
Key performance indicator (KPI), 4, 2526
denition of, 178
evolution of, 107108
Outcomes and, 28
Knowledge, xv, 15, 16, 18
Knowledge Area, 33, 99
Knowledge Foundation, 16
KPI. See Key performance indicator
M
Management maturity, 910
Mapping, 178
Maturity
assessment, 56, 13, 25
denition of, 178
model, 910
multi-dimensional view of, 13
organization increasing, 36
Measure, 178
Monitoring and controlling, 2223
competency in, 96
control Best Practices, 40, 55, 63, 72, 8081, 9394
improve Best Practices, 41, 61, 64, 73, 85, 95
measure Best Practices, 40, 50, 63, 72, 7475, 93
standardize Best Practices, 40, 45, 63, 67, 72, 90
O
OE. See Organizational Enablers Best Practices
OPM. See Organizational Project Management
OPM leadership program Best Practice, 95
OPM3. See Organizational Project Management Maturity
Model
Organization
denition of, 179
maturity increased by, 36
Organizational Enablers (OE) Best Practices, 34, 28, 99
Benchmarking, 51, 62
Capabilities of, 27, 31
categorization of, 33
Competency Management, 45, 90, 9293, 9697
denition of, 179
improvement dilemma overcome by, 7
Individual Performance Appraisals, 45
Management Systems, 91
maturity assessment, 6
organization increasing maturity through, 36
Organizational Project Management Communities, 91
Organizational Project Management Methodology, 46, 91
Organizational Project Management Policy and Vision,
40, 9092, 9596
Organizational Project Management Practices, 4546,
6869, 92
Organizational Project Management Techniques, 46, 51,
62, 68, 90, 97
Organizational Structures, 9596
PMIS and Knowledge Management, 62, 92, 98
Project Management Metrics, 9798
Project Management Training, 9091
Project Success Criteria, 45, 51
Resource Allocation, 46, 91
role of, 1112, 30
Sponsorship, 45, 92
Strategic Alignment, 95, 98
Organizational environment, 4, 6, 12, 96
Organizational improvement plan, 7
Organizational Project Management (OPM). See also
Organizational Project Management Maturity Model
Best Practices for, 9091, 95, 9798
denition of, 9, 11, 179
management maturity and, 910
OPM3 construct, 37
processes of, 2122
Organizational Project Management Communities Best
Practices, 91
Organizational Project Management Maturity Model (OPM3)
benets of, xvxvi
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I NDEX
case study of, 163165
categories within, 3334
Certied OPM3 Assessors and, 56
components of, 35
concepts of
domains, 10
organizational enablers, 1112
construct of, 3437
customer requirements of, 108
cycle of, 178
assessment in, 15, 1617, 18
Best Practices in, 15, 1618
changes to, 101
improvement in, 15, 1719
knowledge in, 15, 16, 18
elements of, xv
maturity assessment in, 56
Online database, 7, 1617, 31
opportunities for profession from, 112
within organizational strategic environment, 12
ProductSuite toolset, 16
purpose and scope of, 9
testing of, 110111, 124
Organizational Project Management Methodology Best
Practices, 46, 91
Organizational Project Management Policy and Vision Best
Practice, 40
Organizational Project Management Policy and Vision Best
Practices, 40, 9092, 9596
Organizational Project Management Practices Best Practices,
4546, 6869, 92
Organizational Project Management Techniques Best
Practices, 46, 51, 62, 68, 90, 97
Organizational Structures Best Practices, 9596
Outcomes, 4
business, as Best Practices, 99
Capabilities, 17, 2630
evolution of, 107108
KPI and, 28
P
Perform Benchmarking to Improve Performance Best
Practice, 62
Planning, 22
competency in, 96
condence in, 68
control Best Practices, 5153, 72, 74, 7679
improve Best Practices, 55, 5759, 72, 74, 77, 8284
improvement directory, 17, 177
inter-project, 46
mathematical models for, 46
measure Best Practices, 4648, 6972, 74, 7677
organizational improvement, 7
standard baseline in, 46
standardize Best Practices, 26, 4043, 6265, 71, 74,
7677
PMBOK Guide. See A Guide to the Project Management Body
of Knowledge
PMIS and Knowledge Management Best Practices, 62, 92,
98
Portfolio management domain, 7, 10
Best Practices associated with, 3436, 40, 4546, 51,
62, 68, 8698
processes of, 23, 29
PPP (Project, Program, and Portfolio) domains, 7, 10, 13,
23. See also Portfolio management domain; Program
management domain; Project management domain
Process Groups
categorization of, 33
portfolio management, 23, 29
processes achieved in, 29
program management, 22, 29
project management, 2122, 29
Process Management Governing Body, 27
Program management domain, 7, 10
Best Practices associated with, 3436, 40, 4546, 51,
6286, 9093, 9598
processes of, 22, 29
Progressive elaboration, 21
Project management domain, 7, 10
Best Practices associated with, 3436, 4062, 69,
9092, 9598
processes of, 2122, 29
Project Management Information System Best Practice, 98
Project Management Metrics Best Practices, 9798
Project Management Training Best Practices, 9091
Project predictability, 33
Project, Program, and Portfolio domains. See PPP domains
Project Success Criteria Best Practices, 45, 51
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I NDEX
Q
Quality Function Deployment, 109110
R
Record Project Resource Assignments Best Practice, 46
Resource Allocation Best Practices, 46, 91
Resource optimization, 34
S
SAM. See Self-Assessment Method
Schlichter, John, 105106, 110, 113
Self-administered assessment, 56, 16, 99, 137153,
155161, 180
Self-Assessment Method (SAM), 16, 99, 155161, 180
SMCI (Standardize, Measure, Control, and continuously
Improve) Best Practices, 34
Capabilities and, 27
control, 4043, 4955, 6281, 8690, 9394
illustration of, 30
improve, 4950, 5561, 6390, 9495
maturity assessment, 6, 13
measure, 4043, 4651, 6281, 8690, 9293
OPM3 construct, 37
organization increasing maturity through, 36
organizational strategic environment, 6
processes achieved by, 2829
stages of, 33
standardize, 26, 4046, 6281, 8690
Sponsorship Best Practices, 45, 92
Staff Organizational Project Management With Competent
Resources Best Practice, 45
The Standard for Portfolio Management, xv, 21
The Standard for Program Management, xv, 21, 22
Strategic Alignment Best Practices, 95, 98
T
Transformation, continual, 173174
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
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Licensed To: Luis Arturo Fragoso PMI MemberID: 1759124
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