OPM3 is the "Organizational Project Management Maturity Model," a standard for excellence in the domains of project, program, and portfolio management, a standard that can be used to assess your organization's capabilities in these domains and orchestrate improvements in your organization. The principals of OPM Experts originated and led the creation of OPM3.
John Schlichter, the founder of OPM Experts, coined the term "Organizational Project Management" and personally wrote the core set of Capability Statements used throughout OPM3 for standardizing, measuring, controlling, and continuously improving Organizational Project Management processes. Since OPM3's publication, OPM Experts has improved upon OPM3 and created a more effective model that it uses for its clients. Organizations assessed with the improved model can infer what their corresponding OPM3 assessment score is even though the improved model is fundamentally different from OPM3 and helps organizations to achieve the highest level of maturity four times faster than OPM3.
A maturity assessment is a structured discovery of your organization's portfolio management, program management, and project management practices. The assessment process involves identifying participants to the assessment, structuring and executing surveys, conducting interviews, and reviewing artifacts. The result of an assessment is a detailed maturity assessment report that describes your organization's current state, opportunities for improvement, recommendations, and a roadmap for implementing the recommended improvements. The assessment process is repeated at intervals in order to help your organization progress through stages of maturity that result in greater capabilities, designed to increase your organization's effectiveness. Effectiveness in what? In choosing the appropriate projects that advance your corporate strategy, achieve your operational goals, produce intended benefits, and increase the frequency of projects delivered successfully, consistently, and predictably.
Standardization means the consistent implementation of work methods in portfolio, program, and project management. An initial assessment typically identifies opportunities to improve standardization, which is the first stage to help your organization achieve greater capabilities. Elements of standardization include governance, documentation of policies and processes, training of personnel, and the institutionalization of structures that promote the consistent implementation of work methods in a manner that is appropriate to your environment. When standardization is done correctly, bureaucracy and red-tape are minimized, freedom of action-taking increases agility, and the various parts of an organization begin to work better together as a whole. Once the elements of standardization are implemented within your organization, a follow-up assessment occurs to demonstrate progress, create momentum, and accelerate the next stage of capability development.
The standardization agenda is dovetailed by an activity to design metrics in portfolio, program, and project management that fit your organizational imperatives. Standardization or consistency in the implementation of work methods is reinforced by the deployment of a metrics collection process, where metrics designed to fit your organization are captured on a recurring basis as your personnel make portfolio, program, and project management decisions over time. Results include alignment of personnel to the organization's policies and processes, improved decision-making, interoperability among teams and business units, better performance data for executives, and increased productivity. An assessment is performed to demonstrate the benefits that have resulted from the measurement agenda and to lay the foundation for control.
Executives put a lot of work into developing strategies, but the best strategy is useless without capable execution. The Control stage is the key to execution. Control is made possible as a result of completing the measurement agenda described above. Achieving control means distinguishing performance expectations for decision-making and action-taking; deciding the range of variation that is acceptable in portfolio, program, and project management processes; and implementing systems that help you to ensure your projects are advancing your organization's strategic intent and producing the intended benefits, and systems that alert you in real-time to any loss of control. Control tells you whether key processes can be expected to perform within specification limits, how much natural variation a process experiences relative to its specification limits, and how well your organization is controlling the selection and delivery of the projects that enact your corporate and operational goals. Control moves the CEO from assuming or admonishing his or her organization to execute and into the domain of data-driven, proactive, quantifiable, and confident execution. A follow-up assessment is performed to demonstrate the efficacy of your control agenda.
Throughout your organization's journey of standardizing, measuring, and controlling its portfolio, program, and project management processes, a myriad of organizational enablers are implemented to cultivate the environment wherein projects are chosen and delivered to enact your corporate strategies and achieve operational goals. Categories of organizational enablers include Organizational Project Management (OPM) Policy & Vision, Strategic Alignment, Resource Allocation, Management Systems, Sponsorship, Organizational Structures, Competency Management, Individual Performance Appraisals, Project Management Training, Organizational Project Management Communities, OPM Practices, Methodology, OPM Techniques, Project Management Metrics, Project Success Criteria, Benchmarking, Knowledge Management, and Project Management Information Systems.