OPM3

TM

Organizational Project Management Maturity Model

Kevin Chui
Vice President, PMI Hong Kong Chapter
Translate strategy into success...
Drive Business Improvement...
Gain a Competitive Advantage!

Disclaimer
The interpretation and viewpoints on OPM3 expressed in this
document come from the author.

Project Management Institute

(PMI)
Established in 1969, headquartered in USA
Worlds leading not-for-profit project management
professional association
More than 154,000 members in over 140 countries and
representing different industries (Jan 2005)
Over 280 chartered and potential chapters
Over 30 Specific Interest Groups (SIG)

PMI Hong Kong Chapter established in 1998

More than 750 members and 600 PMP

Industries Deploying Project

Management

Information technology
Telecommunications
Construction & engineering
Healthcare
Financial services
Education and training
Automobile
Space & aircraft
Manufacturing
Pharmaceutical
And many more

Agenda
1. Overview of Portfolio, Program, and
Project Management
2. OPM3 Concepts
3. OPM3 Cycle
4. A Self-Assessment Example
5. How Do Hong Kong MNC Perform?

Overview of Portfolio, Program

and Project Management

IT Projects: Common Concerns

Is there visibility regarding IT investment
and projects among different business units
such that:
There is no redundant investment;
Projects for different BU can be managed in
such a way that benefit the entire organization;
Projects are prioritized according to business
objectives?

IT Projects: Common Concerns

Are projects managed effectively so that
they can be delivered on time, within
budget, and according to specifications?
Is the business deriving the maximum value
from its investments in IT projects?

Key Objectives of IT Projects

Maximize value of IT investments while minimizing risk
Achieve the companys business strategic objectives
through IT projects
Improve communication and alignment between IT and
business leaders
Encourage business leaders to think about the entire
company, not their own business units, and to take
responsibility for projects
Allow planners to schedule resources more efficiently
Reduce the number of redundant projects

Organization Project
Management and Maturity
Organization Project Management
The application of knowledge, skills, tools, and
techniques to organizational and project activities to
achieve the aims of an organization through projects

The degree to which an organization practices this

type of project management is referred to as
organization project management maturity
In OPM3, maturity is reflected by the combination
of Best Practices achieved within the Project,
Program, and Portfolio domains

The Value of
Project Management
PMI commissioned Professor William Ibbs
and Justin Reginato from the University of
California at Berkeley to research 52 US
corporations on the value of project
management
The research started in 1997 and the results
were published in 2002

Finding 1: Companies with more mature

project management practices have
better project performance
Companies with more mature practices
deliver projects on time and on budget
Less mature companies may miss their
schedule targets by 40 percent and their cost
targets by 20 percent

Finding 2: Project management maturity is

strongly correlated with more predictable
project schedule and cost performance
More mature companies have a Schedule
Performance Index (SPI) variation of 0.08 and
Cost Performance Index (CPI) variation of 0.11
Less mature companies can have corresponding
values of 0.16 for both indices
For a US$10m project, we are talking about
US$1.6m cost variation

Finding 3: Good project management

companies have lower direct costs than
poor project management companies
High maturity companies have project
management costs in the 6-7 percent range
Low maturity companies have average 11 percent
Organizations with low project management
maturity also jeopardize the likelihood of project
success, leading to increased indirect costs (e.g.
late delivery, missed market opportunities, and
dissatisfied customers)

Spending and PM/ROI

versus PMM

Low

Emerging
Project
Management

Transitional
Project
Management

Stable
Project
Management

High

PM/ROI

PM Spending
Percentage

High

Nascent
Project
Management

Low

PMM

The Virtuous Cycle of Project

Management
Project
Management
Cost (%)

High Cost,
Low Return

Low Cost,
Low Return

High Cost,
High Return

Low Cost,
High Return

PM/ROI

PMI Standards
PMBOK Managing individual projects
Project management competency development
(PMCD) framework for the project manager
OPM3
Standard for applying project management principles at
the organizational level
Covering project, program and portfolio management

Popular Project Management

Maturity Model
Maturity Model

Source

Project FRAMEWORKTM

ESI

Project Maturity Model (PM2)

Interthink, Canada

PRINCE2 Maturity Model (P2MM)

CCTA, UK

Project Management Maturity Model (PMMM)

PM Solutions, USA

Project Management Maturity Model (PMMM)

The Program Management

Group, Wetherby, UK

Project Management Maturity Model (PMMM)

APMG, UK

SW-CMM, SE-CMM, P-CMM, CMMI

SEI, US

Unified Project Management Methodology

(UPMM)

IIL, US

Do We Need Another
Maturity Model?
OPM3 ...
Allows an organization to achieve strategic goals through
project management principles and practices
Provides the most comprehensive Body of Knowledge
regarding what constitutes Best Practices in organizational
project management
Enables an organization to perform an assessment of its
current state of organizational project management
maturity
Helps organizations identify a path for improvement, and
provide guidance on prioritizing and planning

Background

What is OPM3? Projects Linked to Strategy

The challenge is to link organizational strategy to successful,

consistent, predictable project completion.

OPM3 Concepts

OPM Domains
OPM3 will help
organizations utilize
project management
to accomplish their
goals on time, within
budget, and most
importantly, to

improve their
overall effectiveness.

Portfolio

Portfolio

Projects

Programs

Portfolio, Program and Project

(PPP)
Project
A temporary endeavor undertaken to create a unique
product, service, or result.
Program
A group of related projects managed in a coordinated way
to obtain benefits and control not available from managing
them individually.
Portfolio
A collection of projects and/or programs and other work
that are grouped together to facilitate effective
management to meet strategic business objectives.

OPM3 Stages (SMCI)

Four sequential stages of process improvement:
Standardize
(Develop/buy/acquire common process & monitor compliance)

Measure
(Measure performance standards & critical characteristics of process)

Control
(Develop, implement & audit system to maintain stable process control)

continuously Improve
(Identify process problems & implement continuous improvements)

OPM Maturity
Increasing
Portfolio

Program

BEST

Maturity

PRACTICES

Project

Standardize

Measure

Control

Continuously
Improve

Dimensions of OPM Maturity

First Dimension

Second Dimension

Four progressive Stages of

Process Improvement (SMCI)
Standardization
Measurement
Control
continuous Improvement

Three Domains (PPP)

Project Management
Program Management
Portfolio Management

Zeroth Dimension
Within the above two
dimensions is the progression
of incremental Capabilities
leading to each Best
Practice

A Fourth Dimension
Project Management Process Groups
(IPECC)
Fourth Dimension
Capabilities are also
categorized into the
five project
management process
groups (IPECC)
Initiating
Planning
Executing
Controlling
Closing

Initiating
Processes

Planning
Processes
Executing
Processes

Controlling
Processes
Closing
Processes

Multi-dimensional Maturity
Note that there is no overall
system of levels of maturity.

OPM3 is designed to be easy to

understand and use. It is also
scalable, flexible and customizable to
accommodate the wide range of
needs and objectives of
organizations of varying types and
sizes.

Flexibility in applying the

model to the unique needs of
an organization

OPM3 Cycle

The Three Interlocking

Elements of OPM3
Knowledge OPM3 foundational concepts
Assessment Self assessment tool kit
Improvement 600 organizational project
management best practices and their constituent
capabilities

The OPM3 Cycle

1. Prepare for
the Assessment

5. Repeat the
process

4. Implement
improvement

2. Perform the
Assessment

3. Plan for the

improvement

The OPM3 Cycle

1. Prepare for
the Assessment

5. Repeat the
process

4. Implement
improvement

2. Perform the
Assessment

3. Plan for the

improvement

OPM3 Construct

Continuously
Improve
Control
Measure
Standardize

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BEST
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PRACTICES &
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CAPABILITIES
CAPABILITIES
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Project

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Portfolio

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Best Practice Basics

Best
Practice
KPI
Capability

Outcome

KPI

Outcome

KPI

Outcome

KPI

Capability

Best Practice, Capabilities,

Outcomes and KPIs
Best Practice
An optimal way currently recognized by industry to
achieve a stated goal or objective.
Capability
An incremental step on a way to one or more best
practices.
Outcome
Tangible or intangible result of applying a capability.
Key Performance Indicator (KPI)
A metric by which an organization can determine, if an
outcome and to what degree on outcome exists.

BP 3570 Manage Related Projects

Best Practice: Processes, structures and practices allow interactions
between projects to be coordinated
Capability (3570.020): Establish Program Management
The organization plans and manages related projects as a program.
PPP Program

SMCI Standardize

IPECC Executing

Outcome (3570.020.10): Stakeholder Requirements

The organization considers stakeholder requirements across the
program when assessing project results or changes.
KPI: Program-Level Change Management

OPM3 Directories
Best practices directory
Lists nearly 600 best practices

Capabilities directory
Provides data on all the capabilities , organized based
on the best practices
Each capability is associated with

Domain
Process improvement stage
Process group (PMBOK)
Key performance indicator (KPI)

Improvement planning directory

Shows the dependencies between capabilities

The OPM3 Cycle

1. Prepare for
the Assessment

5. Repeat the
process

4. Implement
improvement

2. Perform the
Assessment

3. Plan for the

improvement

A Self-Assessment Example

How Do Hong Kong MNC

Perform?

Background
From Oct 2004 to Jan 2005, PMI HK has
performed assessment for three Hong Kong MNCs
based on the OPM3 self assessment
Methodology
Our consultant team walked through the self-assessment
questionnaire with the participating organizations management
team, comprising program manager, project managers, and other
senior executives.
A final presentation was arranged regarding the findings, existing
states, target profile, and a roadmap to attain the target profile.

Result Summary
Organization A performs well in Project Management (up
to Control level)
Organization B performs very well in Project Management
(up to Improve level)
Organization C performs quite good in Project
Management but lacking processes in Closing and Risk
Management
Organization C also performs well in Program
Management (up to Improve level)
All three organizations, however, lack processes in
Portfolio Management

How They Stand in

OPM Maturity
Increasing
Portfolio

Program

BEST

Maturity

PRACTICES

Project

Standardize

Measure

Control

Continuously
Improve

A Few Observations
Project Management is a well practiced discipline
in our sample organizations.
Organizations consciously apply different
methodology for managing projects of different
size.
The concept of Program Management is well
understood but not practiced. In our study, some
organizations manage complex projects as
programs.
The concept of Portfolio Management is not well
understood and seldom practiced.

Thank You
More information is available at:
http://opm3.pmi.org/