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OPM3® Demystifying the Organizational Project Management Maturity Model™ John Schlichter
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Feature Pages: 1 2 next> Maturity Frameworks for Enterprise Agility in the 21st Century - by John Schlichter, Dr. Jimmie McEver and Dr. Richard E. Hayes (August 23, 2010) We have seen a growth in the emphasis on acquiring, managing, sharing and exploiting information--and supporting individual and collective decision-making. In particular, more mature organizations have the ability to recognize situational change and to adopt the correct management approach required to meet that change: agility. Two standards provide ways of assessing and developing these capabilities--and both are explored here. Central Arizona Project’s OPM3 Story (Part 2) - by Jo Morrison (March 8, 2010) In today’s economy, businesses must continuously improve processes and the PMO needs to continue to add value by maturing with the business. How do you know that your PMO and project management processes are effective? Who sets the standards and how do you compare your PMO to those standards? As our look at the Central Arizona Project case study continues, we see how OPM3 stepped in to help. Central Arizona Project’s OPM3 Story (Part 1) - by Jo Morrison (January 25, 2010) At Central Arizona Project, the IT department had 89 projects with significant resource management challenges. Although it began with all of these projects behind schedule, over budget and with low quality, it corrected these problems with OPM3. This story is about CAP’s Information Technology department and its journey of project management improvement through PMI's OPM3 assessment model. The Tools of OPM3: Online versus ProductSuite - by John Schlichter (October 8, 2009) Many people still do not understand the Standard and the differences between its implementation tools. What are the differences between the OPM3 Standard, OPM3 Online and OPM3 ProductSuite? The answers await inside... Zero Defects, Zero Deaths: Implementing OPM3 in Rural Healthcare Systems - by Ann L. Lovejoy (October 5, 2009) Building capable project management systems in a rural hospital is about saving lives, which is the strategic purpose of a hospital. Fortunately, quality standards like OPM3 can help. But aligning a quality improvement initiative to the strategic priorities of one’s organization is no guarantee that stakeholders will provide their support. OPM3 Survey Says... - by John Schlichter (September 30, 2009) Recently we surveyed members of two OPM3 groups and asked them what they thought the generic reasons for using OPM3 may be, and how OPM3 should be used. We also asked them how various stakeholders within an organization may view these questions. Their answers provide interesting food for thought. Welcome to the OPM3 Department - by John Schlichter (September 14, 2009) gantthead ushers in a new era with its OPM3 department, and this welcome from subject matter expert John Schlichter provides an overview of PMI's organizational project management standard--and gives us a look at things to come. OPM3: The Book Channels The OPM3 Standard OPM3 Assessment Certification Transforming the Culture with your PMO OPM3: The Book Discussions Everything OPM3 Are you passionate about building capable systems for executing organizational strategies through projects? Do you enjoy demonstrating your knowledge of and competence in portfolio, program or project management? Share your ideas and questions about PMI's Organizational Project Management Maturity Model here.

Deliverables PMI's OPM3 Standard OPM3 is a framework for assessing and developing an organization’s capabilities in project, program or portfolio management. This presentation introduces the organizational PM standard. OPM3 Assessment Stakeholder Analysis ( Evaluation Assessment - Template ) This tool helps champions of OPM3 assessments analyze stakeholders who may impact the success of OPM3 implementations. More OPM3® deliverables...