Page 19 - Organizational Project Management
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Chapter 1




                 Foundational Concepts













                1.1 OPM3 PURPOSE AND SCOPE
                      The primary purpose of this document is to describe a Standard for orga-
                      nizational project management and organizational project management
                      maturity. It is designed to help users understand and appreciate organiza-
                      tional project management and its value in the execution of organizational
                      strategy, though strategic planning is beyond the purpose outlined for
                      OPM3. The Standard is also intended to help organizations understand
                      organizational project management maturity and its potential importance
                      to every aspect of their operations. The Organizational Project Management
                      Maturity Model will guide users in the assessment of their current state of
                      organizational project management maturity in relation to the Standard.
                      In addition, if an organization wishes to work toward improving its matu-
                      rity, OPM3 provides guidance to support that effort.
                         The scope of OPM3 is global. It has been developed through the partic-
                      ipation and consensus of a diverse group of individuals in the project man-
                      agement profession, representing a cross-section of organizations from 35
                      countries. It cuts across boundaries of organizational size and type, is
                      applicable in cultures throughout the world, and in virtually any industry,
                      from engineering and construction to information technology, financial ser-
                      vices, government agencies, and manufacturers, to name a few.




                1.2 IMPLEMENTING STRATEGY THROUGH PROJECTS

                      The world in which organizations operate today is rapidly becoming more
                      complex than ever before. Major shifts in technology and in the business
                      and economic environment present many opportunities, but also many chal-
                      lenges, to organizations striving to manage and thrive in the midst of great
                      change.
                         One key challenge for organizations is to keep focused on strategic objec-
                      tives, with an ability to translate these into results while adapting to
                      external forces. Because organizations are goal-directed and are constantly



                ©2003 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA       3
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