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Chapter 3—Best Practices
Figure 3-1: Best Practices are dependent upon Capabilities and their associated Outcomes
The full set of Best Practices in OPM3 covers the scope of organizational
project management. Organizations do not usually exhibit all Best Prac-
tices, and rarely can an organization achieve a new Best Practice quickly.
OPM3 first identified a number of Best Practices, using a brainstorming
technique (see Appendix B) to elicit from professionals within industry and
government the valued practices in project management adhered to by their Capability
own organizations. This list was later organized into logical categories. Such
information was eventually further decomposed and refined to develop list-
ings of Capabilities that aggregate to each of those Best Practices.
Later, Best Practices were organized in a manner that the average orga-
nization would understand more readily. First, it was determined that there
were high-level (Portfolio) processes, multi-project (Program) processes, Outcomes.
and Project processes. Subsequently, it was decided to use the PMBOK ®
Guide’s project management process groups (Initiating, Planning, Exe-
cuting, Controlling, and Closing), and extend them to the domains of Pro-
gram Management and Portfolio Management. These process groups,
within the three domains, along with the four stages of process improve- Best Practice:
ment, were then used to organize Components within the model. Capability
Outcome:
3.2 HOW BEST PRACTICES CAN BE USED Key Performance Indicator
Best Practices in OPM3 span a wide spectrum of categories, including, but
not limited to, the following:
■ Develop appropriate governance structures
■ Standardize and integrate processes
■ Utilize performance metrics
■ Control and continuously improve processes
■ Develop commitment to project management
■ Prioritize projects and align them with organizational strategy
■ Utilize success criteria to continue or terminate projects
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