Page 37 - Organizational Project Management

Chapter 4

The Organizational Project

Management Processes

4.1 INTRODUCTION
The following sections explain the OPM3 organizational project manage-
ment processes. The Standard divides organizational project management
into three domains:
1. Project Management
2. Program Management
3. Portfolio Management

Each domain contains a set of processes, consistent with the five process
®
groups described in the PMBOK Guide. OPM3 theorizes that the process
groups and their constituent processes are applicable to the domains of Pro-
gram and Portfolio Management. While this assumption may not be per-
fect, it is considered apropos and useful to help individuals and
organizations better understand Best Practices. The theory also helps
explain how Best Practices can be organized in smaller groups for under-
standing and use. The processes within each process group within each
domain are linked to each other through flows of information. Similarly,
the domains themselves are linked through flows of information, as well as
through other process enablers, such as controls and tools and techniques.

4.2 PROJECTS, PROGRAMS, AND PORTFOLIOS
To understand the relationships between the domains and their processes,
it is necessary to be clear on the fundamental relationship between proj-
ects, programs, and portfolios. Figure 4-1 illustrates these essential rela-
tionships.
By definition, projects can be described as a finite set. Programs, by def-
inition, consist of multiple projects, with the possibility of an additional ele-

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