Page 38 - Organizational Project Management

Chapter 4—The Organizational Project Management Processes

ment of ongoing work. Not all projects will necessarily be part of a pro-
gram, which accounts for the overlap in Figure 4-1. The organization’s
project portfolio (as opposed to other types of portfolios), by definition,
consists of all the programs, projects, and additional ongoing project-related
work within the organization.

Figure 4-1: Projects and Programs are all part of an organization’s Project Portfolio

4.3 PROJECT MANAGEMENT PROCESSES

Project Management—which involves processes for individual projects and
competencies for project management practitioners—is the first and most
basic of three domains that combine to constitute organizational project
management.
The PMBOK Guide describes a project as a temporary endeavor under-
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taken to create a unique product, service, or result. It also describes project
management as the application of knowledge, skills, tools, and techniques
to project activities to meet the project requirements (p. 204). In addition,
it places Project Management in the context of general management and
in relation to other management disciplines, a perspective that begins to
imply the broader scope of an organizational project management process.
Sections 1.4 and 3.5 of OPM3 explain that OPM3 uses the four stages of
process improvement to help organize the content of its model. In addition
to this, OPM3 also incorporates and builds upon the process framework—
the processes within the process groups—for project management, as
defined in the PMBOK Guide.
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According to Chapter 3 of the PMBOK Guide, “Projects are composed
of processes. A process is ‘a series of actions bringing about a result’.” It
explains further, “Project management processes describe, organize, and
complete the work of the project.” (p. 29—30.) The Project Management
process groups are as follows:
■ Initiating Processes
■ Planning Processes
■ Executing Processes

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