Page 43 - Organizational Project Management

Chapter 4—The Organizational Project Management Processes

grams and project processes. The successful execution of organizational
processes has a direct impact on the successful execution of Program and
Project Management processes. Another benefit is better decisions resulting
from better information. With Portfolio Management, information is more
accurate due to process standards and controls, and more timely due to the
use of common tools and techniques.
The Portfolio Management process connects organizational processes,
outputs, and informational requirements with those of the Program and
Project Management processes.

4.6 HOW PORTFOLIO, PROGRAM, AND PROJECT
MANAGEMENT PROCESSES CONSTITUTE THE
ORGANIZATIONAL PROJECT MANAGEMENT PROCESS
OPM3, then, not only includes the basic Project Management processes con-
tained within the Project Management process groups, but also extends its
framework to incorporate similar processes and process groups within the
domains of Program and Portfolio Management. For details on the Project
Management process groups and the specific processes included, consult
®
the current edition of the PMBOK Guide. See Appendix I for details on the
processes within the process groups of the domains of Program and Port-
folio Management. These processes are foundational to many of the Best
Practices and Capabilities within OPM3.
This multi-dimensional framework is typical of what is found in organi-
zations practicing Project Management. The framework is unique to OPM3
as a maturity model, and permits users to better understand the implica-
tions of a Best Practice or Capability, in terms of its potential applications
to any of these three domains, which, as a whole, comprise organizational
project management. Viewing the process groups in this fuller context, one
sees how they take on the added dimension of strategic importance. Figure
4-3, below, gives some sense of how the processes in the domains support
and interact with each other.

Figure 4-3: Organizational Project Management Processes depend on Project
Management, Program Management, and Portfolio Management

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