Page 44 - Organizational Project Management

Chapter 4—The Organizational Project Management Processes

Within the OPM3 Process Construct (Figure 4-4), the five Project Man-
agement process groups are combined, within each of the three domains,
interacting with and progressing through the four stages of process
improvement. This interaction, and some rules governing it, can be sum-
marized as follows:
■ Every process is required in every domain
■ Process execution depends on inputs, appropriate tools and techniques,
and proper controls, all of which result in outputs
■ Controlling variability within a process depends on controlling the vari-
ability of its inputs, along with tools and techniques, and proper controls
■ Maturity of each process in each domain is dependent upon progression
through the process improvement stages of Standardization, Measure-
ment, Control, and continuous Improvement
■ The ability to control Portfolio Management processes is dependent on
the ability to control the outputs from processes in the Program and
Project Management domains which become inputs to Portfolio Man-
agement
■ Most of the tools and techniques and controls used by processes are
developed or made available by processes within other domains.

Figure 4-4: OPM3 Process Construct

As explained in Section 3.5, every Best Practice and Capability within
OPM3 is mapped to one or more locations within this construct.

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