Page 58 - Organizational Project Management

Chapter 6—The OPM3 Cycle

expand and refine the possible applications of this model, and realize an
increasing measure of its benefits.

6.3.6 Hypothetical Example: Applying OPM3 in an Organization
The ABC Corporation decides to apply OPM3 to its organization. Here is
one way that process could take place:
.1 Prepare for Assessment. Members of the designated team take time to
review the OPM3 Standard to become comfortable with the concepts of
organizational project management and maturity, and with the formatting
and contents of the three Directories. They pay particular attention to Chap-
ters 5 and 6 of the narrative, in order to understand the steps in the OPM3
Cycle.
.2 Perform Assessment. The team works together to take the Self-Assessment
survey on behalf of the organization. They review Section 6.3.2 of the Stan-
dard, along with Appendix D for an overview of the Self-Assessment tool
and survey questions. They open the Self-Assessment tool provided on the
OPM3 CD-ROM and read the first worksheet—Instructions, including “How
to Take the Survey” and “How to Interpret the Results.” They select the
Survey worksheet and proceed with answering all the questions, using the
drop-down “Yes or No” menu to select the organization’s response to each
question. After completing the survey, they select the “Survey Report” work-
sheet and click the “Get Results” button.
The program provides two lists—one indicating the Best Practices that
ABC Corporation appears to demonstrate, and the other indicating those
Best Practices the organization does not demonstrate. These lists appear in
numerical order, by unique identifier. The Best Practices are grouped in the
order in which they are associated with each of the three domains of orga-
nizational project management and, within these, in the order in which
they are associated with each of the four stages of process improvement.
Within the Best Practices Directory, these groups break down approximately
into the following ranges:

Range of Domain Stage
Identifiers

1000–1690 Project Standardize
1700–2230 Project Measure
2240–2620 Project Control
2630–3050 Project Improve
3120–3580 Program Standardize
3590–3990 Program Measure
4000–4380 Program Control
4390–4770 Program Improve

4780–5680 Portfolio Standardize
5690–6190 Portfolio Measure
6200–6580 Portfolio Control
6590–7010 Portfolio Improve

Figure 6-2: Identifier numbering

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