Page 60 - Organizational Project Management

Chapter 6—The OPM3 Cycle

Your Organization on OPM3 Continuum
Standardize / Measure / Control / Improve
(SMCI)
Standardize
Standardize - 39%
Measure - 21%
Control - 15%
Improve - 26%
Improve Measure
Best
Practices Directory

Control

Figure 6-5: Spider diagram showing the organization’s maturity in terms of each process improvement stage

Improvement Planning Directory

Your Organization on OPM3 Continuum
PPP/SMCI

Project Stanardize - 48% Project Standardize - 67%
Portfolio Project Measure - 53% Program Measure -11%
Project Control - 50% Program Control - 0%
Program
Project Improve - 89% Program Improve - 0%
Project
Portfolio Standardize - 20%
Portfolio Measure - 0%
Portfolio Control - 0%
Standardize Measure Control Improve Portfolio Improve - 0%

Capabilities
Figure 6-6: Bar chart representation of the organization’s maturity by domain and process improvement stage Directory

The domain graph indicates an assessment of maturity within each of
the three domains of organizational project management. One might expect
that the indicator of maturity would be higher for Projects than for Pro-
grams, and higher for Programs than for the Portfolio domain. However, Capabilities Directory
one may find that the indicated maturity may not follow the expected pat-
tern. For example, the assessment of Portfolio Management may be higher
than expected. This may be due to the organization having some prioriti-
zation or planning processes and financial or legal controls in place.
Likewise, the process management graph may not necessarily indicate
a decreasing level of maturity, moving from Standardize to Measure, Con-
trol, and continuously Improve. For example, the organization may have
several financial and legal controls in place, which may result in a higher
maturity indication for controls than for measurement.

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