The Standard for Organizational Project Management (OPM)

by Project Management Institute

Overview

PMI’s latest foundational standard, The Standard for Organizational Project Management (OPM), expands upon the popular Implementing Organizational Project Management: A Practice Guide, published in 2014. This newly-created standard is a result of survey feedback that revealed acceptance of the approach and increasing interest in an expanded version.

OPM is defined as the integration of people, knowledge, and processes, supported by tools across all functional domains of the organization.

The approach further advances an organization’s performance by developing and linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) and business processes to support strategic objectives.

OPM helps organizations deliver value through the following principles:

• Aligning strategy
• Consistent execution and delivery
• Cross-functional collaboration
• Adding value to the organization
• Continuous training

Although useful for any organization that is seeking to better meet its strategic objectives, this standard is particularly beneficial for organizations that do not have a unified project management approach.

Product Details

ISBN-13:	9781628252002
Publisher:	Project Management Institute
Publication date:	06/01/2018
Edition description:	First edition
Pages:	91
Product dimensions:	8.50(w) x 11.00(h) x 0.30(d)

About the Author

The PMI provides services including the development of standards, research, education, publication, networking-opportunities in local chapters, hosting conferences and training seminars, and providing accreditation in project management.

Table of Contents

1 Introduction 1

1.1 Intended Audience 1

1.2 Overview 2

1.3 OPM Approach 3

1.3.1 OPM Principles 4

1.3.2 Organizational Structure 4

1.3.3 OPM Framework 7

1.3.4 Organizational Benefits of OPM 9

1.4 How to Use this Standard 9

1.5 Relationships among Portfolio, Program, and Project Management and OPM 10

1.6 Organizational Strategy 12

1.6.1 OPM Maturity Models 12

1.6.2 PMO and OPM 13

1.6.3 Enterprise Project Management Office (EPMO) 13

1.7 OPM Stakeholders 14

2 Foundational Concepts 15

2.1 Introduction 15

2.2 Investing in OPM and Adding Value 15

2.3 Business Value 16

2.4 OPM Business Case 16

2.4.1 OPM Sponsorship 17

2.4.2 The Value Proposition 17

2.4.3 Benefits Sustainment 17

2.4.4 Elements of the OPM Business Case 18

2.4.5 Establishing a Baseline for the Business Case 18

3 Introduction To The OPM Framework 19

3.1 Introduction 19

3.2 OPM Methodologies 20

3.3 Knowledge Management 20

3.4 Talent Management 21

3.5 OPM Governance 22

4 Elements of An OPM Framework within the Organization 25

4.1 Introduction 25

4.2 OPM Methodologies 25

4.2.1 Establishing OPM Methodologies 27

4.2.2 Tailoring and Applying OPM Methodologies 28

4.3 Knowledge Management 29

4.3.1 Knowledge Management For OPM 29

4.3.2 Organizational Objectives 29

4.3.3 Knowledge Management Life Cycle 30

4.3.3.1 Create Knowledge Content 30

4.3.3.2 Share Knowledge Content 31

4.3.3.3 Store Knowledge Content 31

4.3.3.4 Use Knowledge Content 31

4.3.3.5 Update Knowledge Content 31

4.3.4 Best-In-Class Learning Environment 31

4.3.5 Measuring impact of Knowledge Management 32

4.4 Talent Management 32

4.4.1 Assessment (Formal or Self-Assessment) 33

4.4.2 Competency Development Plans 33

4.4.2.1 Experiential Learning 33

4.4.2.2 Formal Learning 34

4.4.2.3 Informal Learning 34

4.4.3 Job Roles and Descriptions 34

4.5 OPM Governance 35

4.5.1 Governance Entities 37

5 Implementation of OPM 39

5.1 Introduction 39

5.2 Defining the OPM Initiative 39

5.3 Define Roles and the Program Organization 40

5.3.1 OPM Initiating Committee 42

5.3.2 OPM Implementation Program Sponsor 42

5.3.3 Project Management Office 42

5.3.4 OPM Implementation Program Manager 43

5.3.5 OPM Integrator and Organizational Change Team 43

5.3.6 Additional Roles 44

5.4 Develop Business Case 44

5.5 OPM Maturity 46

5.6 Define the Role of OPM Maturity Models in the Initiative 48

5.7 Process Management 50

5.8 Establish OPM Performance Metrics and Key Performance Indicators 51

5.9 Planning Considerations for the OPM Initiative 54

6 Ongoing OPM Management And Monitoring 55

6.1 Introduction 55

6.2 Ensuring OPM Benefits Realization and Sustainment 55

6.3 Long-Term Monitoring and Analysis of OPM 57

6.4 Planning and Implementing Methodology Updates 58

6.5 Launching Methodology Updates 58

Appendix X1 Contributors and Reviewers of the Standard For Organizational Project Management 59

Appendix X2 Organizational Considerations for OPM Implementation 65

Appendix X3 Recommended Survey Questions Regarding Implementation of OPM Initiatives 69

Appendix X4 How to Develop A Tailored Organizational Project Management (OPM) Methodology 73

Appendix X5 Organizational Enablers for OPM 81

References 83

Glossary 85

Index 87