OPM3 assessment data goes far beyond the obvious and expected. By being able to associate specific assessment data with defined subsets of participants, they could identify critical deficiencies or accomplishments and respond to these in the most appropriate manner, providing additional value to the organization. OPM3 Self-Assessment The OPM3 Self-Assessment is introduced and explained in Section 6.3.2. Its purpose is to permit organizations to assess their current state of maturity in organizational project management in relation to the set of Best Practices that comprise the OPM3 Standard.

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This article relies too much on to. Please improve this by adding. ( September 2018) () () The Organizational Project Management Maturity Model or OPM3® is a globally recognized best-practice standard for assessing and developing capabilities in executing strategy through projects via Portfolio Management, Program Management, and Project Management. It is published by the (PMI).

OPM3 provides a method for organizations to understand their processes and practices, and to make these processes capable of performing successfully, consistently, and predictably. OPM3 helps organizations develop a roadmap that the company will follow to improve performance. The Second Edition was published in 2008 and the current Third Edition was published in 2013.

The latter editions are recognized by the (ANSI) as an American National Standard ( and, respectively). Contents • • • • • • • • History [ ] In 1998, PMI chartered a team named the OPM3 Program to develop an Organizational Project Management Maturity Model to be a global standard for (OPM). Becoming one of PMI's foundational standards, OPM3 marked PMI's first step toward a 'strategy implementation through projects' paradigm, and marketing that paradigm has been PMI's dominant logic, encapsulated in PMI's slogan 'Making Project Management Indispensable for Business Results.' During development of OPM3, the team of volunteers analyzed twenty-seven existing models and deployed surveys repeatedly to 30,000 practitioners. The concept of maturity model had been popularized through the or CMM for software development that was created by the (SEI) of between 1986 and 1993. The team reviewed CMM and other models to understand the scope of each model, capabilities of each model, methodology for conducting assessments against each model, each model's structure, and each model's implementation procedures.

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The analysis concluded that existing models left many important questions about (OPM) maturity unanswered and that the team should proceed with the development of an original model through the sponsorship of PMI. The project team used a brainstorming technique to facilitate the identification of elements of (OPM) in such a way that no single person could dominate the process. Participants were invited to suggest elements that constituted maturity in OPM. Such elements were refined as testable Capability Statements that were created by PMI volunteers, who consolidated and eventually organized the Capability Statements into groups called OPM3 best practices. Each OPM3 best practice statement denotes a group of Capability Statements.