Taking OPM3 to the Next Level:

More than ever before, organisations are taking on complicated projects. As these organisations increase in size, the number of projects being executed by them also increases. However, research has shown that the success rates of these projects are on the decline. The featured paper by John Schlichter proposed the adoption of maturity models by organisation to provide them with road map for performance improvement.

Schlichter (2007) identified different maturity models with emphasis that majority are customised to fit into specific industries. Nevertheless, one maturity model, the paper focused on was the PMI’s OPM3 for many reasons including having a modular architecture and being applicable across all kinds of projects and organisations.

One area of concern highlighted by Schlichter is that unlike other maturity models, OPM3 is not categorised into levels with the rationale that the market place should be allowed to do that. Albeit, a de facto maturity level has been adopted by users to represent OPM3 levels and is represented by the diagram below.

Fig1 : OPM3 maturity Model

Schlichter (2007) explained that OPM3 presents an approach that guarantees a progression across the maturity levels to be adopted across the domains that any organisation is practising. Since creation, PMI’s OPM3 has been adopted by different industries so the time has come for decision to be made concerning the maturity levels, Schlichter opined.

The author analysed various scenarios by “slicing and dicing” the process management stages of standardize, measurement, control and continuously improve by the domains of Project, program and portfolio and stressed the need to understand the hierarchical and continuous nature of OPM3 (which explains that some requirements must be addressed together while others independently) .

Green (2005) however insists that the adoption OPM3 alone does not guarantee an organisation achieving a sustainable competitive advantage. This is because apart from the fact that OPM3 makes it easier for organisations to imitate each other and the focus on formal protocols and processes, it gives less meaning to strategy and leadership which Green considers as key for companies maintaining a sustainable competitive advantage.

References

1. An EXECUTIVE Guide to OPM3: A Guide to Strategic Success, Business Improvement and Competitive Advantage available online at http://www.cmcs.ae/media-files/2007/10/09/20071009_PP-OPM3ExecGuide.pdf [accessed on Feb. 25, 2010]
2. SCHLICHTER, J., 2007. Taking OPM3 to the Next Level. PM World Today,9(6). Available From: http://www.pmforum.org/library/papers/2007/PDFs/Schlichter-6-07.pdf [Accessed 23 February 2010]
3. GREEN, S., 2005. Strategic Project Management: From Maturity Model to Star Project Leadership. Available From: http://www.pmforum.org/library/papers/2006/stratprojmgtstarleaders.pdf [Accessed 17 February 2010