Portfolio Management, Program Management, and Project Management. The Pmi program management standard pdf Edition was published in 2013.
During development, part of that team of volunteers analyzed twenty-seven existing models and deployed surveys repeatedly to 30,000 practitioners. 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. Participants were invited to suggest elements that constituted maturity in OPM. Each OPM3 best practice statement denotes a group of capability statements. PMI later retracted this tool. PMI then retracted these as well. Second Edition was published in December 2008 to update the standard based on experience in the field and align it with other PMI standards.
PMI standards, including OPM3, are also ANSI standards. The domains are Project Management, Program Management and Portfolio Management. Assessment – Evaluate an organization’s current capabilities and identify areas in need of improvement. Improvement – Use the completed assessment to map out the steps needed to achieve performance improvement goals. OPM3 has been adopted by leading organizations in outsourcing, foreign relations, telecommunications, municipalities, applied science laboratories, NGO’s, hospitals, cable television providers, American military intelligence, crisis response, financial services, terrestrial and space born electronics, mega-infrastructure operations, regional governments, rapid transit, risk retention, mobile technology manufacturers, enterprise application giants, and many others across North and South America, Europe, the Middle East, and Asia. Strengthens the link between strategic planning and execution, so project outcomes are predictable, reliable, consistent, and correlate with organizational success.