APPENDIX X2
AN OVERVIEW OF OPM3® ORGANIZATIONAL ENABLERS AND MAPPING TO THIS PRACTICE GUIDE
OPM advances organizational capability by linking portfolio, program, and project management principles and practices with organizational enablers (e.g., structural, cultural, technological, and human resource practices) to support strategic goals. An organization measures its capabilities, then plans and implements improvements toward the systematic achievement of best practices. As elaborated on in more detail in OPM3®, the four categories of organizational enablers are summarized as follows:
- Structural (S):
- Drive reporting relationships among employees, allocation of resources, and alignment to strategy.
- Establish strategic alignment and resource allocation based on organizational structures.
- Cultural (C):
- Embrace portfolio, program, and project management.
- Establish governance, policy, and vision.
- Act as sponsors rather than administrators.
- Support communities where OPM best practices can be shared and leveraged.
- Technological (T):
- Perform manual tasks better, faster, and cheaper.
- Encourage the reuse of good practices and techniques.
- Improve knowledge sharing.
- Invest in management systems that support effective portfolio, program, and project management.
- Share practices and techniques across projects.
- Develop a methodology that becomes the standard for the performance of programs and projects.
- Benchmark portfolio, program, and project performance against comparable organizations.
- Human Resource (HR):
- Have the right people in place to execute the necessary roles.
- Ensure successful application of OPM and higher organizational performance using competency management, individual performance appraisals, and training investments.
Table X2-1 cross references the eighteen organizational enablers listed in OPM3® by category (structural, cultural, technological, or human resource), and then maps each organizational enabler to the section in this practice guide with relevant information or a specific component or practice that is required to accomplish implementation and/or improvement of OPM. Refer to OPM3® for a more detailed explanation of how the 18 organizational enablers are used in the OPM3® maturity model.
Table X2-1. Cross Mapping of OPM3® Organization Enablers to Practice Guide Sections
| OPM3® Organizational Enablers (Category) | OPM Practice Guide Topic Section Reference |
| Benchmarking (T) | OPM Essentials for Implementation (Section 1.4) Continuous Improvement (Section 2.1.1.2) Develop Implementation Plan (Section 3.3.1) How to Plan and Implement Strategic Alignment (Section 4.1.1) |
| Competency Management (HR) | OPM Essentials for Implementation (Section 1.4) Identify Future State (Section 3.1.2) Perform Gap Analysis (Section 3.1.3) Develop Implementation Plan (Section 3.3.1) Competency Management (Section 4.4) Recommended Survey Questions (Appendix X3) |
| Governance (C) | OPM Essentials for Implementation (Section 1.4) Evaluate Current Organizational State (Section 2.1.2.2) Identify Future State (Section 3.1.2) Perform Gap Analysis (Section 3.1.3) Develop Implementation Plan (Section 3.3.1) Continuous Improvement (Section 3.4) Strategic Alignment (Section 4.1) Organizational Project Management Methodology (Section 4.2) Governance (Section 4.3) Recommended Survey Questions (Appendix X3) |
| Individual Performance Appraisals (HR) | Improved OPM Competency Management (Section 4.4.3) |
| Knowledge Management and PMIS (T) | Portfolio Management Implementation (Section 4.2.3.2) How to Plan and Implement OPM Competency Management (Section 4.4.1) Recommended Survey Questions (Appendix X3) |
| Management Systems (T) | Recommended Survey Questions (Appendix X3) |
| Organizational Project Management Communities (C) | Recommended Survey Questions (Appendix X3) |
| Organizational Project Management Methodology (T) | OPM Essentials for Implementation (Section 1.4) Organizational Project Management Methodology (Section 4.2) Governance (Section 4.3) Competency Management (Section 4.4) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Organizational Project Management Policy and Vision (C) | Overview of OPM Basics (Section 1.1) Tailoring the Approach to Implementing OPM Core Processes in an Organization (Section 1.6) Step 3 – Propose the OPM Business Case (Section 2.1.3) Develop Implementation Plan (Section 3.3.1) Pilot and Implement OPM (Section 3.3.2) |
| Organizational Project Management Practices (T) | Introduction (Section 1) Overview of OPM Basics (Section 1.1) OPM Fit with the Organization's Business Model (Section 1.5) Tailoring the Approach to Implementing OPM Core Processes in an Organization (Section 1.6) Organizational Change Management (Section 2.1.1.3) Evaluate Current Organizational State (Section 2.1.2.2) Discovery and Analysis (Section 3.1) Implementation Roadmap (Section 3.2) Implementation (Section 3.3) Organizational Project Management Methodology (Section 4.2) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Organizational Project Management Techniques (T) | Tailoring the Approach to Implementing OPM Core Processes in an Organization (Section 1.6) Develop Implementation Plan (Section 3.3.1) Organizational Project Management Methodology (Section 4.2) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Organizational Structures (S) | Evaluate Current Organizational State (Section 2.1.2.2) Portfolio Management Implementation (Section 4.2.3.2) Improved OPM Competency Management (Section 4.4.3) Recommended Survey Questions (Appendix X3) |
| Project Management Metrics (T) | Continuous Improvement (Section 2.1.1.2) Perform Gap Analysis (Section 3.1.3) Identify and Prioritize Initiatives (Section 3.2.1) Develop Implementation Plan (Section 3.3.1) Realize Benefits (Section 3.3.3) Continuous Improvement (Section 3.4) Project Management Methodology Key Performance Indicators (KPIs) (Section 4.2.4) Improved OPM Competency Management (Section 4.4.3) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Project Management Training (HR) | OPM Fit with the Organization's Business Model (Section 1.5) Share OPM Information (Section 2.1.2.1) Evaluate Current Organizational State (Section 2.1.2.2) Develop Implementation Plan (Section 3.3.1) Pilot and Implement OPM (Section 3.3.2) How to Plan and Implement an Organizational Project Management Methodology (Section 4.2.1) Competency Management (Section 4.4) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Project Success Criteria (T) | Step 3 – Propose the OPM Business Case (Section 2.1.3) Develop Implementation Plan (Section 3.3.1) Recommended Survey Questions (Appendix X3) |
| Resource Allocation (S) | Introduction (Section 1) Develop Implementation Plan (Section 3.3.1) Realize Benefits (Section 3.3.3) How to Plan and Implement Strategic Alignment (Section 4.1.1) Project Management Implementation (Section 4.2.2.1) Governance (Section 4.3) How to Develop a Tailored Organizational Project Management Methodology (Section 5) Recommended Survey Questions (Appendix X3) |
| Sponsorship (C) | OPM Fit with the Organization's Business Model (Section 1.5) Sustained Leadership (Section 2.1.1.1) Next Steps – Form the OPM Implementation Team (Section 2.2) Recommended Survey Questions (Appendix X3) |
| Strategic Alignment (S) | OPM Essentials for Implementation (Section 1.4) Understand the Organization's Strategy and Project Management Practices (Section 3.1.1) Identify Future State (Section 3.1.2) Perform Gap Analysis (Section 3.1.3) Develop Implementation Plan (Section 3.3.1) Strategic Alignment (Section 4.1) Project Management Implementation (Section 4.2.2.1) How to Plan and Implement Governance (Section 4.3.1) Competency Management (Section 4.4) Recommended Survey Questions (Appendix X3) |
AS = structural; C = cultural; T = technological; HR = human resource.
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