Organizational project management

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The term Organizational Project Management (OPM) was coined by John Schlichter in May 1998 in a meeting of the Standards Committee of the Project Management Institute. OPM was defined as the execution of an organization's strategies through projects by combining the systems of portfolio management, program management, and project management. This definition was approved by a team of hundreds of professionals from 35 countries and was published as part of PMI's Organizational Project Management Maturity Model standard in 2003 and updated later to a second edition in 2008 when it also became an ANSI standard.[1] The standard was updated to a third edition in 2013. In the standard, the term "Organizational Project Management" is capitalized to indicate that it does not denote project management generically and that it pertains to the framework for executing strategies through projects by combining the systems of portfolio, program, and project management.

Definition[edit]

According to PMI (2003, 2008, 2013)

Organizational project management is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. The concept of organizational project management is based on the idea that there is a correlation between an organization's capabilities in project management, program management, and portfolio management, and the organization's effectiveness in implementing strategy.[2]

See also[edit]

References[edit]

  1. ^ ANSI/PMI 08-004-2008
  2. ^ ANSI/PMI 08-004-2008
  • PMI (2003, 2008, 2013). Organizational Project Management Maturity Model (ISBN 9781935589709)
  • PMI (2003). "The History of OPM3" presented by John Schlichter and Ralf Friedrich at PMI’s Global Congress Europe 2003 in Den Haag, The Netherlands.