Assessing OPM3

Abhay Padgaonkar

Does OPM3 help to ensure that an organization’s brain is connected with its heart, hands and feet? Or is the project management maturity model simply feeding companies another flavor-of-the-month fad, long on theory and process but oblivious to the ambiguities and uncertainties of real project work?

“You will never understand bureaucracies until you understand that for bureaucrats procedure is everything and outcomes are nothing.” – Thomas Sowell
 
Years ago, at a previous employer, we used to joke that it wasn’t the lack of standards that was a nuisance, but it was that we had six of them! The same could be said when it comes to the never-ending stream of management fads, acronyms, jargon and buzzwords. Have you ever wondered what happened to TQM? Well, process-oriented thinking in the early 20th century gave way to the quality movement. It led to Deming’s Statistical Process Control (SPC) and plan-do-check-act (PDCA) cycle of continuous improvement. A new acronym, TQM, was born. Then came Six Sigma’s Define-Measure-Analyze-Improve-Control (DMAIC) process. But Six Sigma wasn’t fast enough, so it metamorphosed into Lean. What’s next?
 
No wonder, today’s decisionmakers are skeptical about selecting from an ever-changing menu of buzzwords. Dhanu Kothari, author of Rainbows & Ratholes: Best Practices for …

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"Only two things are infinite, the Universe and human stupidity, and I'm not sure about the former."

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