As far as I know, the assessment and credentialing aspects of OPM were "quietly" retired by PMI a few years ago. The knowledge base itself has been curated into the Standard for Organizational PM (https://www.pmi.org/pmbok-guide-standards/...ct-management).
Kiron
...
1 reply by Angel Agueda Barrero
Feb 10, 2022 9:07 AM
Angel Agueda Barrero
...
Kiron,
Thanks so much for you answer.
Do you know other alternatives to OPM3 in or out PMI?
As far as I know, the assessment and credentialing aspects of OPM were "quietly" retired by PMI a few years ago. The knowledge base itself has been curated into the Standard for Organizational PM (https://www.pmi.org/pmbok-guide-standards/...ct-management).
Kiron
Kiron,
Thanks so much for you answer.
Do you know other alternatives to OPM3 in or out PMI?
Angel
...
2 replies by Kiron Bondale and Thomas Walenta
Feb 10, 2022 9:40 AM
Kiron Bondale
...
Angel -
From what I've seen, maturity models are falling out of fashion as they tend to look at behaviors, practices and processes rather than outcomes and as projects are context-specific, what makes sense for one project might be the wrong answer for another.
I'd suggest focusing on outcome-oriented metrics (e.g. time to market, value delivered, customer satisfaction) and benchmark your team or company's results against similar organizations.
Kiron
Feb 10, 2022 10:02 AM
Thomas Walenta
...
Angel
IPMA offers a PEM - project excellence model - with informs about people, process and results.
CMMI is very popular, for process maturity in several contexts.
P3M3 is offered by Axelos, the company that promotes Prince2 and MSP.
And there are many more (we had one at IBM).
While results and value matter in the end (what), we can improve how we achieve them, which is still done thru processes in most companies. And yes, who is doing it, is also major factor during the process.
Kiron,
Thanks so much for you answer.
Do you know other alternatives to OPM3 in or out PMI?
Angel
Angel -
From what I've seen, maturity models are falling out of fashion as they tend to look at behaviors, practices and processes rather than outcomes and as projects are context-specific, what makes sense for one project might be the wrong answer for another.
I'd suggest focusing on outcome-oriented metrics (e.g. time to market, value delivered, customer satisfaction) and benchmark your team or company's results against similar organizations.
Kiron,
I think the same,
Thank you,
Ángel Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Angel
I bought the OPM3 product around 2005 for about 800 USD, it came as a protected CD. The main content were several thousand of so-called capabilities that would be tested during an assessment for project, program and portfolio mgmt implementations of an organization. These capabilities were withdrawn from sale around 2010 and are to my knowledge no longer available, and if they were they would be outdated today. The OPM3 product was superceded by another assessment product when PMI bought HSI, but both were retired eventually.
PMI is a B2C organization and OPM3 and HSI were B2B products, in my experience it is risk trying to go both ways. IBM tried to do a similar thing several times but failed as I see it, they sold PC and office printer business as they were B2C but IBM is designed to be B2B.
The assessment results are not single number as with CMMI, but a more detailed matrix of status quo, and more important, suggested next steps in each of the 3 areas of project, program and portfolio mgmt related to the 5 process groups as known from PMBoK until ed6.
PMI never issued accreditations, but certified the consultants who bought the product (I don not recall if we even had to do a test) and those in turn presented companies the results. The idea was that the recommendations would trigger further business (for the consultants).
Thomas
...
1 reply by Angel Agueda Barrero
Feb 10, 2022 9:55 AM
Angel Agueda Barrero
...
Thomas,
very interesting.
Thanks for sharing your experience and knowledge.
Ángel
I bought the OPM3 product around 2005 for about 800 USD, it came as a protected CD. The main content were several thousand of so-called capabilities that would be tested during an assessment for project, program and portfolio mgmt implementations of an organization. These capabilities were withdrawn from sale around 2010 and are to my knowledge no longer available, and if they were they would be outdated today. The OPM3 product was superceded by another assessment product when PMI bought HSI, but both were retired eventually.
PMI is a B2C organization and OPM3 and HSI were B2B products, in my experience it is risk trying to go both ways. IBM tried to do a similar thing several times but failed as I see it, they sold PC and office printer business as they were B2C but IBM is designed to be B2B.
The assessment results are not single number as with CMMI, but a more detailed matrix of status quo, and more important, suggested next steps in each of the 3 areas of project, program and portfolio mgmt related to the 5 process groups as known from PMBoK until ed6.
PMI never issued accreditations, but certified the consultants who bought the product (I don not recall if we even had to do a test) and those in turn presented companies the results. The idea was that the recommendations would trigger further business (for the consultants).
Thomas
Thomas,
very interesting.
Thanks for sharing your experience and knowledge.
Ángel Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Feb 10, 2022 9:07 AM
Replying to Angel Agueda Barrero
...
Kiron,
Thanks so much for you answer.
Do you know other alternatives to OPM3 in or out PMI?
Angel
Angel
IPMA offers a PEM - project excellence model - with informs about people, process and results.
CMMI is very popular, for process maturity in several contexts.
P3M3 is offered by Axelos, the company that promotes Prince2 and MSP.
And there are many more (we had one at IBM).
While results and value matter in the end (what), we can improve how we achieve them, which is still done thru processes in most companies. And yes, who is doing it, is also major factor during the process.
IPMA offers a PEM - project excellence model - with informs about people, process and results.
CMMI is very popular, for process maturity in several contexts.
P3M3 is offered by Axelos, the company that promotes Prince2 and MSP.
And there are many more (we had one at IBM).
While results and value matter in the end (what), we can improve how we achieve them, which is still done thru processes in most companies. And yes, who is doing it, is also major factor during the process.
Thomas
Thomas,
very interesting.
Thank you,
Ángel Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
