Organizations turn to OPM3(R) because it helps them bridge the gap between strategy and individual projects, and provides a way to advance strategic interests through the application of project management principles and practices. Organizational Project Management Maturity Model (OPM3(R)) - Third Edition is the result of years of development and continues to build on the foundation formed by the input of hundreds of project management practitioners and consultants from countries around the world.

A second edition provides tools for organizations to measure their maturity against a comprehensive set of best practices, providing updated coverage of current PMI standards, guidelines for promoting smoother transitions and strategies for eliminating redundancy.

Numerous project professionals have debated the advantages of using PMI's Organizational Project Management Maturity Model (OPM3) to assess an organization's project management maturity. This paper examines four case studies--involving organizations from Australia, New Zealand, and the United States (US)--in using OPM3 to determine an organization's project management maturity. In doing so, it discusses the advantages and disadvantages of using project management maturity models and overviews the purpose and the process of applying the OPM3 model, noting its key elements and relationships. It then analyzes the case studies, showing how the profiled organizations--Australia's Centrelink, a New Zealand public sector organization, a US state government's information technology (IT) division, US-based Washington Savannah River Company--used OPM3 to assess their project management maturity. It details the findings, identifying each company's organizational context, assessment type and scope, assessment triggers, and project management maturity.

Improve Your Business Results Through Organizational Project Management Organizational project management (OPM) aligns project deliverables with strategy. Understanding this emerging process is essential for all stakeholders, from the corporate sponsor to project team members. OPM is a valuable new tool that can enhance your organization's successful execution of projects in alignment with strategic priorities. Under the editorship of Rosemary Hossenlopp, PMP, ten contributors from around the globe, representing a wide variety of industries, offer valuable insights on how OPM can give any organization the competitive edge. They discuss how to • Improve business outcomes • Better align project work with strategies • Set priorities • Organize project work Whether you direct projects, fund projects, or conduct project work, Organizational Project Management: Linking Strategy and Projects is vital to your understanding of this emerging business discipline.

The Organizational Project Management Maturity Model (OPM3®), a standard developed by the Project Management Institute (PMI), has become an effective model to help an organization successfully implement strategies and achieve its objectives consistently, reliably, and predictably. This research studies the application of the OPM3 to assess the organizational project management capabilities of the Ministry of Construction and Housing (MOCAH) within Kurdistan Regional Government (KRG). The research provides a review of a project management office (PMO), organizational project management (OPM), project management maturity (PMM), types of maturity models, previous applications/examples of OPM3 and their findings, and selecting the OMP3 model for the research case study (MOCAH). Furthermore, the research provides OPM3 concepts; elements, domains, processes, components, construct, and an application of the OPM3 assessment tool. A brief background of the Kurdistan Region and Kurdistan Regional Government and MOCAH is provided. A Strengths, Weaknesses, Opportunities, and Threats analysis was used to identify MOCAH’s current structure and OPM performance that are not optimal to deliver projects successfully. Therefore, the objective of the research is to apply the OPM3 model to assess the current PMM of MOCAH and develop a roadmap for improvements. The OPM3 assessment was conducted by an industry expert in collaboration with MOCAH stakeholders. Different questions and several questionnaires were posed to the stakeholders, and the results were used to assess the maturity level of MOCAH. The scope of this research is limited to the Project Management Domain and to the Standardization level per the OPM3 methodology. The result of the assessment showed that as scores (as percentages), Project Management was assessed at 25 percent (of the first of four stages of project management maturity, starting with standardization), and that the Organizational Enablers (OEs) pertaining to the culture and environment were scored at 38 percent; and the total score was 32 percent. According to the results, the maturity level of MOCAH was determined to be low, yet MOCAH is capable of seizing the opportunity to transform its project delivery capabilities. Significant recommendations are provided regarding process improvements (focusing on Standardization as the prerequisite for Measurement, Control, and Continuous Improvement), as well as strategies to achieve higher maturity levels (first in Standardization of Project Management, but also in the Program and Portfolio Management Domains, particularly the latter). The electronic version of this dissertation is accessible from http://hdl.handle.net/1969.1/155187