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Princeton University Library Catalog
Organizational project management maturity model / Project Management Institute.
Newtown Square, Pennsylvania : Project Management Institute, 2013.
1 online resource (279 p.)
Project Management Institute
Organizations turn to OPM3® 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®) – 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.
Includes bibliographical references.
Source of description
Description based on print version record.
Title Page; Copyright Page; Table of Contents; List of Tables and Figures; 1. Overview; 1.1 Introduction; 1.2 Purpose of OPM3; 1.3 What is OPM?; 1.3.1 Relationship of OPM and Organizational Strategy; 1.3.2 The Relationships among Portfolios, Programs, and Projects; 1.4 What is OPM3?; 1.5 Relationships among Portfolio Management, Program Management, Project Management, and Organizational Project Management; 1.5.1 Portfolio Management; 1.5.2 Program Management; 1.5.3 Projects and Strategic Planning; 1.5.4 Project Management Office; 1.5.5 Project-Based Organizations
1.5.6 Organizational Issues and Project Management1.6 Business Value; 1.7 Stakeholders; 1.7.1 OPM3 Practitioner Knowledge and Skills; 2. Foundational Concepts; 2.1 Organizational Project Management Described; 2.2 Investing in OPM; 2.3 Organizational Life Cycles; 2.4 Organizational Project Management Maturity Model; 2.4.1 What is the Organizational Project Management Maturity Model?; 2.4.2 How to Use OPM3; 3. The Organizational Project Management Maturity Model (OPM3); 3.1 Introduction; 3.2 The OPM3 Construct; 3.2.1 Best Practice; 3.2.2 Capability; 3.2.3 Outcome; 3.2.4 Domains
3.2.5 Process Improvement Stages3.2.6 Organizational Enablers; 3.2.7 Categorization; 3.3 OPM3 Framework; 3.3.1 OPM3 Areas of Expertise; 3.3.2 OPM3 Cycle Elements; 3.4 OPM3 Application; 3.5 OPM3 Scoring Methods; 3.6 OPM3 Best Practices List; 4. Acquire Knowledge; 4.1 Understand OPM; 4.1.1 Understand OPM: Inputs; 4.1.2 Understand OPM: Tools and Techniques; 4.1.3 Understand OPM: Outputs; 4.2 Understand Organization; 4.2.1 Understand Organization: Inputs; 4.2.2 Understand Organization: Tools and Techniques; 4.2.3 Understand Organization: Outputs; 4.3 Assess Change Readiness
4.3.1 Assess Change Readiness: Inputs4.3.2 Assess Change Readiness: Tools and Techniques; 4.3.3 Assess Change Readiness: Outputs; 5. Perform Assessment; 5.1 Establish Plan; 5.1.1 Establish Plan: Inputs; 5.1.2 Establish Plan: Tools and Techniques; 5.1.3 Establish Plan: Outputs; 5.2 Define Scope; 5.2.1 Define Scope: Inputs; 5.2.2 Define Scope: Tools and Techniques; 5.2.3 Define Scope: Outputs; 5.3 Conduct Assessment; 5.3.1 Conduct Assessment: Inputs; 5.3.2 Conduct Assessment: Tools and Techniques; 5.3.3 Conduct Assessment: Outputs; 5.4 Initiate Change; 5.4.1 Initiate Change: Inputs
5.4.2 Initiate Change: Tools and Techniques5.4.3 Initiate Change: Outputs; 6. Manage Improvement; 6.1 Create Recommendations; 6.1.1 Create Recommendations: Inputs; 6.1.2 Create Recommendations: Tools and Techniques; 6.1.3 Create Recommendations: Outputs; 6.2 Select Initiatives; 6.2.1 Select Initiatives: Inputs; 6.2.2 Select Initiatives: Tools and Techniques; 6.2.3 Select Initiatives: Outputs; 6.3 Implement Improvement Initiatives; 6.3.1 Implement Improvement Initiatives: Inputs; 6.3.2 Implement Improvement Initiatives: Tools and Techniques; 6.3.3 Implement Improvement Initiatives: Outputs
6.4 Measure Results
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