Comparing CMMI® and OPM3®
Pat Wegerson02 April 2009
CMMI® is a Registered Trademark of the Software Engineering InstituteOPM3® is a Registered Trademark of the Project Management Institute
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Agenda
Introduction OPM3 Review CMMI Review Similarities of CMMI and OPM3 Differences of CMMI and OPM3 Summary
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Introduction
“Best Practice” models describe an “ideal” organization and its operation
Best Practice models useful for: Information / KnowledgeAppraisal / Assessment Improvement Guide
“All models are wrong, but some are useful.” - George Box
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Introduction -2 Parent of ‘maturity models’ – Philip Crosby
Wrote “Quality is Free” in 1979 Crosby’s Quality Management Maturity Grid:
UncertaintyAwakeningEnlightenmentWisdomCertainty
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OPM3 Review
Organizational Project Management Maturity Model (OPM3)
First released in 2003 Built upon Project Management Body of
Knowledge (PMBOK®)Standards first released 1987Guide first released 1996
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OPM3 Review -2 Created & Maintained by PMI (Project
Management Institute) Not for profit private institute Best practices work in project management
OPM3 focus is on organizational integration of: Project Program Portfolio
OPM3 defines 4 stages of maturity
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OPM3 Review -3 OPM3 defines 4 stages of maturity
StandardizeMeasureControlContinuously Improve
OPM3 matrixes maturity stages, project/program/portfolio, and incremental capabilities
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OPM3 Review -4
OPM3 model and PMBOK Guide provide information / knowledge of best practices
OPM3 includes assessment process information
OPM3 model includes improvement process
PMI provides many related resources
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CMMI Review Capability Maturity Model® Integration First released in 2000 Evolved from CMM® for Software
Initial version in 1987First released 1993
Integrates Best Practices from Software EngineeringSystems Engineering (EIA-731)AcquisitionOther disciplines (e.g., project management)
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CMMI Review -2
Created & Maintained by SEI (Software Engineering Institute) Federally funded Research & Development Center
since 1984 Best practices work in management, engineering, and
acquisition CMMI focus is Process & Process Improvement CMMI® defines 5 stages of maturity
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CMMI Review -3
CMMI differentiates Best Practices between organization and project(s), i.e. Organizational …Training (ML3)Process Focus (ML3)Process Definition (ML3)Process Performance (ML4) Innovation & Deployment (ML5)
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CMMI Review -4
CMMI model provides information / knowledge of best practices
Standard CMMI Appraisal Method for Process Improvement (SCAMPISM) provides assessment process
CMMI model and related SEI resources (e.g., IDEAL model) provide improvement process
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CMMI Review: Model StructureProcess Area
Generic PracticesGeneric Practices
Generic GoalsGeneric Goals
Expected InformativeInformativeRequiredKEY:
Purpose Statement
IntroductoryNotes
RelatedProcess Areas
SubpracticesSubpractices
Specific GoalsSpecific Goals
Specific PracticesSpecific Practices
Typical WorkProducts
Typical WorkProducts
SubpracticesSubpractices SubpracticesGeneric Practice Elaborations
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Similarities: CMMI & OPM3 Summarize & organize best practices as a
frameworkNeither are prescriptive
Based on (approx.) 5 levels of process maturitySee Crosby’s maturity gridLevels build on each other – can’t skip
foundational best practices!
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Similarities: CMMI & OPM3 -2
Not specific to a particular industryBoth have “extensions” or “constellations” for
particular applications Differentiate “organizational” from “project”
levels of applicationSee PMI Project Management Body of
Knowledge (PMBOK® Guide) for project details
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Similarities: Maturity LevelsMaturity Levels
CMMI OPM3
5 Optimizing Continuously Improve
4 Quantitatively Managed
Control
3 Defined Measure
2 Managed Standardize
1 Initial <none>
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Similarities: Model Structure -2
EquivalenceCMMI PMBOK
Major Categories
Process Groups Process Areas
Significant Activities
Process Areas Knowledge Areas
Specific Tasks to Accomplish
Goals / Practices Processes
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Similarities: Model StructureEquivalence CMMI OPM3
“Optimal Way to Objective”
Goals Best Practices
“Specific Competency”
Specific/Generic Practices
Capabilities
“Tangible / Intangible Result”
Subpractices / Work Products
Outcomes
“Quantitative / Qualitative Criterion”
Practice Implementation
Indicators
Key Performance
Indicators
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Similarities: Structure Examples
OPM3 Best Practice:“Manage Project Resource Pool”Capability: “Match Project Resource
Requirements” CMMI (Generic) Goal:
“Institutionalize a Managed Process”Generic Practice: “Provide Resources”
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Differences
Accessibility:CMMI is federally funded – many resources are “free”OPM3 is PMI funded – very tightly controlled
Focus:CMMI focus is operational implementation of
processesOPM3 emphasis is linking project / program / portfolio
to organization strategic objectives
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Differences -2
CMMI has 3 “constellations”:DevelopmentAcquisitionServices (just released)
CMMI has 2 representations:Staged (=> 5 Maturity Levels)Continuous (=> 6 Capability Levels)
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Differences -3 OPM3 defines a matrixed 3 dimensional
maturity progressionProcess improvement progression “stages”
Comparable to CMMI Maturity LevelsOrganizational “domains”:
Project Program Portfolio
Incremental “Capabilities” progression ‘Somewhat like’ CMMI Capability Levels
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Summary
CMMI & OPM3 are well-defined, ‘useful’ models Both CMMI & OPM3 provide knowledge,
assessment, and improvement resources Significant similarities in purpose and structure
of CMMI & OPM3 Manageable differences between CMMI &
OPM3 Can apply either – or both – successfully!
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References / Resources “An Executive’s Guide to OPM3®”; Project Management Institute (PMI),
2004. “Comparing CMMI® and OPM3®”; John L. Sullivan, 01/16/2007; http://
www.allpm.com/modules.php?op=modload&name=News&file=article&sid=1659 “OPM3® and CMMI®: A Preliminary Integration”; Mark A. Ward, 2007;
http://www.pmi-adsig.org/Documents/Webinar%20OPM3%20and%20CMMI%20Integration.pdf
“CMMI® and OPM3®”; The Cahaba Group LLC, 2004; http://www.pmimontgomery.org/pdf/Presentations/2004_10%20TCG%20PMI%20Presentation.pdf
“A Guide to the Project Management Body of Knowledge PMBOK® Guide—Fourth Edition”, PMI, 2008.
“CMMI®: Guidelines for Process Integration and Product Improvement, Second Edition”; Chrissis, Mary Beth et. al., Addison-Wesley, 2006.