Comparing CMMI® and OPM3® Pat Wegerson 02 April 2009 CMMI® is a Registered Trademark of the Software Engineering Institute OPM3® is a Registered Trademark of the Project Management Institute

Agenda Introduction OPM3 Review CMMI Review Similarities of CMMI and OPM3 Differences of CMMI and OPM3 Summary 02 April 2009

Introduction “Best Practice” models describe an “ideal” organization and its operation Best Practice models useful for: Information / Knowledge Appraisal / Assessment Improvement Guide “All models are wrong, but some are useful.” - George Box 02 April 2009

Introduction -2 Parent of ‘maturity models’ – Philip Crosby Wrote “Quality is Free” in 1979 Crosby’s Quality Management Maturity Grid: Uncertainty Awakening Enlightenment Wisdom Certainty 02 April 2009

OPM3 Review Organizational Project Management Maturity Model (OPM3) First released in 2003 Built upon Project Management Body of Knowledge (PMBOK®) Standards first released 1987 Guide first released 1996 02 April 2009

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 02 April 2009

OPM3 Review -3 OPM3 defines 4 stages of maturity Standardize Measure Control Continuously Improve OPM3 matrixes maturity stages, project/program/portfolio, and incremental capabilities 02 April 2009

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 02 April 2009

CMMI Review Capability Maturity Model® Integration First released in 2000 Evolved from CMM® for Software Initial version in 1987 First released 1993 Integrates Best Practices from Software Engineering Systems Engineering (EIA-731) Acquisition Other disciplines (e.g., project management) 02 April 2009

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 02 April 2009

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) 02 April 2009

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 02 April 2009

CMMI Review: Model Structure Process Area Generic Practices Generic Goals Expected Informative Required KEY: Purpose Statement Introductory Notes Related Process Areas Subpractices Specific Goals Specific Practices Typical Work Products Generic Practice Elaborations 02 April 2009

Similarities: CMMI & OPM3 Summarize & organize best practices as a framework Neither are prescriptive Based on (approx.) 5 levels of process maturity See Crosby’s maturity grid Levels build on each other – can’t skip foundational best practices! 02 April 2009

Similarities: CMMI & OPM3 -2 Not specific to a particular industry Both have “extensions” or “constellations” for particular applications Differentiate “organizational” from “project” levels of application See PMI Project Management Body of Knowledge (PMBOK® Guide) for project details 02 April 2009

Similarities: Maturity Levels CMMI OPM3 5 Optimizing Continuously Improve 4 Quantitatively Managed Control 3 Defined Measure 2 Managed Standardize 1 Initial <none> 02 April 2009

Similarities: Model Structure -2 Equivalence CMMI PMBOK Major Categories Process Groups Process Areas Significant Activities Knowledge Areas Specific Tasks to Accomplish Goals / Practices Processes 02 April 2009

Similarities: Model Structure Equivalence 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 02 April 2009

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” 02 April 2009

Differences Accessibility: Focus: CMMI is federally funded – many resources are “free” OPM3 is PMI funded – very tightly controlled Focus: CMMI focus is operational implementation of processes OPM3 emphasis is linking project / program / portfolio to organization strategic objectives 02 April 2009

Differences -2 CMMI has 3 “constellations”: Development Acquisition Services (just released) CMMI has 2 representations: Staged (=> 5 Maturity Levels) Continuous (=> 6 Capability Levels) 02 April 2009

Differences -3 OPM3 defines a matrixed 3 dimensional maturity progression Process improvement progression “stages” Comparable to CMMI Maturity Levels Organizational “domains”: Project Program Portfolio Incremental “Capabilities” progression ‘Somewhat like’ CMMI Capability Levels 02 April 2009

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! 02 April 2009

Questions? 02 April 2009

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. 02 April 2009