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

Comparing CMMI® and OPM3®

Pat Wegerson

02 April 2009

CMMI® is a Registered Trademark of the Software Engineering InstituteOPM3® is a Registered Trademark of the Project Management Institute

202 April 2009

Agenda

Introduction OPM3 Review CMMI Review Similarities of CMMI and OPM3 Differences of CMMI and OPM3 Summary

302 April 2009

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

402 April 2009

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

902 April 2009

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)

1002 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

1102 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)

1202 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

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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

1402 April 2009

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!

1502 April 2009

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

1802 April 2009

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

1902 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”

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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)

2202 April 2009

Differences -3 OPM3 defines a matrixed 3 dimensional

maturity progressionProcess improvement progression “stages”

Comparable to CMMI Maturity Levels

Organizational “domains”: Project Program Portfolio

Incremental “Capabilities” progression ‘Somewhat like’ CMMI Capability Levels

2302 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!

2402 April 2009

Questions?

2502 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.