Organizational Project Management Maturity Model (OPM3) to Improve Ministery of Construction and Housing (MOCAH) Within Kurdistan Regional Government
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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).
SubjectOrganizational Project Management Maturity Model
Ministry of Construction and Housing
Kurdistan Regional Government
Project, Program, and Portfolio Management Domain.
Mustafa, Azad Jabbar (2015). Organizational Project Management Maturity Model (OPM3) to Improve Ministery of Construction and Housing (MOCAH) Within Kurdistan Regional Government. Master's thesis, Texas A & M University. Available electronically from