Organization process assets (OPAs) are the essential building blocks that guide and support project management within any organization.
According to the Guide to the Project Management Body of Knowledge (PMBOK® Guide), Organizational Process Assets are "the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization."
Understanding Organization Process Assets (OPAs)
OPAs are the corporate knowledge and resources that help project teams execute projects effectively and consistently. They are internally developed and continually refined based on the organization's experience and needs. Think of them as the organization's collective wisdom and established methods for getting things done.
These assets are crucial for:
- Ensuring consistency across projects
- Improving efficiency by leveraging past successes
- Reducing risks by following established procedures
- Facilitating planning and execution
- Supporting continuous improvement
Key Components of OPAs
Based on the PMBOK® definition, OPAs encompass several distinct categories:
1. Plans
These are predefined templates, standard work breakdown structures (WBS), or standard schedules that the organization uses as a starting point for project planning.
- Examples:
- Standard project charter template
- Common WBS for a specific type of project (e.g., software development, construction)
- Project management plan template
2. Processes
Established methodologies and lifecycle models that define how work is performed within the organization.
- Examples:
- Procedure for managing scope changes
- Methodology for conducting risk assessments
- Software development lifecycle (SDLC) model
3. Policies
High-level statements that govern the organization's behavior and decision-making, impacting how projects are managed.
- Examples:
- Quality management policy
- Ethical conduct policy
- Procurement policy
4. Procedures
Detailed, step-by-step instructions explaining how to perform specific tasks or activities.
- Examples:
- Procedure for submitting expense reports
- Procedure for conducting a gate review
- Procedure for archiving project documents
5. Knowledge Bases
Repositories of information gathered from previous projects and organizational learning. This is often the most dynamic part of OPAs, growing with each completed project.
- Examples:
- Lessons learned knowledge base
- Historical project data (duration, cost, effort)
- Risk register from previous projects
- Stakeholder registers from past projects
Why OPAs Matter in Project Management
Utilizing OPAs is fundamental for successful project execution and organizational maturity. They provide a framework for project activities, reducing the need to reinvent processes for every new project.
Here's a simple illustration of how OPAs might be applied:
| OPA Component | Practical Application in a Project |
|---|---|
| Plan | Using a standard project management plan template to structure planning |
| Process | Following the defined change control process for scope requests |
| Policy | Adhering to the quality management policy during deliverables creation |
| Procedure | Following the specific procedure for conducting stakeholder meetings |
| Knowledge Base | Reviewing lessons learned from similar past projects to avoid mistakes |
Effectively managed OPAs lead to more predictable outcomes, increased project success rates, and a more knowledgeable project team. Organizations that invest in capturing and utilizing their process assets build a valuable repository of experience that drives future performance.
