In December of 2003, the Project Management Institute (PMI) published a new project management standard focused on the organizational level. This recently developed standard, the Organizational Project Management Maturity Model (OPM3), presents a disciplined and systematic means for organizations to reach a higher level of project maturity based upon an extensive array of organizational project management best practices. OPM3 encompass three general elements: (a) knowledge, stating the content of the standard, (b) assessment, presenting a method with which to appraise the organization against the standard, and (c) improvement, preparing the stage for possible organizational changes. However, this last element of the standard of improvement presents a major challenge because people comprise a package of values, preferences, attitudes, and other artifacts, which also form the organizational culture. OPM3 does not currently consider organizational culture as part of the model. This study explored the opportunity of integrating organizational culture with this de facto standard and investigates any correlations between them. The results of the study demonstrated qualitatively that including the organizational culture aspect as part of the OPM3 assessment exercise was perceived as valuable by Project Managers. On the other hand this research did not proved quantitatively any relationship between the four organizational culture types (hierarchy, clan, market and adhocracy) of the OCAI and the OPM3 Maturity Continuum and Improvement path. These quantitative results were confirmed through the Fisher's Exact Tests which was performed for each of the hypothesis statements.
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