David WinnSenior Program Manager| DatabricksCa, United States
Hi Everyone!
I've done some research on PMO Maturity Models on this forum and many others. Seeking recent opinions and recommendations from this audience.
I'm a senior PM who has both managed and been a part of PMOs in my past. In my current role, I'm helping to mentor PMs and assist with strategic projects in our small Security PMO (we report into our CISO for our tech company of about 5-6K people). Our group of 6 project managers have from 2 to 10 years of experience. The more junior PMs are supporting our Security departments as Scrum Masters and tactical project managers. Our more senior PMs are assisting with some Agile ceremonies but also leading small to medium sized projects or running an entire program.
Our Director of PMO has asked me for guidance on how we could use a PMO Maturity Model to baseline where we are at as a PMO to help us target areas of improvement. I know that there are so many different types of PMOs and different models, and there's no right answer for which one to use. But I'm seeking guidance on anyone who has a similar small sized PMO that's looking to move the needle on knowledge, process expertise, tool usage to help their people grow to best help their department they serve. Thanks in advance for your recommendations Saving Changes...
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Nasim ChoroumiBusiness and Technology Program Manager, RTE, currently open for new opportunity| N/AKitchener, Ontario, Canada
Hello David,
There are few questions you can ask to review and consider the PMO maturity model for your organization. What methodology you anticipated to use for your PMO? All the business units or functional organizations aligned with this methodology? What stage they are at (Forming, Storming, Norming, Performing, Recognition)*? Are they in a repeatable phase, managed or optimizing phase? The response to these questions can be considered in resources and costs.
Based on your response, it can evaluate the generated revenue and identified the maturity at large. I hope this helps.
Maturity is meaningless unless it results in the perception of increased value delivery to your PMO's stakeholders. My recommendation would be to start with the value KPIs which increased maturity would help and to get a baseline for those.
From there, you can establish a target for improvement and decide on what makes sense in your context to tweak.
Kiron Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Dear David
The topic you brought to our reflection and debate is very interesting.
