Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hi colleagues, I've often encountered the challenge of measuring the maturity of PMOs. One question that frequently arises is: How do you establish the target maturity level your PMO should achieve?
In my experience, we typically look at market maturity levels and set our target slightly below that, based on commercial studies. However, I'm curious to learn about other approaches that have been successful for you.
I am sure that your experiences can lead to valuable insights and improvements.
Looking forward to hearing your thoughts and strategies!
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
May 23, 2025 9:41 PM
Replying to Mr. Sachlani
...
I may suggest to use maturity level to guide us in making continuous improvement. You are not necessarily benchmark to the market level of maturity unless you aleready reach level 3 (which is your PMO processes have been standardized and practiced consitently).
Please be aware that maturity level measures your PMO capabilities NOT outcomes/benefits of your PMO Services. You have to use another measure (such as ROI and other organization's strategic objectives) to show your PMO values to your stakeholders.
So, your target is not to reach highest maturity level rather satisfying your stakeholders needs.
That's an excellent suggestion Mr. Sachiani! Using maturity levels to guide continuous improvement within our PMO is a very valuable approach.
I agree completely that the focus shouldn't necessarily be on benchmarking against market maturity until we've achieved at least Level 3, where our processes are standardized and consistently practiced.
It's also crucial to remember that maturity levels measure our PMO capabilities, not the outcomes or benefits of our services. For demonstrating the PMO's value to stakeholders, we definitely need to use other metrics like ROI and alignment with the organization's strategic objectives.
Ultimately, our target isn't the highest maturity level, but rather effectively satisfying our stakeholders' needs.
Regards! Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
May 27, 2025 2:43 PM
Replying to James Steele
...
PMI's new 2025 Project Management Offices: A Practice Guide |PMI seems very relevant to the discussion here. What do you all think about its usefulness in establishing your PMO direction and reporting value?
James I haven't read that new PMI Practice Guide for PMOs yet. But with this discussion, I will definitely need to check it out. I'll be looking specifically for how it helps with PMO direction and reporting value. Thanks for mentioning it! Francisco. Saving Changes...
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
May 27, 2025 3:37 PM
Replying to Luis Branco
...
What an excellent and multi-dimensional discussion — thank you all for your insights.
Reading through the thread, I see a healthy tension between those who challenge the utility of maturity models, those who use them as structured tools for evolution, and those who navigate them pragmatically, with stakeholder value as the compass.
Here’s how I see it:
- Maturity models are useful — but never sufficient. They offer shared language, structure, and reflection — especially when combined with adaptive tools like the PMO Value Ring™ and the recent PMI 2025 Project Management Offices: A Practice Guide.
However, their value comes not from ticking levels, but from informing strategic dialogue.
- What truly matters is impact, not level.
As several have rightly noted, maturity assesses capabilities — not outcomes.
ROI, stakeholder trust, strategic enablement, and agility are better indicators of a PMO’s relevance.
We should never confuse compliance with contribution.
- Context is king.
The same maturity model applied blindly across organizations with different strategies, cultures, or constraints can do more harm than good.
The real art lies in interpreting the model — not following it.
- And finally, evolution over certification: The goal is not to reach Level 5 — it’s to become more intentional, responsive, and valuable over time.
I see maturity not as a destination, but as an invitation to grow — with purpose, clarity, and accountability.
Thank you all for elevating this conversation.
Luis I really agree with your last point, the idea of 'evolution over certification' and seeing maturity as an 'invitation to grow' – not a final destination. That's a great way to look at it. It means we are always looking to get better, with clear goals and responsibility. I think this approach is very important for all PMOs. Regards! Francisco.
Berkeley's Maturity model offers various benefits, as it's applicable across diverse industries and provides flexibility across project types.
The evaluation gives you a clear vision of your PMO's maturity stage and focuses on gradually improving key management processes. This allows incremental implementation that motivates the company to accomplish higher maturity.
Another important maturity model is the OPM3 Model, developed by the Project Management Institute. This model focuses on evaluating maturity across three fields: projects, programs, and portfolios, providing methodologies for evaluation and improvement.
Other maturity models are industry-focused, like the Software Engineering Institute's Capability Maturity Model (CMM), a maturity model originally developed for software development projects. Saving Changes...
Community Champion
