Americo PintoPMO Global Alliance (PMOGA) Managing Director| Project Management InstituteRio De Janeiro, Rj, Brazil
How does the maturity of a PMO evolve? I would like to know your opinion about it, including what makes a PMO mature. Saving Changes...
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Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
Without referencing a PMI product, I believe PMO maturity is a measure of key attributes of the Project Management Office in supporting the business of portfolio, program and project management services. Some of the measures would include scope of PM functions; overall project experience of staff; effectiveness of established processes; qualifications, education, licenses and certificates of staff; governance structure and definition of roles and responsibilities; and demonstrated commitment for improvement. Maturity is also about the evolution, quality and consistency of services, growth in business competence and backlog, and customer satisfaction that are aligned with sustaining longevity of the PMO not just as a business unit but as a business unto itself. Saving Changes...
Sonia RochaEnvironmental Science Project Manager| Staying Alive via Safety (SAVS) Presenter / trainer / OwnerSan Antonio, Tx, United States
Hello PM teams,
In addition to what Henry posted, I will have to add the foundation to it all would be the "mistakes made" and "knowing how to make a risk turnaround for the better", this would mature any level of a Project Management team member. We all learn from our mistakes but the most important is how to make the best of a bad situation without more cost and still complete the project on time.
Good question Saving Changes...
Americo PintoPMO Global Alliance (PMOGA) Managing Director| Project Management InstituteRio De Janeiro, Rj, Brazil
Thank you for your great contributions, Sonia and Henry.
I would like to share with you some thoughts about that:
Many authors defend the idea that a PMO should evolve from the operational level to the strategic level. For them, it means an increasing in the level of maturity of the PMO.
I will say more about it but first I would like to better understand how you all see this point. Saving Changes...
Michael StrattonSenior Manager, Business Systems and Project Management| Contentful, IncGolden, Co, United States
Henry hit on the most important points . . . . My own non-PMI response:
I think that the concept of a "mature PMO" exists in the eye of the beholder and differs greatly by organization. A mature PMO is one that meets the needs of the organization. Let's face it, we all know when something is broken or not working and when there is room for improvement. If you aren't sure whether you are a mature PMO, ask your customers (internal and external). How happy are they? Are your PMO resources easy to work with or difficult? Do they see value from engaging the PMO?
Sure you can invest a lot of time and money into implementing "maturity models" but don't lose sight of your customer. If it doesn't work for them, it doesn't work. Saving Changes...
arlene trimbleAssistant IT Director| Local GovernmentAlamo, Ca, United States
There are different types of PMO and the type depends on the organization goals and objectives on why the PMO was created.
No matter what type it is, a PMO can be considered as a mature PMO on a high level if they exist to provide value in the project management space of the organization and not my acting as a barrier towards effective and efficient project management in the organization.
Unfortunately, some PMO's thought that they can be an essential chess piece by mandating intensive project documentation and letting the stakeholders and project managers jump through unnecessary hoops before something of value is realized or delivered in an organization. This is the traditional and slow trickling way of project management wherein benefits are not realized quickly which in the long run would not be beneficial to the organization. Saving Changes...
Henry HattenrathProject Consultant| Tectonic Engineering MSA LLCNew York, Ny, United States
Americo
I agree with SME authors’ reinforcement that “the PMO should evolve from the operational level to the strategic level.”
However, as Arlene’s and Michael’s responses suggest it might be subjective within organizations. PMOs need to objectively assess their effectiveness against the Owner/Client expectations and satisfaction, but this is not maturity. A PMO that focuses solely on project management as individual unconnected deliverables and products is not as mature as a PMO that expands its expertise in project management by integrating business and management processes for portfolio and program management within the organization’s overall management systems, processes and assets , corporate culture, and its core business functions, services and products.
Also, is it valid to measure and judge the maturity of a PMO in separation of its internal and external environments? Is there really different layers of maturity for a PMO besides the list of its own core competencies? Is there a mutual relationship and correlation between the maturity of PMOs and business functions maturity? Saving Changes...
