Building the PMOProject Management Office

PMO Maturity Boosts Project and Stakeholder Performance

While processes take years to build, a PMO maturity model can help monitor your project performance. Since the 1990s, organizations have experienced an influx of project managers. To make their efforts consistent and prove they are on top of stakeholder needs, several enterprises relied on PRINCE2. It also became a yardstick to benchmark project management capabilities. In this article at Project Smart, Andy Murray shares how a PMO maturity model can boost project and stakeholder performance.

PMO Maturity and Execution

Build and compare your PMO maturity model with popular industry frameworks like P3M3 to evaluate organizational strengths and weaknesses. The model should provide the following components:

  • ‘A place to start
  • The benefit of a community’s prior experiences
  • A common language and a shared vision
  • A framework for prioritising actions
  • A way to define what improvement means for your organization’

In the 1980s, the Software Engineering Institute (SEI) created the Capability Maturity Model (CMM). Though initially used by governments to assess software projects, other industries use it too. A maturity model has five layers—preliminary, reruns, specified, controlled, and enhanced.

Portfolio, Programme and Project Management Maturity Model (P3M3)

The Office of Government Commerce (OGC) in the UK created PRINCE2, Managing Successful Programmes (MSP), Management of Risk (M_o_R), and ITIL. They came up with P3M3’s first draft in 2003 and released the latest best practices in 2006. It talks about the projects, programmes, and portfolio process activities that enable a successful result. It has phased model levels—Project Management Maturity (P1M3), Programme and Project Management Maturity (P2M3), and Portfolio, Programme and Project Management Maturity (P3M3).

How Do Maturity Models Enhance Performance?

PMO maturity models cut down complex key process areas (KPAs) into easily manageable smaller tasks. Use the following steps to start working on the lower KPAs first:

  • ‘Where are you today?’ Discover the high-performing KPAs and leverage their best practices in other processes.
  • ‘Where do you want to be?’ Find out the PMO maturity level at which your organization performs the best.
  • ‘How will you get there?’ It takes three months to a year to mature to another level. Assign process owners to help teams accomplish KPAs.
  • ‘How will you know?’ Establish metrics to help you track project performance and prove that you are on top of what is important to your stakeholders.

Leveraging P3M3

P3M3 is an enterprise-level certificate, unlike PRINCE2, so clients prefer it. OGC accreditation partner APM Group Ltd (APMG) grants certificates to organizations for their PMO maturity level. It awards for PRINCE2, project management, programme and project management, and portfolio, programme and project management.

To ease your HR team’s burden, APMG has linked people skills development to process maturity levels. Additionally, P3M3 helps you assess the influences of mergers and acquisitions, organizational changes, and training. You can also analyze the impact of technology implementation, changes in roles, duties, and goals, and adopting a governance approach.

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