This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.

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How to Assess
the Maturity of your PMO
1-3 May 2017
Americo Pinto
Chairman
PMO Global Alliance

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 20 years of experience in PM and PMOs
as a Consultant, Practitioner, Professor,
Researcher, Speaker and Author.
 Doctoral Candidate at Rennes School of
Business in France.
 Studying and benchmarking more than 300
PMOs in the last 6 years.
 Leading a worldwide community of PMO
professionals with +5.000 members.
 2011 PMI Distinguished Contribution Award
recipient.
About Me

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IN THIS SESSION YOU WILL:
• Understand the difference between Organizational
Project Management Maturity (OPMM) and PMO
Maturity.
• Understand how to assess the maturity of your PMO,
using a practical and free research-based tool.
Learning Objectives

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• Where does this model come from?
• A New Mindset for PMOs
• Essential Concepts about PMO Maturity
• Maturity Drivers
• Maturity Levels
• The Maturity Assessment Model
• The Maturity Analysis
• Action Plans
Agenda

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• This model is part of an open methodology named
PMO VALUE RING.
• It is a result of a 6-year international research project.
• It was jointly developed with more than 100
experienced PMO leaders.
• It adapts to different circumstances.
• It provides recommendations based on the experience
of the worldwide community of PMO professionals.
Where does this Model come from?

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• The “Stakeholders-Driven PMO” concept.
• The only thing that really matters is to be recognized by
the PMO stakeholders.
• You must be sure you are delivering what is really
expected by them.
• You should speak the same language of them: benefits
A New Mindset for PMOs

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PMO A PMO B
DIFFERENT EXPECTATIONS
DIFFERENT FUNCTIONS
DIFFERENT RESULTS
DIFFERENT PMOs
PMO VALUE RING MINDSET

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PMO Potential Benefits
Source: The PMO VALUE RING Methodolgy, available at www.pmovaluering.com

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Source: Adapted from Hobbs, B. & Aubry, M. (2010). PMO - A Quest for
Understanding. Philadelphia, PA: Project Management Institute
PMO Potential Functions

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“The PMO should evolve its maturity
from the operational to the strategic level.”
IS IT TRUE?

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• If you are sure about your PMO is aligned with the
PMO stakeholders’ expectations, now we are ready to
talk about PMO Maturity.
• Remember: “Organizational Project Management
Maturity” and “PMO Maturity” are different concepts.
• Being strategic or operational is not a sign of maturity,
but a consequence of the stakeholders’ needs.
PMO Maturity Essentials

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• The mature PMO performs its functions in a high level of
sophistication. No matter if these functions are strategic
or operational.
• The greater the function maturity, the greater the value
generated.
PMO Maturity Essentials

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• Maturity drivers are intended to clearly demonstrate
which factors determine the evolution of the maturity of
each PMO function.
• These factors directly influence the generation of
perceived value.
• The PMO functions will have different drivers that will act
as a trigger to identify that the PMO has evolved from a
lower to a higher maturity level.
PMO Maturity Drivers

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Function: Provide Project Management Methodology
• Standardization
• Alignment with best practices
• Completeness
• Adoption Rate
• Correctness
• Resistance
• Appropriate Training
PMO Maturity Drivers

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• The evolution of the maturity levels is based on maturity
drivers.
• Every PMO function has four maturity levels.
• The maturity levels demonstrate an evolution in the
sophistication with which each function is performed by
the PMO.
PMO Maturity Drivers

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Function: Provide Project Management Methodology
LEVEL 1
• The PMO provides a basic methodology, partially standardized,
and not fully aligned with the international project management
best practices.
• It does not cover all knowledge areas needed by the organization.
• The methodology is used only in a few projects under the PMO
mandate.
• There is a large resistance to its use. The users were not properly
trained by the PMO to use it.
PMO Maturity Levels

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Function: Provide Project Management Methodology
LEVEL 2
• The PMO provides a standardized methodology, aligned to the
needs of the organization and to best international practices of
project management.
• It does not yet cover all knowledge areas needed by the
organization.
• The methodology is used in most projects under the PMO
mandate, being mandatory for some specific projects, when
indicated by the upper management.
• There is also significant resistance to its use. Some users have
been trained by the PMO to use it.
PMO Maturity Levels (cont.)

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Function: Provide Project Management Methodology
LEVEL 3
• The PMO offers a standardized methodology, aligned to the needs
of the organization and to the best international practices of
project management.
• It covers all knowledge areas required by the organization.
• The methodology is used in most projects under the PMO
mandate, being mandatory in specific projects, when indicated by
the upper management.
• The resistance to its use is low. Most users have been trained by
PMO to use it.
PMO Maturity Levels (cont.)

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Function: Provide Project Management Methodology
LEVEL 4
• The PMO offers a standardized methodology, aligned to the needs
of the organization and to the best international practices of
project management.
• It covers all knowledge areas required by the organization, and is
fully adapted to the different types of organization's projects.
• The methodology is used in all projects under the PMO mandate.
• The resistance to its use is insignificant.
• All users have been trained by PMO to use it. The methodology is
subject to a regular process of improvement.
PMO Maturity Levels (cont.)

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The PMO Maturity Assessment
• This model provides a questionnaire and a free tool to
assess the maturity of a PMO.
• Based on its results you may develop action plans in
order to improve the PMO maturity.
• Available at www.pmovaluering.com

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CURRENT LEVEL
X
TARGET LEVEL
MATURITY
GAP
The Maturity Gap

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The Maturity Assessment

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CREATING A NEW PMO MATURITY ASSESSMENT
The Maturity Assessment (cont.)

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Understanding the Results

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REAL CASE A
Retail Company
Based in North America
Entreprise PMO
11 Years
Stakeholders’ Expectation
Adherence: 48%
Current PMO Maturity:
Strategic: 87%
Tactical: 90%
Operational: 76%
REAL CASE B
Insurance Company
Based in Latin America
Departmental PMO (IT)
7 Years
Stakeholders’ Expectation
Adherence: 87%
Current PMO Maturity:
Strategic: 65%
Tactical: 70%
Operational: 82%
Analyzing the PMO Maturity

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MONTHS
0 3 6 12+
PROCESSES
PEOPLE
TECHNOLOGY
Developing Action Plans

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• There is no right and wrong in PMOs. There is only what
your PMO must do to have its value perceived.
• Keep your PMO aligned with your stakeholders’
expectations.
• Being strategic doesn’t mean your PMO is mature.
• The better the PMO functions are performed, the greater
the chances of generating perceived value for the
stakeholders.
What you must never forget if you
want to succeed

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Americo Pinto
americopinto@pmoga.com
www.pmoga.com
www.pmovaluering.com
Americo Pinto Americo Pinto
Americo Pinto @americopinto Americo Pinto
Thank You