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PMO Maturity Model

PMBOK Knowledge Areas Scope Management PMO Level 7 PMO Level 8 Project Organization Calibrated with Delivering Portfolios More Projects in FY Poor definition of Scope statement Functional Scope Executive buy-in Projects are Project teams are All strategic in-scope or out of developed by requirements are interdependencies and PM completing within using their delivery objectives of the scope items supply side project better defined/ in- between projects community buy-in scope most of the knowledge of organization are manager, often scope and out-of- are understood. exists for time. scope achieved in the with IT emphasis. scope items are combined scope interdependencies FY. Functional identified, causes of all projects. between projects requirements are of rework are to meet poor. documented. scoperequirement s. Project teams are in silos. Not aware of team member utilization. Project managers understand their projects position among all strategic projects. Project managers are using PMO for info source for delivery acceleration. Opportunities and/or delivery delay threats among strategic projects. Resource utilization rates known for planned, ETC and actual for 80% of resources. Strategic resource is identified. All important projects are being tracked. Projected scheduling delays are identified. Governance Some projects are Board is completing early. operational and responsible for project portfolio delivery results. Some projects are deactivated. Everyone understand his or her workload and how it relates to project priorites. Over 95% of projects are completing on time worst case. 10% of projects are completing early. PMO Level 1 PMO Defining Value PMO Level 2 PMO Organized PMO Level 3 Searching for Delivery Value PMO Level 4 Portfolio Management PMO Level 5 Community Buyin PMO Level 6 Project Teams Delivering on Schedule

Time Management

Resource Management

Resources are Resource portfolio sought s tasks established. begin. Projects start late and most finish late. Project and resource managers are constantly fighting over resources

Resource portfolio applied to plan project delivery dates. Resource labor is electronically entered by resource.

Projects are staggered according to availability of strategic resource(s). The entire customer community is educated about the strategic resource, and does their best not to waste it. Operations plans are published to the Governance Board from the PMO. Sponsors, teams, functional executives and other stakeholder have accurate information that they need.

Resource assignments are calibrated to project portfolio through resource portfolio. Resource needs are manageable without excessive peaks and valleys, across all disciplines. All project managers and teams have information in time to take preventative action on project threats, and to take advantage of acceleration opportunities

Team-based performance process has been implemented. All resources look for acceleration opportunities and threats.

Resource utilization rates are stable. Organization is delivering more projects without needing to add resources.

Communication Management

Standard reporting Periodic status process for project meetings; reports delivery status is as requested by not implemented. management.

Regular PM community status meetings to raise delivery visibility.

Project managers understand the status of other projects in the portfolio and how they relate to their project. Information is available to PMs online.

Resource Every stakeholder utilization rates understands and are improving and supports the in alignment with connections Project Portfolios. between Bad multitasking is organization visibly reduced. goals, projects, resources and assests. Suggestions for accelertaion and better project mix are available without solicitation. Portfolios are The combined integrated to allow project portfolio is changes in one balanced so that project or resource even seceral area to be disasters do not proactively affect meeting addressed when organization they impact other goals. projects or resources.

Risk Management

Risks are not considered outside of PM's informal thought process.

Top risks for major Top project projects have delivery been identified. acceleration opportunities and delivery threats are known.

Contingency plans are developed for delivery that can be mitigated.

Risk management Project teams are is normal part of risks seizing status reporting. opportunities. Risk mitigation is supported by Governance Board, sponsors and functional management.



PMO Maturity Model

PMBOK Knowledge Areas Quality Management PMO Level 1 PMO Defining Value PMO Level 7 Project Calibrated with Portfolios More Projects in FY PMO mentors are Project team Project managers Metrics are Quality issues Metrics, available to help members are know the impact of established that preventing on time procedures and PM's determine focused on their project on the support quality delivery are training are used customer needs. meeting customer end customer and goals. Boundaries documented and to accelerate needs that affect the market. between being addressed. delivery organization functional opportunities and goals. disciplines are torn decrease delivery down. threats. PMO Level 2 PMO Organized PMO Level 3 Searching for Delivery Value PMO Level 4 Portfolio Management PMO Level 5 Community Buyin PMO Level 6 Project Teams Delivering on Schedule PMO Level 8 Organization Delivering

Project teams do not understand their customers needs.

A process of ongoing improvement is in place, with statistical controls and identification of biggest leverage points for improved quality.

Cost Management

Costs not Portfolio budget estimated or identified for fiscal tracked. PM does year. not receive project reports.

Project financials (plan vs. actual) are tracked monthly. Total project portfolio cost is available.

Project managers understand how project acceleration and delay can impact the budget, and take responsibility for it.

Project vendors, team members and functional executives understand their impact on project financial objectives.

Project teams are collectively managing their project budget within 10% of budget plan.

The Governance Governance Board is taking a Board actively global view of all reallocates excess project portfolio project budget to costs. Governance other project work. Board is balancing the portfolio by investing more in marketing and in strategic assests.

Procurement Management

Vendors and Vendors/contracto contractors are not rs are managed to considered part of end dates only. the project team.

Project Integration

No standard project definition terminology, scheduling or methodology is used.

Contractors are reporting progress monthly. Earlier delivery is sought for critical path items. Projects managed Standards are on milestone applied in group reporting. meetings of project managers to seek delivery acceleration opportunities and threats.

Problem vendors/ contractors across projects are identified.

Vendors are Vendors/contracto intergrated into rs cannot be project planning differentiated from process and use organization staff. same procedures and methodology. Procedures Increased number Planning process Project selection is PM maturity is developed to of PMPs. A PMIS always balances a formal process, integrated with all manage changes, is being used scope, schedule, adhered to and other processes track performance throughout lifeand resources respected by all and is continually against planned, cycle. without functional leaders. reviewed for report on all overloading the Governance improvement. projects in the system. Board demands portfolio. and suppports project management methodology from all functional areas.

Vendors/contracto rs have incentives to seek delivery acceleration on critical items.

Sub contractors manage projects using same system as company.