Does organizational maturity in project management and PMO maturity represent similar concepts? What is the level of maturity of your PMO and how will it evolve?
PMO MATURITY CUBE – the sixth step of the PMO VALUE RING – supports the PMO maturity assessment, identifying the degree of sophistication in the execution of each function offered, and establishing a structured method of evolution through action plans.
Organizational maturity models in project management propose that the existence of a PMO by itself is evidence that the organization has a certain level of maturity, disregarding that different PMOs have different levels of evolution. Two different PMOs can offer the same function, but each one with its respective level of sophistication and, consequently, generating value for organizations of different forms and intensity.
Being mature has no relation to what the PMO does, but rather to the way it does, and its ability to generate the benefits expected by its stakeholders. Considering that the PMO generates value through the functions it offers its clients, the maturity of a PMO can be summarized by the degree of sophistication with which it provides each of the functions offered.
In other words, there are different ways of providing a particular service: from the most trivial and simple way, which adds low value to the organization, to a more sophisticated and well-made way, which brings more noticeable results and greater value to stakeholders and the organization. The PMO must plan clearly how its evolution will take place, which will contribute to the generation of value. The better the PMO provides its functions, the greater the value generated.