PMO Maturity Model PMO Level 1 PMO Level 2 PMO Level 3 PMO Level 4 PMO Level 5 PMO Level 6 PMO Level 7 PMO Level 8 PMBOK PMO Defining PMO Organized Searching for Portfolio Community Buy-in Project Teams Project Calibrated Organization Knowledge Areas Value Delivery Value Management Delivering on with Portfolios Delivering Schedule More Projects in FY Scope Poor definition of in- Scope statement Functional Scope Executive buy-in and Projects are Project teams are All strategic Management scope or out of developed by supply requirements are interdependencies PM community buy- completing within using their delivery objectives of the scope items side project better defined/ in- between projects are in exists for scope most of the knowledge of scope organization are manager, often with scope and out-of- understood. combined scope of time. interdependencies achieved in the FY. IT emphasis. scope items are all projects. between projects to Functional identified, causes of meet requirements are rework are scoperequirements. poor. documented. Time Management Project teams are in Project managers Project managers All important projects Governance Board Some projects are Everyone Over 95% of projects silos. Not aware of understand their are using PMO for are being tracked. is operational and completing early. understand his or are completing on team member projects position info source for Projected scheduling responsible for her workload and time worst case. utilization. among all strategic delivery delays are identified. project portfolio how it relates to 10% of projects are projects. acceleration. delivery results. project priorites. completing early. Opportunities and/or Some projects are delivery delay deactivated. threats among strategic projects. Resource Resources are Resource portfolio Resource utilization Resource portfolio Projects are Resource Team-based Resource utilization Management sought s tasks established. rates known for applied to plan staggered according assignments are performance rates are stable. begin. Projects start planned, ETC and project delivery to availability of calibrated to project process has been Organization is late and most finish actual for 80% of dates. Resource strategic portfolio through implemented. All delivering more late. Project and resources. Strategic labor is resource(s). The resource portfolio. resources look for projects without resource managers resource is electronically entire customer Resource needs are acceleration needing to add are constantly identified. entered by resource. community is manageable without opportunities and resources. fighting over educated about the excessive peaks and threats. resources strategic resource, valleys, across all and does their best disciplines. not to waste it. Communication Standard reporting Periodic status Regular PM Project managers Operations plans are All project managers Resource utilization Every stakeholder Management process for project meetings; reports as community status understand the published to the and teams have rates are improving understands and delivery status is not requested by meetings to raise status of other Governance Board information in time to and in alignment supports the implemented. management. delivery visibility. projects in the from the PMO. take preventative with Project connections portfolio and how Sponsors, teams, action on project Portfolios. Bad between they relate to their functional executives threats, and to take multitasking is organization goals, project. Information and other advantage of visibly reduced. projects, resources is available to PMs stakeholder have acceleration and assests. online. accurate information opportunities Suggestions for that they need. accelertaion and better project mix are available without solicitation. Risk Management Risks are not Top risks for major Top project delivery Contingency plans Risk management is Project teams are Portfolios are The combined considered outside projects have been acceleration are developed for normal part of status risks seizing integrated to allow project portfolio is of PM's informal identified. opportunities and delivery that can be reporting. Risk opportunities. changes in one balanced so that thought process. delivery threats are mitigated. mitigation is project or resource even seceral known. supported by area to be disasters do not Governance Board, proactively affect meeting sponsors and addressed when organization goals. functional they impact other management. projects or resources. 1 62537be6-5353-4acf-bebe-bae269f293c1.xls PMO Maturity Model PMO Level 1 PMO Level 2 PMO Level 3 PMO Level 4 PMO Level 5 PMO Level 6 PMO Level 7 PMO Level 8 PMBOK PMO Defining PMO Organized Searching for Portfolio Community Buy-in Project Teams Project Calibrated Organization Knowledge Areas Value Delivery Value Management Delivering on with Portfolios Delivering Schedule More Projects in FY Quality Project teams do not PMO mentors are Project team Project managers Metrics are Quality issues Metrics, procedures A process of Management understand their available to help members are know the impact of established that preventing on time and training are ongoing customers needs. PM's determine focused on meeting their project on the support quality delivery are used to accelerate improvement is in customer needs. customer needs that end customer and goals. Boundaries documented and delivery place, with statistical affect organization the market. between functional being addressed. opportunities and controls and goals. disciplines are torn decrease delivery identification of down. threats. biggest leverage points for improved quality. Cost Management Costs not estimated Portfolio budget Project financials Project managers Project vendors, Project teams are The Governance Governance Board or tracked. PM does identified for fiscal (plan vs. actual) are understand how team members and collectively Board is taking a actively reallocates not receive project year. tracked monthly. project acceleration functional executives managing their global view of all excess project reports. Total project and delay can understand their project budget within project portfolio budget to other portfolio cost is impact the budget, impact on project 10% of budget plan. costs. Governance project work. available. and take financial objectives. Board is balancing responsibility for it. the portfolio by investing more in marketing and in strategic assests. Procurement Vendors and Vendors/contractors Contractors are Problem vendors/ Vendors/contractors Sub contractors Vendors are Vendors/contractors Management contractors are not are managed to end reporting progress contractors across have incentives to manage projects intergrated into cannot be considered part of dates only. monthly. Earlier projects are seek delivery using same system project planning differentiated from the project team. delivery is sought for identified. acceleration on as company. process and use organization staff. critical path items. critical items. same procedures and methodology. Project Integration No standard project Projects managed Standards are Procedures Increased number of Planning process Project selection is a PM maturity is definition on milestone applied in group developed to PMPs. A PMIS is always balances formal process, integrated with all terminology, reporting. meetings of project manage changes, being used scope, schedule, adhered to and other processes and scheduling or managers to seek track performance throughout life-cycle. and resources respected by all is continually methodology is delivery acceleration against planned, without overloading functional leaders. reviewed for used. opportunities and report on all projects the system. Governance Board improvement. threats. in the portfolio. demands and suppports project management methodology from all functional areas. 2 62537be6-5353-4acf-bebe-bae269f293c1.xls
"Projects Portfolio Management"