Are you stuck in a project management process crunch and try to find out how to get out from there? At the same time, are you trying to identify why your software quality stagnates or even degrades? CMMI® has started to play a key role in software development organizations worldwide. In order to compete with increasing software quality demands, many organizations claim or aim to move from their current CMM. For example, the software industry primarily uses the Capability Maturity Model Integration (CMMI ®). This model was developed by the Software Engineering Institute at Carnegie Mellon University. Project Management; Capability Maturity Model; Capability Maturity Model Integration; 23 pages. CMMI-DEV1.3Mod 11. Telkom Institute of Technology. UNIVERSITY 12345. The Capability Maturity Model Integration (CMMI) defines a Process Area as, 'A cluster of related practices in an area that, when implemented collectively, satisfies a set of goals considered important for making improvement in that area.' A critical distinction between maturity levels 3 and 4 is the predictability of process performance. At maturity level 4, the performance of projects and selected subprocesses is controlled using statistical and other quantitative techniques, and predictions are based, in part, on a statistical analysis of fine-grained process data.

PMO maturity models are indispensable tools for understanding how well-developed a given PMO is, and how tightly integrated it is within its organization's culture and general management structures. They’re useful for determining how far a PMO has come in its development and it helps define a roadmap for continuous improvement.

Several models have been proposed over the years, designed to measure various features of a PMO’s development. Taken as a whole, these models can grant us insight into how evolved a PMO is and allow firm measurement criteria for assessing this development. Specifically, this article focuses on Gerard M. Hill’s PMO Competency Model, and most of the insights are derived from this work.

What is a PMO?

Cmmi Maturity Model Pmo 2020

PMOs, or Project Management Offices, have been gaining popularity over the last decade or two and have, for many companies become an indispensable part of their project management strategy. A PMO is a group of people, either inside an organization or hired externally that is tasked with developing, implementing and maintaining project management processes specific to the needs of the organization’s project structures.

PMOs are structured similarly to other process offices within an organization, like an HR office. Just as the Human Resources Office exists to formulate, implement, and police a company’s HR policies, the Project Management Office does the same for project management policies. A PMO acts as a central authority on all project management issues and helps contextualize individual projects in the larger picture of the entire company’s project-related activities.

How PMO Maturity Models Help Us Assess Development

A convenient way to distill this large body of research into an actionable, understandable guide is to divide PMO maturity into several discrete stages. Hill calls this the Competency Continuum. Comparing a given PMO against the stages below should give the reader a general idea of where

Stage One: Project Office (Infancy)

The project office is the smallest size a PMO can sustain and is often formed to support a single project manager. As such multiple project offices can exist in a single organization. The existence of a project office means management has given its authorization to begin implementing policies, but may still be dubious about their utility. And these processes are just beginning to be defined.

Because more than one project office may exist, there likely isn’t yet consistency in process implementation. There are some preliminary structures in place but they aren’t refined, provide only general guidance, and aren’t necessarily standardized. The project office is, in many ways, a nascent step toward policy unification. It’s an understanding of what is necessary and commitment to begin the process.

Stage Two: Basic PMO (Childhood)

A basic PMO has successfully unified the organization's disparate project offices and, for the first time, resembles a proper PMO. The office staff is generally small at this point, often involving one Program Manager and a small support staff, diligently working to standardize project management practices across all of the company's project teams.

A rigorous project management methodology, with common tools and repeatable processes, is beginning to take shape, though the use of this toolset may only be applied on projects of a scale large enough to support the extra weight. The PMO is beginning to involve itself in estimating, planning and scheduling. Its reporting capabilities, while crude, are beginning to be utilized by the office to monitor project performance.

At this stage, a PMO is functioning as a PMO is intended to, but has yet to extend its influence outside of its own sphere.

Stage Three: Standard PMO (Adulthood)

The PMO’s influence has grown, and outside business units may now be utilizing the PMO as a resource for business operations project management, on top of its normal project manager facilitation duties. As such it serves to translate project management best practices to the general business environment. It’s also beginning to offer guidance on general resource allocation, following its own established processes.

There is a level of sophistication to the PMO’s reporting, and its estimating, planning, and scheduling practices are now based on industry best practices and historical data.

Stage Four: Advanced PMO (Tribal Leader)

The advanced PMO is now equally concerned with project management processes and general business processes and seeks to standardize methodologies between them. The organization recognizes the efficiencies the PMO has achieved in project management and is interested in rolling these out across the organization. In this way, all business operations are viewed as projects.

The cross-pollination between project and business processes flows the other direction as well. Now, much of the PMO’s reporting and performance tracking is gauged against business results as much at it is against project results, and the criteria for project success have evolved to be far more holistic.

At this point in its evolution, the PMO generally has its own budget and is treated as a separate business unit. Management now mandates departmental compliance with PMO processes, which are now tightly integrated with corporate processes.

Stage Five: Center of Excellence (Respected Elder)

The PMO is now a fully separate business unit responsible for project and business project operations across the entire enterprise. It’s generally overseen by a C-suite level executive with direct access to the CEO. It now maintains a project management environment across business units, customers, vendors, and partners and aims to create project awareness for all relevant stakeholders.

The PMO is deeply involved in process research and frequently conducts studies across departments, relying heavily on historical data and its own deep collection of relevant project data. The results of these studies have implications for the entire organization.

Management now places a heavy emphasis on continued PMO and project performance improvement as the PMO’s interests, and the interests of the entire enterprise are fully aligned.

PMO Maturity is an Evolving Model

As PMOs continue to mature and modernize, the maturity models that describe them will need to evolve as well. But for the moment, the model described above satisfies the most salient features of the modern PMO.

Sources

https://www.pmi.org/learning/library/maturity-cube-self-assessing-performance-6437

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