Pennypacker: PM Solutions' Project Portfolio Management Maturity Model

WHITE PAPER: EVOLVING THE MATURITY LEVEL OF YOUR PROJECT MANAGEMENT OFFICE (PMO) - SERIES 2 OF 4
Evolving the Maturity
Level of Your Project
Management Office (PMO)
SEPTEMBER 2007
Chris Craig-JonesCA CLARITYT PPMTable of Contents
Executive Summary
SECTION 1 2Evolving the Maturity Level of Your PMO Benchmarking Your MaturityLevels of Maturity from "Active" Through"Business-Driven"Approaches to Maturity ImprovementsWhere to Begin
SECTION 2 5How to Move from One Level of Maturity to theNext Through Multiple Releases Evolving Your Level of Maturity
SECTION 3 7Tips for a Maturing PMOEnsuring Success
SECTION 4 8Conclusion
SECTION 5 8Recommended Reference Material
SECTION 6 8About the Author
ABOUT CA Back Cover
Copyright © 2007 CA. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. This document is for your informational purposes only. To the extent permittedby applicable law, CA provides this document "As Is" without warranty of any kind, including, without limitation, any implied warranties of merchantability or fitness for a particular purpose, or noninfringement. In no event will CA beliable for any loss or damage, direct or indirect, from the use of this document including, without limitation, lost profits, business interruption, goodwill or lost data, even if CA is expressly advised of such damages.Executive Summary
Challenge
In the pursuit of improving IT project delivery, many companies tend to focus primarilyon the process but might overlook a crucial step: benchmarking effectiveness. This stepis often overlooked due to the pressures of addressing immediate issues and pain pointswhich results in a baseline that is not established to measure improvements at regularintervals. When measuring and improving the PMO, both the PPM delivery and individualoffice support processes and environment must be addressed to resolve these challenges.
Opportunity
This white paper, the second in a four-part series from CA, discusses tips and techniquesfor setting up effective, iterative benchmarking and project rollout. The focus is onutilizing industry standard PPM/PMO frameworks to benchmark, analyze, and evolveyour organization's levels of PMO maturity. Recommendations on ensuring the successof the process improvement project will also be addressed.
Benefits
Many organizations are thinking about improving the management of projects, programsand portfolios, but have not yet recognized the potential of raising PPM maturity of theirdelivery and support processes. However, this benchmarking-centric approach acts as agreat "insurance policy" for protecting the value of your investment and improvingproject delivery. The clearer the scope, release approach and ROI for all involved, thegreater the adoption, buy-in and impact.
WHITE PAPER: EVOLVING THE MATURITY LEVEL OF YOUR PROJECT MANAGEMENT OFFICE (PMO) - SERIES 2 OF 4 1SECTION 1
Evolving the Maturity Level of Your PMOBenchmarking Your MaturityA Project Management Office (PMO) consists of Project and Portfolio Management (PPM)processes undertaken in the delivery of projects, programs and portfolios, and supportprocesses carried out by individual management offices. For example, the process definitionsand framework, along with PMO support, enable:. Project Managers to deliver projects within scope, time and budget . Program Managers to manage groups of projects and services, provide an optimal mix inthe use of resources, and achieve economy of scale . Portfolio Managers to align portfolios of projects and services with business goals and also,manage the organization's exposure to risk
When measuring and improving the PMO, both the PPM delivery and individual office supportprocesses and environment must be addressed.
Benchmarking brings additional value towards implementing and internally advocating forimproved project, program and portfolio delivery. A good way to frame the idea of improvingdelivery is to think of it in terms of "maturity."
An industry standard PPM/PMO framework, as defined by the Project Management Institute(PMI), has three levels of work - project, program and portfolio. These are broken down into12 process groups, such as project initiation and project planning. The process groups consistof 92 processes, which relat... [download for more]