Project Manager Maturity – The Role of the PMO
The role of the PMO is multifaceted and is different for every organization. One of the biggest jobs, if not the biggest, is to improve the maturity level of the Project Managers within the Organization. Maturity is a sign of individual and organizational improvement and is a differentiator between individual Project Managers and their career advancement within the organization. Project Manager Maturity allows the PMO to provide a measure of each Project Manager to help decide which Project Manager is qualified to handle the size, scope and budget of the next project. It can also be used to differentiate Project Managers into classifications within the organization, i.e., Associate Project Manager, Project Manager, Sr. Project Manager and Program Manager. It is the job of the PMO to establish guidelines and assess each Project Manager. Further, the PMO must provide goals for each Project Manager to attain in order to move up in the organization or to manage larger and more complex projects. PMI has established a Maturity Model which helps the PMO by defining, at a high level, an outline of organizational maturity. It can and should be used as a building block for beginning this effort. Customizing this outline and making it work in the unique environment and culture is the hard part. Never be afraid to implement something and then make incremental improvements to make it work in your organization. It is definitely worth the effort to define the guidelines, establish the measurement tools, write the company procedures or PMO Manual and roll it out. Give it some time to percolate through the organization and then determine if a slight modification is needed to tune it and improve the process.