Assess the Capability Maturity of Your Organization
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PMOMaturityAssessment.xlsxIntructions
| Reference: | The Complete Project Management Office Handbook, 3rd Edition, Gerard M. Hill, ISBN: 978-1-4664-6631-6 |
| Background: Please refer to Appendix B of the text book for more detail information. The completion of this assessment will assist in rating the maturity of an organization. This assessment however is not model specific. If interested in assessing an organization under a specific model, the maturity model should be used (i.e. OPM3 or CMMI). Organization: "The examination of an "organization" usually encompasses the entire organization, but it could also apply to the examinations of major divisions or departments within a larger business enterprise. In contrast, the specification of "realm of PMO Operations" for the range of examination is usually applied when PMO operations are more limited or localized within the larger organization, perhaps serving the interest of a small business unit or technical work center. The use of the questionnaires that follow relies on the application of individual or team performing this examination should have awareness of PMO functionality that has been introduced into the organization and be able to make a reasonable determination regarding the effectiveness of that functionality within the organization or within the designated realm of PMO operations. Rate individual functionality: For each questionnaire, a series of statements pertaining to PMO functionality are provided for examination. If the PMO does not have that functionality, then a rating of "zero" is given. The following can be used to guide that determination. * Level 1 effectiveness: Functionality has been introduced, but it has not been fully implemented within the range of examination, or it is not producing effective results. * Level 2 effectiveness: Functionality has been introduced and implemented but appears only minimally effective for the purpose it is intended to serve. * Level 3 effectiveness: Functionality has been introduced and implemented and appears to be reasonably effective for the purpose it is intended to serve. * Level 4 effectiveness: Functionality has been introduced and implemented and appears to be very effective for the purpose it is intended to serve, including support of many business needs and interests within the range of examination. * Level 5 effectiveness: Functionality has been introduced and implemented and appears to be highly effective for the purpose it is intended to serve, including support of strategic business needs and interests within the range of examination. | |
| The individual stages ratings will be added. This will result in a "Total score for that stage." The maturity indicator rating will then be calculated by dividing the total score for the stage by 20. The interpreation of each overall rating is a general indication of stage maturity, as follows. * 1 - Little or no maturity: The PMO has little or no functionality at the given stage or in the overall aggregate of all stages examined. * 2 - Low maturity: The PMO has implemented some functionality at the given stage or in the overall aggfregate of all stages examined. * 3 - Moderate maturity: The PMO has implemented adequate functionality at the given stage or in the overall aggregate of all stages examined. * 4 - High maturity: The PMO has implemented advanced functionality at the given stage or in the overall aggregate of all stages examined. *5 - Full maturity: The PMO has implemented complete or near-complete functionality at the given stage or in the overall aggregate of all stages examined. |
Stage 1
| Stage 1 PMO Questionnaire: The Project Office Range of Examination | |
| Organization: Fill in organization | |
| Realm of PMO Operations: Fill in realm of PMO Operations | |
| Make sure you read the instructions. Rate 0-5 (Low to High) each of the questions. | |
| Functionalities: | Score |
| 1.1 The PMO applies essential practices for project performance and oversight. It emphasizes processes that manage cost, schedule , and resource utilization and employs standard life-cycle processes when available. | |
| 1.2 The PMO applies available project management tools in a consistent manner to achieve effective project oversight. | |
| 1.3 The PMO applies prescribed and approved standards and metrics to project management activities; project management standards(e.g. A Guide to the Project Management Body of Knowledge {PMBOK}, PRINCE2, etc.) are identified, and metrics for oversight of cost, schedule, and resource utilization are used. | |
| 1.4 The PMO uses established project knowledge management processes and tools to prepare and manage project plans, project reports, and project documentation and to collaborate on project team performance. | |
| 1.5 The PMO conducts project management using authority conveyed by a project charter. | |
| 1.6 The PMO participates in project management assessments, when requested, and evaluates team member competency for each project. | |
| 1.7 The PMO manages project team members using the preferred project team structure. | |
| 1.8 The PMO identifies requirements and manages assigned facilities and equipment needed to accomplish the project effort. | |
| 1.9 The PMO identifies project resource needs, coordinates project resource acquisition and assignment, and manages project resource performance. | |
| 1.10 The PMO facilitates project team member participation in optional and required training, to include any technical training needed for each project and professional development training available within the organization. | |
| 1.11 The PMO assists in preparation and review of project team member career advancement plans and activities. | |
| 1.12 The PMO manages individual integration into project teams and general participation in team development efforts. | |
| 1.13 The PMO requests and uses available project management mentors to assist the project manager and project team in their achievement of project objectives. | |
| 1.14 The PMO conducts project planning using effective, established processes that are repeatable across projects. | |
| 1.15 The PMO facilitates project audits and reviews prescribed for each project. | |
| 1.16 The PMO monitors project performance indicators to detect potential for major problems. | |
| 1.17 The PMO provides project progress reports to a higher-level PMO or other oversight authority for consolidation and evaluation relative to general business interests or the portfolio of projects. | |
| 1.18 The PMO applies customer relationship process guidance relative to achieving customer involvement and customer satisfaction at the level of the end user. | |
| 1.19. The PMO manages vendor/contractor project participation. It performs contract administration, conducts work performance oversight and evaluation, and performs contract closeout. | |
| 1.20. The PMO applies established business practices to conduct project management as a means to reduce or eliminate redundant work efforts. | |
| Total Score for Stage 1: | 0 |
| Maturity indicator rating at Stage 1 (total score for stage 1 divided by 20) | |
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