The Project Management Office (PMO) is an organisational unit within Information Technology Services (ITS). ITS PMO was formed in 2015 to serve the Project Management needs of ITS. This PMO was charged by the CIO to start the Portfolio-wide implementation of Project Management best practices while charting a scope and a path forward for the longer term. In its current state, aspects depicted on the graphic below have emerged as scope for the PMO. We expect the PMO to grow in size, influence and effectiveness as new Projects and Programs are launched. It is important to note that the PMO exists in a highly matrix environment, with some staff directly embedded in the PMO, while other staff are connected via a distributed Project Management practice.

Current State of Maturity

Based on Gartner Maturity Model

Gartner Maturity Model Table

Maturity Assessment Model, 2016 Focus Areas

  Level 1: ReactiveLevel 2: Emerging DisciplineLevel 3: OrganizedLevel 4: Mature
PeopleUnitPriorities are staffed, others “as available”, assignments change oftenResources are planned for major projects within each unit, operational impacts are recognized but not fully planned
2016
Resources are planned for all projects, operational impacts are expected and well planned Resources are planned for multi-year projects and programs
Cross-UnitDependencies are resolved as they come upDependencies are planned and managed at Project level
2016
Dependencies are planned and managed at Program levelDependencies are planned and managed at Portfolio level
PMLocal PM not available or assigned as neededPMs assigned for select few Strategic Projects and Programs
PMs assigned for major Strategic and Tactical Projects and Programs
2016
Pool and network of PMs exist
ManagersManagers supervise groups and projects, spend a lot of time doing hands-on-work
Managers share and learn PM best practices, manage and lead more than before, expose status reports periodicallyManagers are trained in PM best practices, apply practices to projects where formal PMs are not assigned
2016
Managers spend more time managing, leading, communicating than doing hands-on-work
CommunicationUnitWord-of-mouth communication, communication in team meetings are directive with decisions made ahead of timeRegular team meetings with periodic updates about big picture, feedback requested, open-door policy
2016
Approaches are implemented to brainstorm together, collect and encourage feedback, act on feedback, demonstrate how feedback was usedCulture of open-ness, feedback and collaborative communication up and down the org hierarchy
Cross-UnitLast minute communication, 1:1 communication, culture of “I’ll tell you once I am ready or done”Frequent and pro-active heads-up communicationsMultiple formal and informal approaches utilized which demonstrate a pattern of transparency
2016
Uses consistent tools and channels whereby information is easily available, proactively shared, subscribed to
ExternalChanges are not communicated often enough in a timely manner to stakeholders and/or end usersUpcoming changes are communicated, feedback is sought
2016
Formal plan and process of communication exists, cycle of feedback in place
Standardized and consistent set of best practices, tools and channels of communication
Priorities & ProcessUnit
  • Priorities change frequently, limited communication
  • Absence of well defined processes OR processes are centered around management of critical projects only
  • Operational processes are adhoc with minimal traceability and reporting

  • Major priorities are established and communicated within each unit, don’t change very often
  • Processes are in place for most/all projects
  • Operational processes in place with supporting tool(s), intake points well advertised

2016
  • Priorities are carefully formulated in consultation with key stakeholders, well published, changes are managed
  • Operational process metrics are reported periodically

  • Priorities are aligned with Portfolio Strategy
  • Operational metrics are used to identify areas of improvement, ongoing tuning

Portfolio
  • Priorities are coordinated on a 1:1 basis
  • Multiple operational processes for major areas exist but are not coordinated or reported on

  • Priorities for each unit are communicated often enough across units, feedback is sought
  • Major operational processes exist with well known entry points & documented Service Levels

2016
  • Project intake and prioritization process in place.
    Portfolio-wide priorities are set by CIO
  • Operational metrics reported in a consistent manner


  • IT Strategy exists aligns with Institutional Strategy
  • Incoming projects prioritized to align with Strategy
  • Operational metrics drive improvements


ToolsUnit
  • Use of basic PM tools like email, spreadsheets, static webpages

  • Limited adoption of collaboration tools, team workspaces and planning tools

  • Adoption of wikis, collaboration tools and various PM tools for major projects

2016
  • Widespread adoption of tools, training easily available

Portfolio
  • Limited coordination and sharing of tools across Portfolio

  • Availability of Portfolio wide toolkit for adoption by teams

2016
  • Most projects and operational areas use Portfolio recommended tools

  • Portfolio-wide dashboards are available
  • Training offerings