PMO Maturity Dimension #3 - People

When we talk about the People dimension of PMO maturity we are specifically referencing the project managers in your organization.  In our case we focus on the project managers because they are the common thread across almost all PMOs.  You might also have Project Coordinators, Business Analysts, some version of Product Managers, or any other role that makes sense for your business, however, we are not going to get into maturity as it relates to these roles. 

It’s easy to think that “People” is the most important of the dimensions, that is not necessarily true.  The greatest PM in the world will be hamstrung by a lack of organizational support, tools and process, while a brand-new PM can thrive right out of the gate if they have a well-supported organization to rely on. 

Unlike the Organization and Leadership dimensions, you can spend your way to immediate People maturity.  Hiring experienced PMs and ensuring you have budget allocated for ongoing education can move you to Level 4, right out of the gate.  Most organizations want to grow their people, along with other dimensions, so our focus will be on a methodical approach to move from level to level. 

Here is the overview of the Maturity Model People dimension:

People Maturity Dimension

Level 1: Ad Hoc Project Management Organization 

• Limited project management training or experience. 

• Heavy reliance on individual heroics for project success. 

• Project Managers may work in a hybrid role. 

• Project Managers lack influence and authority. 

Level 1 is the absolute starting point; you may not have even hired your first project manager at this point.   You may be starting your PMO from scratch as a strategic initiative, or the PMO may be evolving naturally from your organization's needs. 

Level 1 organizations survive based on individual capabilities and effort.  The teams do not have much, if any, formal experience or training. 

Moving from Level 1 to Level 2:  Hire or promote your first official project manager.  Once you hit the stage of having your first “official” project manager, you will move up to Level 2. 

Level 2: Basic Project Management Organization 

• Some team members might have received formal project management training. 

• Recognition of the need for dedicated project management roles. 

At Level 2 your PMO has its first identified project manager or project managers.  Depending on how far you have progressed into the other maturity dimensions you may have some basic processes or tools in place for them to use. 

Moving from Level 2 to Level 3:  The People dimension is all about how focused you are on training and mentoring.  In our experience the vast majority of PMOs live between Level 2 and Level 3.  The focus on education and mentoring are the keys to moving your People maturity forward. 

Level 3: Standardized Project Management Organization 

• Regular training and development in project management. 

• Recruitment of experienced project managers. 

• Project Manager authority and expertise recognized. 

At Level 3 you have experienced project managers and some support for ongoing education for your PMs.  Your organization respects your project management team and the value they bring. 

Many organizations stop here and are perfectly functional.  Strong Organization, Leadership, and Process Maturity and an experienced team of project managers is a recipe for an effective PMO.  With minimal time and budget investment you can take your team further. 

Transitioning from Level 3 to Level 4:  Moving to the next level involves an investment in education and building a structure for your Project Managers to take advantage of that.  Allocating a budget for workshops, conferences, and training, along with making sure that your team members have the time to take advantage of these opportunities is key.  This provides your team with an opportunity to grow and bring their knowledge back to your PMO. 

Level 4: Enterprise Project Management Organization 

• Continuous training and development opportunities. 

• Certification in project management is encouraged or required. 

At Level 4 you have a team of experienced project managers that have the time and opportunity to grow.  Without these opportunities your team stagnates – what you are doing today will be what you end up doing forever.  Encourage your team to pursue certifications.  Whether it’s a PMP, PRINCE2, SAFe, or more advanced portfolio certifications, this process will bring more opportunities to improve your team. 

Moving from Level 4 to Level 5:  This level is tightly correlated with Leadership Level 3.  To achieve Level 5 your PMO leadership need to create an environment that focuses on mentoring and creating good team feedback loops. 

Level 5: Project Management Organization Center of Excellence 

• Emphasis on nurturing in-house project management expertise. 

• Regular feedback loops and development paths for project management staff. 

A Level 5 organization goes past merely creating opportunities to learn.  PMO leadership is actively engaged in mentoring their staff, driving new learning opportunities, and engaging their team members for feedback on process creation, best practices, and learning plans. 

Closing 

Other than Tools, the People dimension is the most straightforward path to improving maturity.  You can hire or educate your way to Level 3, allocate education and certification budget to achieve Level 4, and make some simple culture adjustments to hit Level 5. 

That said, we do recommend creating a mentoring process well before you hit Level 5.  Mentoring offers tremendous benefits to your team and should really be a focus at any level of maturity.