Is your PMO, Program Management Office, too young to use Maturity Models?
Presenter: Clyde Raymer, Jr.
Let’s suggest that your organization has implemented a PMO; either a Project Management Office or a Program Management Office, and one of its responsibilities is to guide internal Project Managers with relevant tools, education, training and techniques to be successful. Let’s also suggest that the PMO is busy serving the internal needs of the organization’s projects. And like many organizations there is always funding for new products and services but little or no funding for maintenance. And in the case of your PMO…funding for maintenance would include new tools, techniques, lesson learned reviews or new process adaptions.
So… how does your PMO stay relevant in serving the organization’s strategic business and technical goals? Maturity Models may fill that need for successful project integration.