The presentation taks of developing PMO with Organizational Maturity . Developing both in conjection helps in reducing cost and provide meaningful mapping between PMO and Organizational Maturity

1. Integrated roadmap of evolving
PMO with Organizational Maturity
By Ashok Jain

2. Introduction
• Nowadays lots of Organization are going for CMMi
assessment to manage their capabilities. The PMO
setup should also collaborated with Organization
maturity level
• This paper will help in driving PMO level as per
Organization maturity level
• Project management as well as process management
will drive Organization maturity level
• Establishing a project management office (PMO) today
is considered one step forward in the maturity level of
an organization,

3. Overview PMO
• A project management office (PMO) is a unit or
department that specializes in project
management concepts and uses those concepts
to improve the overall project capability of an
organization. Typically, the primary goal of a PMO
is to improve project performance through
standardization and process. Additionally, a PMO
can also provide project
support, information, guidance, and oversight to
an organization.

4. The Levels of a PMO.

5. CMMi Overview
• CMMI currently addresses three areas of interest:
– Product and service development — CMMI for
Development (CMMI-DEV),
– Service establishment, management, — CMMI for Services
(CMMI-SVC), and
– Product and service acquisition — CMMI for Acquisition
(CMMI-ACQ).
• CMMI models provide guidance for developing or
improving processes that meet the business goals of an
organization. A CMMI model may also be used as a
framework for appraising the process maturity of the
organization

7. CMMI Level VS PMO Level (adhoc
Processes)
Maturity Level 1 - Initial
• At maturity level 1, processes are
usually ad hoc and chaotic. The
organization usually does not provide
a stable environment. Success in
these organizations depends on the
competence and heroics of the
people in the organization and not on
the use of proven processes.
• Maturity level 1 organizations often
produce products and services that
work; however, they frequently
exceed the budget and schedule of
their projects.
• Maturity level 1 organizations are
characterized by a tendency to over
commit, abandon processes in the
time of crisis, and not be able to
repeat their past successes.
Level 1: The Functional Project Office
Level 1 is the simplest Project Office
possible, in which project managers are
simply present in the organization and
available for projects.
• The Functional Project Office is a
functional unit responsible for
staffing the organization with capable
project managers to manage projects
within the functional units of the
organization. In addition to staffing
project managers, the Functional
Project Office is also responsible for
resource management activities for
project managers.
• The Functional Project Office does
not provide an approved set of
project management
processes, organizational
management, or oversight of projects

8. CMMi Level Vs PMO Level (Project
Process)Maturity Level 2 - Managed
• the projects of the organization have ensured
that requirements are managed and that
processes are planned, performed, measured,
and controlled.
• The process discipline reflected by maturity
level 2 helps to ensure that existing practices
are retained during times of stress. When these
practices are in place, projects are performed
and managed according to their documented
plans.
• At maturity level 2, requirements, processes,
work products, and services are managed. The
status of the work products and the delivery of
services are visible to management at defined
points.
• Commitments are established among relevant
stakeholders and are revised as needed. Work
products are reviewed with stakeholders and
are controlled.
• The work products and services satisfy their
specified requirements, standards, and
objectives
Level 1: The Functional Project Office
• project managers typically work in various
parts of the organization and often use
different project management processes; in
addition, project managers may use different
project documentation templates and may
even have different project documentation
criteria, which range from ad-hoc to highly
structured criteria.

9. CMMi Level Vs PMO level
(Organization Process)
Maturity Level 3 – Defined
• At maturity level 3, processes
are well characterized and
understood, and are described
in standards, procedures, tools,
and methods
• the standards, process
descriptions, and procedures for
a project are tailored from the
organization's set of standard
processes to suit a particular
project or organizational unit.
• the processes that are
performed across the
organization are consistent
except for the differences
allowed by the tailoring
guidelines
• processes are managed more
Level 2: The Support Project Office
• The components of the Support Project
Office add to the components of the
Functional Project Office. The Support
Project Office provides the organization
with a standardized set of project
processes; however, similar to the
Functional Project Office, the Support
Project Office does not provide any
organizational management, oversight, or
communication about projects.
• A standardized set of project processes
includes project tools, a project
methodology, and project templates.
• The Support Project Office also works to
gain acceptance and adoption of the
project processes throughout the
organization

10. CMMi Level Vs PMO level
(Information management)
Maturity Level 4 - Quantitatively Managed
• At maturity level 4 Sub processes are
selected that significantly contribute to
overall process performance. These selected
sub processes are controlled using statistical
and other quantitative techniques.
• Quantitative objectives for quality and
process performance are established and
used as criteria in managing processes.
Quantitative objectives are based on the
needs of the customer, end
users, organization, and process
implementers. Quality and process
performance are understood in statistical
terms and are managed throughout the life
of the processes.
• For these processes, detailed measures of
process performance are collected and
statistically analyzed. Special causes of
process variation are identified and, where
appropriate, the sources of special causes
are corrected to prevent future occurrences.
• Quality and process performance measures
are incorporated into the organization's
measurement repository to support fact-
based decision making in the future.
Level 3: The Information Project Office
• The Information Project Office begins to
expand the role of the Project Office to
provide project information and status to the
organization. In addition to the roles of the
Functional and Support Project Offices, the
role of the Information Project Office is to
compile a complete project list for the
organization, collect project
information, consolidate and summarize the
project information, and then distribute the
information throughout the organization.
• The Information Project Office works with
the organization to identify a standardized
set of project information needed by the
organization. The project information
collected and provided by projects could
include project status, project life cycle
stages, project approval gates, total
hours, project
documents, timelines, milestones, estimated
start and finish dates, actual start and finish

11. Optimization
Maturity Level 5 - Optimizing
• Processes are continually improved based on a
quantitative understanding of the common
causes of variation inherent in processes.
• Maturity level 5 focuses on continually
improving process performance through both
incremental and innovative technological
improvements.
• Quantitative process-improvement objectives
for the organization are established, continually
revised to reflect changing business
objectives, and used as criteria in managing
process improvement.
• The effects of deployed process improvements
are measured and evaluated against the
quantitative process-improvement objectives.
Both the defined processes and the
organization's set of standard processes are
targets of measurable improvement activities
Level 5: The Enterprise Project
Management Office
• The Enterprise Project Management
Office is the culmination of all or most
of the previous levels, along with the
addition of any combination of the
components listed below. At level
5, the Enterprise PMO brings greater
awareness to resource utilization and
conflicts, facilitates conversations
about effective resource
management, and uses resource time
reporting information to guide
organizational decisions.
• The Enterprise PMO focuses on
project success, continuous
improvement, and better project
resource management.

12. Conclusion
• By relating each level we can evolve PMO
components and it will help in driving PMO
setup as per Organization capabilities .
• PMO also should be evolve as per
Organizational maturity
• This paper will help to draw linkage between
Organizational maturity and PMO level and
will help to evolve right PMO model