The evolution of PMO maturity is not necessarily linked to the number of functions it performs, but

rather to how sophisticated and aligned these functions are with the organization’s strategic, tactical,

and operational needs. A mature PMO moves beyond basic operational tasks, adopting strategic

roles such as portfolio management and governance. This shift helps ensure that the PMO

contributes effectively to achieving broader organizational goals, adding value through well-

implemented processes.

Using benefit-oriented language ensures that stakeholders’ actual needs and expectations drive the

PMO’s functions. This approach focuses on outcomes rather than processes or tools, fostering

alignment with organizational goals and enhancing stakeholder satisfaction.

Reference:

Benefits Realization Management: A Practice Guide.

PMI’s PMBOK Guide, 7th Edition - Stakeholder engagement for value alignment.

Competency relevance varies by function type. For example, strategic roles may prioritize leadership

and analytical skills, while operational roles focus on execution and technical proficiency. Tailoring

competencies to function requirements ensures that the PMO operates effectively at all levels.

Reference:

PMI’s Talent Triangle - Focus on technical, leadership, and strategic skills for PMO roles.

Competency Development Frameworks from PMO Value Ring.

When selecting PMO functions, indicators like the Competency Adherence Indicator (PMO-CAI) and

the Expectation Adherence Indicator (PMO-EAI) are crucial for evaluating the PMO’s alignment with

stakeholder needs and its ability to meet expectations. However, the Perceived Value

Equilibrium/Balance Indicator is not typically used in this analysis, as it focuses more on how

stakeholders perceive value rather than on selecting functions based on competency and adherence

to expectations.

PMO maturity is determined by how effectively and consistently it delivers its defined functions

across strategic, tactical, and operational dimensions. Key aspects include:

Sophistication of processes.

Alignment with organizational needs.

Capability to adapt and improve over time.

Simply managing a large number of projects does not equate to maturity, as effectiveness and

strategic alignment are the primary metrics.

Reference:

PMI’s Organizational Project Management Maturity Model (OPM3) - Framework for PMO maturity

assessment.

PMO Maturity Assessment Guidelines from Pulse of the Profession reports.