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Integrated roadmap for Developing PMO with CMMi Prospective


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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

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Integrated roadmap for Developing PMO with CMMi Prospective

  1. 1. Integrated roadmap of evolving PMO with Organizational Maturity By Ashok Jain
  2. 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. 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. 4. The Levels of a PMO.
  5. 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
  6. 6. 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
  7. 7. 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.
  8. 8. 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
  9. 9. 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
  10. 10. 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.
  11. 11. 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