Anna Kompanets: PMO Maturity and Continuous Improvement (UA) Lemberg PMO School 2023 Website – https://lembs.com/pmoschool Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

1. Lecture 13.
Continuous Improvement
and PMO Maturity
Lemberg PMO School 2023
26/10/2023

2. Имя Фамилия
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Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities

3. ● Implementing a culture of continuous improvement in the PMO
● Capturing lessons learned and best practices
● Assessing the maturity level of the PMO
Agenda

4. Implementing a culture of
continuous improvement
in the PMO

5. What is the culture of CI?
A culture of continuous improvement is a way of thinking and working
where individuals and teams focus on identifying and implementing
changes that lead to better outcomes.
It’s a mindset of constantly seeking ways to improve processes,
products, and services through collaboration, experimentation, and
learning from failures.

6. ● Meeting the needs of Stakeholders
● Adopt to change faster
● Stay competitive
● Identify issues before they become problems
● Engage people & empower proactivity of PMs
● Foster innovation & creativity
● Grow performance & job satisfaction
What are the benefits of CI?

7. Steps to build the culture of CI in PMO
Learning Environment
Clear Goals and Expectations
Open Communication
Progress Measurement
Embracing Technology
Empowering Employees
1.
2.
3.
4.
5.
6.

8. Steps to build the culture of CI in PMO
Learning Environment
1. ● Encourage a learning environment by providing
opportunities for professional development,
training, and mentoring.
● Emphasize the importance of learning from
failures and celebrate successes.
● Create a safe space where employees can ask
questions, experiment with new ideas, and share
their experiences.

9. Steps to build the culture of CI in PMO
Open Communication
2. ● Promote open communication by establishing
regular feedback mechanisms, such as team
meetings, surveys, and suggestion boxes.
● Encourage constructive feedback and active
listening.
● Ensure that everyone understands the importance
of transparency, honesty, and respect in
communication

10. Steps to build the culture of CI in PMO
Clear Goals and Expectations
3. ● Set clear goals and expectations that align with
the organization’s strategic objectives.
● Define measurable outcomes, timelines, and
success criteria.
● Communicate these goals and expectations to all
stakeholders, and ensure that everyone
understands their role in achieving them.

11. Steps to build the culture of CI in PMO
Empowering Employees
4.
● Empower employees by delegating authority and
decision-making responsibility.
● Encourage ownership of projects and processes,
and provide resources and support to enable
employees to succeed.
● Recognize and reward employees who
demonstrate initiative, creativity, and innovation.

12. Steps to build the culture of CI in PMO
Embracing Technology
5.
● Embrace technology by leveraging tools and
systems that support continuous improvement,
such as project management software, data
analytics, and automation.
● Ensure that employees have the skills and
training necessary to use these tools effectively.
● Encourage experimentation with new
technologies and methodologies.

13. Steps to build the culture of CI in PMO
Progress Measurement
6.
● Measure progress by establishing metrics and
tracking performance against goals.
● Use data to identify areas for improvement and
make data-driven decisions.
● Regularly review progress with stakeholders and
adjust goals and expectations as needed.

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Practice the CI Case

15. Capturing lessons
learned and best
practices

16. What are the Lessons Learned?
Sharing documented lessons learned between teams is a great way to prevent
the same mistakes from happening. Not only can you learn from your project
mistakes—with a lessons learned report, everyone else can learn from them,
too.
You can capture lessons learned at any point during the project timeline.
Depending on the complexity of the project, you may want to conduct a lessons
learned session at the end of each project management phase, in order to
capture information when it’s still fresh.

17. ● Sharing knowledge and experience
● Preventing same mistakes
● Capturing best practices
● Improving decision making & forecasting
● Delivering projects faster
● Collecting input for continuous improvement
● Engaging teammates & stakeholders
What are the benefits of LL?

18. Different names of LL review sessions:
● the 5 Whys session (engineering teams love this) , which specifically aims to identify the root cause
of project failure
● Retrospectives (run by Scrum teams at the end of a sprint session)
● Postmortems (project teams) at the end of projects
1 Identify lessons
learned
2 Document
findings
3 Analyze data 4 Store information 5 Retrieve & Share
Steps to collect Lessons Learned
● Send out LL survey
● Schedule LL
sessions
● Conduct LL
sessions
● Executive summary
● Summary of findings
● Lessons learned
survey(s)
● Recommendations
in detail
● Improve your current
project
● Provide insights to
other PMs
● Maintain LL in
central repository as
single source of
truth
● search for a
lessons learned
report from a past
project to avoid
making the same
mistakes

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The typical Lessons Learned survey

20. Lessons Learned
# Area/Service
What We
Learned
Positive/Negative
Specific Success,
Issue, or Pitfall
Recommended
Approach
Lessons Learned Template

21. Assessing the maturity
level of the PMO

22. The PMO Maturity Cube®
The PMO Maturity Cube® (Pinto, Cota, & Levin, 2010b) results from unifying the concepts presented
previously, which have all been consolidated into one specific model for assessing the maturity of
PMOs for any type of organization.

23. Key ideas of PMO Maturity Cube®
1. PMO maturity is a different concept of maturity
2. A PMO may be seen as a service provider and has clients with specific
needs
3. The degree of maturity of a PMO results from the extent to which it is
capable of generating value for its clients and for the organization as a
whole
4. The maturity of a PMO may be summed up as being the degree of
sophistication it provides to each service for which it is responsible
5. A PMO evolves its maturity in each approach independently, not from
the operational to the strategic approach
6. The better the PMO delivers its services, and only the ones related to
the needed functions, the more the PMO is perceived delivering value
to its clients and the organization.

24. Other models you may want to learn

25. Example of maturity levels questions

26. Calculations
● Each level corresponds to a specific number of points, and when the questionnaire has been
completed, the total points corresponding to the organization’s current situation and the situation
desired by the organization are obtained, divided into strategic, tactical, and operational approaches.
Based on these scores, the current and target maturity levels are calculated.
● The current maturity level in each of the approaches is calculated by comparing the points relative to
the current situation in the organization with the total possible number of points for the model as a
whole. The target maturity level is calculated by comparing the points relative to the desired situation
in the organization with the total possible number of points for the model as a whole.
● Maturity levels with percentages between 0% and 33% are considered basic. Levels between 34%
and 66% are considered intermediate. Finally, maturity levels between 67% and 100% are considered
advanced.

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The PMO Maturity Cube - Detailed

28. Other models you may want to learn
● CO: Portfolio, Programme, Project Management Maturity Model (P3M3)
● CO: PRINCE2 Maturity Model (P2MM), derived from P3M3
● PMI: Organizational Project Management Maturity Model (OPM3)
● The PMO Maturity Cube
● SEI: Capability Maturity Model (CMMi)
● ITSMF: IT Service Management Capability Maturity Model (ITSM-CMM), aligned to ITIL
● PPM Maturity Model (Gartner, Program and Portfolio Management Maturity Model) ranging from
level 1 (reactive) to level 5 (effective innovation)
● KPM3 (Kerzner Project Management Maturity Model, ranging from level 1 (common language) to
level 5 (continuous improvement)

29. ● https://www.pmi.org/pmo-symposium/-/media/pmi/documents/public/pdf/microsites/pmo-s
ymposium/2017-quicktipguide.pdf
● https://conservationgateway.org/ConservationPlanning/partnering/cpc/Documents/Capturi
ng_Lessons_Learned_Final.pdf
● https://www.strategies-for-managing-change.com/support-files/gartnerprogramportfolioma
turitymodel.pdf
● https://www.pmi.org/learning/thought-leadership/value-delivery
Useful reading

30. Имя Фамилия
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Find me at
https://www.linkedin.com
/in/annakompanets/
https://www.theways.io/ment
ors/anna-kompanets

31. Thank you!
Questions?
1