Quarterly National PMO Discussion Group | PMO Maturity

How can a PMO evolve and how can we measure this process of evolution?


Successful PMOs are constantly being challenged to find the best way to ensure that their practices continuously improve to deliver projects effectively and efficiently.  Since the 1990s, there has been a major movement worldwide toward the creation of PMOs, and this has increased during the last decade. Despite the common perception that a large number of major companies have at least one PMO, research indicates that “the sustainability of PMOs is a tenuous issue.” In fact, PMOs arose because of different needs, but the vast majority had a greater objective in common: to obtain better results in projects delivery.  In recent years, while some of these initiatives have prospered, matured, and created noticeable value for the organisation, others have lost their vigour, support, and have suffered cuts or have even been discontinued. 

Renowned authors, institutions, and the AIPM have developed organisational maturity assessment models. Their objective is to facilitate the maturity process in organizations by providing a structured path based on best practices in order to foster continuous improvement, in the belief that there is a strong correlation between these two types of maturity. 

This discussion groups session aims to explore how maturity assessments are being used by PMOs in Australia, the outcomes and find consensus on their impact.


  • Are PMO Leaders looking to use maturity assessments to improve project management capability?
  • Are PMO Leaders looking to external companies to perform maturity assessments or are they doing them in-house?
  • Have maturity assessment resulted in effective recommendations for change?
  • What is the average time and cost investment for effecting change?

  • PMO Leaders
  • PMO team members
  • Project Managers 

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