Organizational Maturity and Project: Program and Portfolio Success

Background

In the 1990s, many professionals got assigned as project managers, as organizations solved the problems of the ever-changing world through projects. Along with the increasing need for managers and the growing number of people asserting that they are true project managers, many organizations used the certification of the competence of project managers as the base of their recruitment and development strategies. The certification has become an indicator of competence (even though this is only a knowledge indicator).

The successful implementation of the project management method requires something more than the training of project managers. A successful organization requires processes, technologies, policies and standards for project management, which should also be integrated with other management systems for more efficient and productive work. In the absence of an organizational infrastructure, the project results are fully dependent on the availability of high-performing individuals. This organizational infrastructure, however, cannot be established in one day. It may take several years with a change program implementation. Therefore, it is not surprising that more advanced organizations asked themselves: “What do we need?”

A maturity model may help. Maturity models for project, program, and portfolio management describe activities related to projects, programs, and portfolios within the Key Process Areas that contribute to the achievement of successful results.