Surviving PMO Success — The Process Maturity Trap

One of the unexpected challenges in our PMO journey has been that success can make an enterprise-level PMO appear less relevant.  A PMO must transform its approach to stakeholders or it won’t take full advantage of the improvements it fostered.  One manifestation of the problem unfolds thusly:

  1. An enterprise PMO composed of PM thought leaders executes a PM improvement program that delivers methodology, training, tools, and change management initiatives to its stakeholders (e.g., regional, local, unit PMOs).
  2. Those stakeholders [largely] adopt those initiatives and transform their project operations in significant and measurable ways.
  3. This transformation creates a new set of PM thought leaders, who often surpass the knowledge and hands-on experience of the original enterprise PMO.

The business problem has reversed; the enterprise PMO now becomes the organization that needs to change to reflect the new reality.  Deliverables that were relevant in moving from low maturity processes no longer work with a more sophisticated audience.  This issue is compounded by the difficulty in recognizing the changed environment.  Who wants to admit that he/she is no longer automatically at the vanguard of knowledge? 

In other words, the challenge for a successful enterprise PMO is: “Who will change the change agents?”

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3 Responses

  1. That’s a problem I’d like to have.

    • Thanks for the comment… we were very happy when we got to level 3 most everywhere, but I’m not sure that it makes up for the frustration when we saw hard-won gains erode away. Even though innovation continued, the uncoordinated work product started to diverge from industry standards (leading you back towards the starting maturity level). We’re getting a handle on it, but it wasn’t easy.

  2. […] Surviving PMO Success — The Process Maturity Trap […]

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