What are the best ways to develop your project portfolio managers and teams?

However, you need to recognize that many organizations have a complex blend of maturity levels. Some may be reasonably mature when it comes to planning and making investment decisions, but it's far less common to be as mature in benefits realization and outcome management. Don't view maturity as a single level, but rather as a mix of abilities and opportunities for improvement.

I think this considers the nuances of organizations. Org are complex and subject to the winds of change proficient in one area but poor in another.

?? In my experience, many organizations underestimate the nuances within PPMM assessments. ?? PPMM Components Understanding the varied components of a PPMM is vital. It encompasses governance, methods, tools, and people capabilities to gauge maturity. ?? Dimensional Analysis Beyond just ticking boxes, delve deep into each dimension. For instance, process maturity might differ from tool maturity or skill maturity. ?? Evolution Over Time PPM maturity isn't static. Regular re-assessment ensures alignment with evolving organizational goals and changing industry standards. ?? Remember, a PPMM isn't just an assessment tool but a compass guiding portfolio development in alignment with business needs.

In my experience, achievement if a PPM Maturity Level is a goal that should have objectives and outcomes. XPMOs should have mix of project, program/directors and business analysts as a foundation. Many organizations are running lean and agile with product managers. Either way; it’s important to build a culture with career paths to scale your maturity .

The portfolio manager is by far the most critical role and it is essential for them to understand how the organization delivers value. Only then can they help to optimize management decisions to keep the work being carried out with the needs of the business.

Training is invaluable for your associate, project, product and program managers. Shadowing is a way to quickly pair PMs with hands on learning and mentoring by senior PMs. As they take on projects a teaming approach to assist new PMs works well to provide support and coaching as needed.

I've found that establishing OKRs (objectives and Key results) that align with strategic priorities is key to getting started. Followed by that I leverage the Prosci ADKAR change model to determine how to proceed with implementing a change /Program.

Ensuring that all PPM resources have an understanding of the context of their work also helps. When people see how their work directly contributes to the success of the portfolio, and by extension the business, they are better able to engage and perform at the highest level.

Just in time feedback is important before, during and after the project. Definitely tailor the feedback for each PM understanding their motivations and experience so you deliver appropriate feedback. PMs should always be focusing on continuous improvement and should welcome constructive feedback.

In my experience; as a PM you are in charge of your personal growth and development. Organizations don’t always pay for on the job training so develop a plan to acquire training and certification. Also, look for opportunities internally to gain various types of experience leading projects and programs.

Portfolios today are dynamic - they are continuously evolving and adapting to meet shifting customer demands, technological capabilities, competitor actions and so on. PPM resources must also be able to adapt and adjust to maintain alignment between goals, investments, work and outcomes.

Organization are developing strategies for modernization, sustainability, innovation and scalable growth over past 20 years. Over the years, this shift has impacted the xPMO models and portfolios; more PMOs are launching at scale in many industries and organizations today. Public and private sector partnerships have helped drive this new evolution for the xPMO.