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On Real Project Management Maturity
By Rob Llewellyn

It’s all very well for an organisation’s senior management to hold up their hands and proclaim; “We have Project and Programme Managers who manage our delivery” so we’re covered in that department. But how mature are those efforts? Do their projects and programmes portray madness or maturity?

Does your organisation claim an awareness of process, but run its projects and programmes in a chaotic, ad-hoc fashion?

Or does your organisation demonstrate repeatable processes but not consistently across all projects?

These two scenarios represent the lowest maturity levels defined by P3M3 in its five-level maturity framework for project, programme and portfolio management. The five levels are:

  • Level 1 – Awareness of process
  • Level 2 – Repeatable process
  • Level 3 – Defined process
  • Level 4 – Managed process
  • Level 5 – Optimised process

Sometimes senior management will be aware that their organisation operates in a less than ideal manner. They know things could be done better, but they don’t have the time, knowledge or skilled leadership to take the bull by the horns and implement significant improvement across the organisation.

In other cases, senior management have become so accustomed to operating in chaos that they lose sight of the fact that more successful organisations are operating very differently, with greater profitability, efficiency, control, client satisfaction and employee morale.

  1. Where is your project, programme and portfolio management now?
  2. Where do you want it to be this time next year?
  3. What is your plan to get to where you want to be?

The author Rob Llewellyn is founder of C-Level consultancy The Llewellyn Group, and since the 1990s has been providing project and programme management services to organisations across Europe and the Middle East. You can visit his web site at

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