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1. Introduction: Why Maturity is Important – and What It Is Not
In many companies, project management initially resembles organized chaos: Every project manager uses their own tools, processes are inconsistent, and project success depends more on individual heroics than on systematic approaches. This is where the concept of maturity comes in. A project management maturity model helps to make an organization’s performance in projects measurable and to develop from ad-hoc approaches to excellent project management. Maturity in project management means that a company has established reliable processes, methods, and competencies to repeatedly conduct projects successfully and align them with the corporate strategy. The more mature an organization is, the better projects can be planned, risks managed, and results strategically aligned.
However, it is important to understand what maturity is not: It is not about creating bureaucratic hurdles or stifling every creative space. A high level of maturity does not necessarily mean becoming slow or inflexible. On the contrary – true maturity is shown by projects running efficiently while still leaving enough flexibility for individual requirements. Maturity is also not an end in itself, like a mere certification on the wall. Rather, it is a means to an end: making projects more successful and creating a framework in which innovation and project portfolio management go hand in hand. From initial chaos to excellence is a journey – and it is precisely this systematic development process that we will look at in this article.
2. Overview of Maturity Models – Comparison and Selection
Over the years, various maturity models in project management have been developed to support organizations on this journey “from chaos to excellence.” Each model has its own focus in terms of application area, stages, scalability, and suitability for different organizational forms (corporations, SMEs, or public administration). Below is an overview of the most common models and how they differ:
OPM3 (Organizational Project Management Maturity Model) – Developed by PMI (Project Management Institute). OPM3 is a comprehensive model that considers project, program, and portfolio management together. The basic assumption: Only if an organization develops high capabilities in all three areas can the corporate strategy be optimally achieved. OPM3 is based on around 600 best practices and processes. It does not define fixed levels from 1 to 5 but works with four development stages per process group: Standardize, Measure, Control, Improve. These SMCI stages are applied to the five known project management process groups Initiation, Planning, Execution, Control, Closure. OPM3 is industry-neutral and adaptable, making it usable in both large corporations and medium-sized companies. Due to its complexity, it is more often used by larger organizations with dedicated PMOs. Its advantage lies in strategic alignment: It particularly helps to align project portfolios with corporate goals and establish company-wide uniform PM standards.
CMMI (Capability Maturity Model Integration) – Originally emerged from software development (Software Engineering Institute). CMMI is not a pure PM model but a generic process optimization model that is also applied to project management. It defines five maturity levels (Level 1 to 5): Initial (Chaotic), Managed, Defined, Quantitatively Managed, and Optimizing. Organizations undergo an audit where strengths and weaknesses are analyzed. CMMI places great emphasis on process discipline and the use of metrics to continuously improve. It is internationally recognized – in some industries (e.g., IT, government contracts), a CMMI certification is a seal of quality. Scalability: For corporations with complex development projects, CMMI is often suitable, while it can quickly seem overdimensioned for smaller companies. SMEs can, however, adopt partial aspects (e.g., establish Level 2 or 3 processes) without aiming for full certification. CMMI is particularly suitable when formally demonstrable process maturity is required or a comprehensive quality management system is desired.
P3M3 (Portfolio, Programme and Project Management Maturity Model) – Published by AXELOS (among others, PRINCE2 originator). P3M3 offers a flexible approach that can separately consider maturity in three areas: project, program, and portfolio management. It also has five maturity levels (from Level 1 „Awareness of Process“ to Level 5 „Optimized Process“). The special feature is that one can separately assess maturity – for example, a company may already be very mature in project management (Level 4) while portfolio management is still at Level 2. P3M3 is particularly widespread in public administration and in Europe, where PRINCE2 & Co. are popular. For organizations that only want to improve a specific area, P3M3 offers high scalability: One can initially focus on project management and later expand programs and portfolios. In terms of effort, P3M3 is between OPM3 and CMMI – it is structured but somewhat leaner than CMMI, as it is specifically tailored to PM(O) concerns. Public organizations appreciate that it addresses governance and control in the project environment while remaining industry-specific adaptable.
IPMA Δ (IPMA Delta) – Offered by the International Project Management Association and its member associations (in the German-speaking area the GPM). IPMA Delta certifies the organizational project management competence in five classes (Class 1 to 5) analogous to maturity levels. Class 1 („Initial“) means that project management is rather ad-hoc based on personal commitment, while Class 5 („Optimized“) stands for a fully integrated, continuously improving project organization. Unlike purely process-oriented models, IPMA Delta evaluates three areas: the individual competencies of project managers (according to IPMA Competence Baseline), the project level (How do individual projects run?) and the organizational level (Does the organization support projects efficiently?). This 3-dimensional model provides a holistic picture. IPMA Delta is suitable for companies that align with IPMA standards and may already have IPMA-certified project managers. The procedure usually requires an external assessment process by IPMA assessors. It is used by large companies, but advanced SMEs can also benefit from it, as it takes into account the size of the organization – a small company can also show high maturity, measured by its complexity. Since IPMA Delta has only existed since the 2010s, it is somewhat less widespread than PMI or AXELOS models, but it offers practical recommendations, especially in the European context.
GPM³ (GPM Cubic or Governmental Project Management Maturity Model) – A model specifically for the public sector. This model, sometimes also called Governmental PM³, aims at the maturity of project management in public institutions. Public projects often have special framework conditions (laws, political requirements, high audit pressure), and GPM³ takes this into account by analyzing the project environment in authorities. It evaluates, for example, the governance structures in ministries, the integration of project portfolio management with public targets, and the ability to implement projects efficiently in the authority context. The maturity levels are comparable to classic models (from uncoordinated to optimized). For public administrations or state-related companies, GPM³ is helpful as it integrates best practices from government projects. For private companies, this model plays hardly any role – here, one tends to use OPM3, P3M3, or CMMI. In public administration, however, GPM³ can provide a tailored benchmarking basis to compare one’s own project organization with best practice in the public sector.
How to choose the right model? The selection depends on the goals and context: A global corporation focusing on strategic project alignment might choose PMI’s OPM3 to develop PPP management holistically. A software-heavy company that primarily wants to demonstrate process quality is well served with CMMI. Organizations in the public sector or those using PRINCE2 will find a familiar framework in P3M3 or GPM³. Those seeking a certified award and already using many IPMA elements can choose IPMA Delta. For smaller companies that do not want to handle a large audit, it is also worthwhile to use simplified maturity models or self-assessments (partly derived from the models mentioned). The important thing is: The model must fit the own organizational culture and improvement goals. Often less is more – a manageable model that is consistently applied brings more progress than a complex model that gathers dust on the shelf.
3. Diagnosis: Professionally Determine the Maturity Level
Before you can increase the maturity level, you must honestly determine where you stand. Diagnosing the current maturity level is the starting point for any improvement initiative. There are two approaches available: self-assessment and external audits.
In self-assessment, the PMO or organization uses questionnaires and checklists that are based on a maturity model. Many frameworks offer such self-assessment tools – for example, AXELOS provides short question catalogs for P3M3, and PMI published a comprehensive question pool for OPM3. Typical questions are: „Are there defined project management processes that everyone knows?“, „Are projects systematically tracked in terms of time/costs?“, „Is there a central portfolio reporting?“ etc. Through point evaluations, an initial picture emerges of how mature individual dimensions are. This maturity analysis in project management using self-assessment has the advantage of being quick and cost-effective. However, internal assessments sometimes tend to overestimate or be inaccurate – you “can’t see the forest for the trees.” Therefore, it is important to critically question the self-assessment results and ideally conduct them with multiple stakeholders (project managers, team members, management) to get a balanced picture.
External audits or assessments bring an objective perspective. Here, certified assessors or consultants are commissioned to examine the organization against a model. Examples: A CMMI appraisal is conducted by authorized lead appraisers; IPMA Delta assessments are carried out by a team of IPMA experts who conduct interviews, document reviews, and on-site analyses. There are also experienced consultants for OPM3 and P3M3 who offer an audit-like maturity check. The result of such assessments is usually a detailed report: Where does the company stand in each maturity category, what gaps exist to higher levels, and concrete recommendations. The advantage of external diagnosis: ruthless honesty and benchmarking against other organizations. Disadvantage: it costs time, money, and requires openness to accept uncomfortable findings.
Regardless of the path, the maturity diagnosis should be conducted professionally and structured. Some tips for this are:
Use standardized criteria: Whether internal or external – use a fixed criteria catalog (e.g., the questions from the chosen model) to make results comparable.
Collect data and evidence: Support assessments with facts. Example: If you think requirements are always managed (Level 3), check if a requirements document actually exists in all projects or how often there were exceptions.
Use key figures: Define KPIs that reflect maturity. For example, the percentage of projects with a baseline plan, the proportion of projects that remain within scope, or stakeholder satisfaction. Such KPIs serve as a measurement tool and can indicate the development of the maturity level over time.
Strengths/Weaknesses Workshop: Present the results in a workshop to key stakeholders (PMO leader, senior project managers, possibly sponsor). Let the participants validate the findings. This creates commitment for the later improvement process.
A thorough diagnosis prevents blind actionism. It provides the basis for turning the right screws instead of groping in the dark. Sometimes the analysis already reveals quick wins – for example, the realization that many projects stumble at similar points (such as unclear responsibilities) and that one could immediately address this. Important: The diagnosis is not a one-time event. As part of continuous improvement, a maturity analysis (internal or external) should be repeated at regular intervals to measure progress and identify new weaknesses early.
4. Recognizing and Overcoming Growth Hurdles
On the way to higher project management maturity, growth hurdles typically arise. These obstacles must be proactively recognized – and removed with concrete measures. Three central challenges that PMO leaders and senior project managers often experience are tool proliferation, cultural resistance, and lack of PMO mandates. Here is a look at the problem and solutions for each:
Tool Proliferation: In many organizations, each team has its own isolated solutions – sales plans in Excel, IT uses Jira, others experiment with Trello or MS Project. This variety (proliferation) of tools makes standardization extremely difficult. Data is scattered, and there is no unified overview. Solution: A consolidation of the tool landscape. The PMO should work with IT and the teams to evaluate which tools are really needed. Ideally, an integrated platform for project management that covers as many needs as possible – from planning to resource management to reporting. Using fewer tools makes it easier to map and evaluate uniform processes. A central solution like WORKSPACE.PM can serve as a single source of truth and curb proliferation. It is important to accompany the change well: Training and migration aids reduce the hurdle of moving away from familiar isolated solutions. Initially, interfaces can also be used (e.g., importing data from old tools) to make the transition smooth.
Cultural Resistance: „Why should we change? It works this way too!“ – This thought is typical when new processes or standards are introduced. An established corporate culture, where perhaps heroic firefighters are highly regarded, struggles with formal project approaches. Employees might fear losing freedom or creativity through more standardization. Solution: Change management and involving people. Communicate clearly why maturity is being increased – e.g., fewer project failures, fewer overtime hours, more success to celebrate. Show quick wins: perhaps a new project governance process directly improves decision-making and relieves project managers. It is important to find allies: Identify opinion leaders or experienced project managers who support the changes and live them in everyday life. Positive examples often have a stronger impact than any guideline. Additionally, new methodology should not be enforced overnight – a gradual approach (pilot projects, feedback rounds, fine-tuning) gives the culture time to grow. And: Listen to the concerns of the teams. Some resistances have valid reasons (such as fear of too much bureaucracy) – you can address these by, for example, avoiding unnecessary form overload and clarifying that flexibility is maintained (see Minimum Viable Methodology in section 6).
Lack of PMO Mandate: A PMO without backing from management is like a toothless tiger. It may develop great concepts but finds no audience – projects do not adhere to guidelines, line managers ignore standards. Without an official mandate, the PMO lacks the authority to enforce changes. Solution: Secure top management support. The management must be made aware of the value of higher PM maturity (e.g., through numbers: „X% of projects fail, costing us Y euros – with better maturity, we can reduce this.“). Ideally, a sponsor from management officially commissions and communicates the improvement program. This gives the PMO the mandate to issue guidelines, specify tools, and conduct training. Additionally, the PMO should also be a consultant and supporter of the departments, not just the “police.” A service-oriented PMO that coaches project managers and makes successes visible gradually gains the organization’s acceptance. Sometimes it helps to empower the PMO step by step: e.g., initially only making recommendations, then measuring successes and subsequently demanding more commitment once everyone sees it works. A clear role description of the PMO and its decision-making rights (e.g., in project methodology, tool selection, portfolio reporting) should be documented in writing and approved by management – so everyone knows where they stand.
In addition to these three typical hurdles, there are others, such as limited resources for training, high workload in day-to-day business (no time window for improvements), or the „Not-Invented-Here“ syndrome (aversion to external best practices). All of these can be overcome with similar principles: create transparency, demonstrate benefits, promote participation, and proceed step by step. It is crucial that PMO leaders recognize the warning signs early – e.g., when teams slow down changes or everyone continues to do their own thing – and then take targeted countermeasures. With patience, communicative support, and a focus on benefits for all, growth pains can be managed.
5. Building Governance Without Blocking
Project governance refers to the framework in which projects are managed and monitored – i.e., structures, roles, decision paths, and controls. A central task in building maturity is to establish governance structures that ensure clear responsibilities and transparency without excessively hindering operational work. Finding the right balance here is crucial: Governance should strengthen, not paralyze.
To build governance, it is advisable to first define roles and committees. In mature organizations, it is clearly regulated, for example, who acts as a sponsor, what powers the steering committee has, what the tasks of the PMO are, and how project managers, sub-project managers, and departments interact. This clarity prevents chaos in decision-making. Without blocking means avoiding unnecessarily many hierarchical levels or approval loops. A good approach is to introduce risk-based governance: for critical projects (e.g., strategically important or very expensive) tighter controls and reporting obligations, for smaller uncritical projects lighter governance. This way, no one shoots sparrows with cannons.
Another aspect is transparency through reporting. Governance does not mean micromanagement, but an overview at a high level. Regular project status reports, portfolio overviews, and defined metrics (traffic light status, progress indicators) give management the necessary view without intervening in every detail. Modern tools like WORKSPACE.PM support this by offering automated reporting – e.g., dashboards where decision-makers can quickly see: Where are there deviations? Which project needs support? This way, interventions only occur where necessary, instead of controlling all projects closely across the board.
A common stumbling block is that new governance rules are initially perceived as bureaucratic hurdles. This can be prevented by involving those affected: Develop basic project policies (e.g., template for project orders, change control procedures) together with experienced project managers and stakeholders. If practice sees their benefit, the rules are more likely to be followed. Additionally, every governance rule should have a recognizable purpose – eliminate anything that is “just nice-to-have.” Example: Require a risk register in projects only if you also intend to centrally evaluate or actively manage these risks. A register that no one reads would be pure bureaucracy.
Tool support: Good governance can be elegantly embedded in tools today. In WORKSPACE.PM, for example, you can precisely control role rights, determining who can do what. This way, a governance principle (e.g., „Only the project manager may change the project plan, after approval by the sponsor“) is technically implemented without constant human control being necessary. The system then offers, for example, the possibility to set approval workflows or read rights for certain reports. This built-in governance allows team members to act freely within clear guidelines.
In summary: Lean governance is created when clear guidelines are established, responsibility is distributed, and transparency is promoted – while unnecessary bureaucracy is avoided. Regular reviews of governance structures are useful: Does the model still fit, where is there oversteering? Governance is not a rigid framework but should adaptively develop with the organization. This creates a framework that provides stability but still leaves room for agility.
6. Standardization with Room for Operational Flexibility
A hallmark of increasing maturity is the standardization of methods and processes: All projects follow a common basic methodology, use proven templates, and speak the same language. However, standardization must not turn into rigid uniformity – different types of projects require operational flexibility. The art lies in finding a balanced methodology, often described as „Minimum Viable Methodology“. This means: as much standard as necessary, as much freedom as possible.
Standardization begins with the definition of core processes and templates. For example, the following standards could be set: Every project start requires an approved project order, every project has a basic project plan, there is a uniform risk management process, and monthly status reports follow a given schema. These must-haves should be kept lean but binding. They create comparability between projects and ensure that no essential element is forgotten (e.g., that stakeholder analysis is always conducted). Tools can directly support these standards: In WORKSPACE.PM, for example, project templates can be stored – new projects can be created based on predefined standards, ensuring that important fields (goals, benefits, roles, etc.) are not left empty. Such templates save teams work and guarantee that proven PM standards are adhered to without starting from scratch each time.
At the same time, there must be room for tailoring. Not every project needs every standard in the same depth. An agile software project will be documented differently than a construction project. Therefore, the methodology should be scalable: e.g., define different project categories (small/medium/large or agile/predictable) with adapted requirements for each. In a small project, the status report can be more informal, while a large project has strict reporting requirements. The idea of Minimum Viable Methodology suggests starting with the smallest possible set of requirements that ensures successful project management – and then only expanding where it really adds value.
A practical tip: Establish a method repository or handbook in which all standard processes are described, but clearly mark which parts are mandatory and which are optional or can be used at discretion. Project managers should be trained to consciously decide where to deviate from the standard – and document these deviations (principle of conscious deviation). This way, control is maintained, but lessons can also be learned from exceptions. Perhaps it turns out that an initially optional element delivers such good results that it becomes the standard – or vice versa.
Tool flexibility can also complement standardization: Perhaps the organization uses a central tool but allows interfaces to specialized software if necessary. In WORKSPACE.PM, for example, you can use labels to map a standardized structure while keeping the content usage flexible. An example: You define labels for project priority (high/medium/low) or methodology (agile/classical). All projects receive these labels – that is the standard. How the projects work internally (whether they use Kanban boards or Gantt charts) can be handled flexibly. It is important that the interfaces between projects are standardized: All deliver certain key figures to the portfolio, all report risks in a uniform category, etc., but in operational doing, they can choose tools and detailed processes that fit.
Ultimately, standardization ensures efficiency and quality assurance, while flexibility enables motivation and tailored application. Both aspects are not contradictory but two sides of the same coin. Mature organizations regularly review their standards: What has proven itself? Where do we need more uniformity, where can we expand freedom? Here, too, the principle of continuous improvement of the methodology applies. And last but not least, feedback from project teams should be taken seriously – standardization only succeeds if users accept it. If many teams creatively circumvent a standard, it is a signal to revise it. The method governance (often anchored in the PMO) should therefore have a process for how standards are adjusted and communicated. This way, the PM system remains alive and breathes with the needs of the organization.
7. From Status Quo to Excellence – Systematic Maturity Development
How do you specifically achieve the leap from the current status quo to excellence? Developing maturity is a long-term endeavor that is best treated like a program with sub-projects. A systematic approach prevents actionism and ensures that improvements are sustainably anchored. The following steps have proven effective in practice to systematically increase the maturity level – and ultimately the PMO maturity level:
1. Clarify vision and objectives: At the beginning, management should formulate a target vision together with the PMO. What does project management excellence look like for us? What problems should be solved (e.g., better adherence to deadlines, stronger alignment of projects with strategy, optimal use of resources)? Also set specific target sizes – e.g., „In 2 years, we want to raise the maturity level from 2 to 3“ or achieve certain KPI values (cost deviation <10%, project satisfaction >90%, etc.). This vision provides the direction and motivates the team because it is clear what the effort is for.
2. Maturity analysis and gap analysis: (As described in section 3) the current state is determined. Based on this, a gap analysis is conducted: Where are the biggest gaps to the desired maturity? Perhaps defined project management standards are missing (transition from Level 1 to 2), or there are defined processes but no metrics-based control (transition to Level 4). Prioritize these gaps by impact and urgency. Some gaps can initially be accepted, while critical deficiencies should be addressed first. Example: If projects run uncoordinated past the strategy (portfolio level immature), that would be a gap that urgently needs to be closed before addressing fine-grained improvements in individual processes.
3. Create an action plan: For the prioritized areas of action, concrete measures are defined. These can include: developing a PM handbook, introducing a project portfolio board, training all project managers in risk management, implementing new PM software, establishing a knowledge transfer process for lessons learned, etc. Each measure should be assigned a responsible person, a timeline, and a desired outcome. This improvement roadmap is ideally divided into stages – e.g., Phase 1: Introduce basic standards (6 months), Phase 2: Advanced methods + portfolio management (next 6 months), Phase 3: Fine-tuning and optimization (another year). A staggered plan prevents overload and allows learning from each phase and adjusting the plan if necessary.
4. Balance quick wins vs. long-term initiatives: Ensure that the action mix includes both quick successes and structural long-term projects. Quick wins (e.g., introducing a unified project status report within 2 months) provide motivation and show management the benefits early on. Long-term initiatives (such as cultural change or establishing company-wide portfolio management) take time but should not be neglected, as they are crucial for higher maturity levels. Communicate every success and milestone visibly – success breeds success.
5. Manage implementation as a project/program: The maturity development itself should be managed with professional project management – a meta-project, so to speak. Set goals, milestones, and responsibilities. The PMO can demonstrate what good project management can achieve in its own right. Regular review meetings (e.g., monthly steering committee for the maturity program) with the sponsor keep the topic present and allow hurdles to be escalated in a timely manner (e.g., if departments do not cooperate). Use tools here as well: In WORKSPACE.PM, for example, you could create a program container for „maturity improvement“ in which all measures are tracked as sub-projects. This way, progress is always in view.
6. Measure, adjust, and institutionalize learning: Define from the beginning how success will be measured. These can be specific KPIs (projects within budget, lead time, satisfaction) or achieving a desired maturity level in the next assessment. Conduct these measurements regularly (e.g., quarterly KPI dashboard for project management). If the values do not go in the desired direction, analyze why: Does a measure need to be adjusted? Is engagement lacking? A good reporting structure pays off here (see governance). Additionally: Establish lessons learned for the improvement program itself. After each phase: What worked well, what didn’t? You may find that some measures were too ambitious and need more time – then replan. Maintain flexibility in the plan without losing sight of the goal.
7. Celebrate maturity, but don’t stagnate: When milestone goals are achieved – celebrate it! The team and the entire organization should know that, for example, you have now „reached Level 3“ or that the PMO has noticeably gained influence and projects are running more successfully. Such successes increase the acceptance of the next steps. At the same time, everyone should be clear: Maturity is not a static state. Ideally, you don’t rest on a level. The continuous improvement (CIP) must become a principle in the DNA of the project organization. This means continuing to collect feedback even after reaching a high level of maturity, benchmarking with the best, and looking for new optimization opportunities. Excellence means constantly questioning how to become even better.
Through this systematic approach, maturity development becomes plannable and targeted. Especially for PMO leaders, this is a core project of their role: They lead the company step by step to a higher PM level. There are indeed parallels to change management – it’s about process changes, behavioral changes, and new structures. With a methodical approach that combines quick wins and long-term perspective, nothing stands in the way of the ascent towards project management excellence.
8. WORKSPACE.PM as an Enabler for Maturity Development
On the path to greater maturity, technology plays an important role. Suitable project management software acts as an enabler to efficiently implement the defined processes and standards. WORKSPACE.PM is an example of a tool that can support and accelerate maturity development by directly mapping best practices into functions. Below are some concrete points of connection on how WORKSPACE.PM can accompany your organization „from chaos to excellence“:
Standardization through project templates: WORKSPACE.PM allows you to create and reuse project templates. This means that if you have, for example, a standardized project structure plan or a defined phase model, it can be stored as a template. New projects then do not start from scratch but already bring all standard containers, task lists, milestones, and document fields provided for in your process. This feature ensures that important steps (e.g., risk analysis container or quality checklists) are never forgotten. In addition, industry-specific best practice templates can be stored, which is particularly valuable for corporations with different business areas or for consultancies with client projects. The templates in WORKSPACE.PM not only promote uniformity but also save time – projects are set up faster and more consistently.
Governance and control through role rights: As previously discussed, clearly defined project governance is a maturity characteristic. WORKSPACE.PM comes with a finely granular role and rights system that allows you to map organizational governance. You can define global roles (PMO, CEO, team member) and project-related roles (project manager, sub-project manager, sponsor). For each of these roles, permissions can be set, e.g., who can view or edit reports, who can create projects, who can delete containers or edit risks within a project. This way, your governance rules flow directly into everyday work: A team member, for example, only sees the projects they are involved in, the steering committee can read a dashboard but not change anything, the PMO has full access to reporting and portfolio data, etc. This automation of rights ensures compliance by design – less manual control is needed because the system enforces the rules. Especially in larger organizations or in public administration, where accountability is important, this is a great advantage.
Container functionality for structure and scaling: WORKSPACE.PM offers the ability to organize projects into activity containers. These containers can be thought of as phases, sub-projects, or work packages. Each container has its own properties, progress indicators, risks, and even permissions. For maturity, this means you can manage complex projects structurally, which is a sign of higher maturity (instead of a confusing task mess). For example, a project could have a „Planning“ container and an „Implementation“ container, each with its own teams. Or a portfolio manager uses containers to map program structures. The container functionality increases the scalability of your PM approach – even very large projects remain manageable. It also fits the principle of operational flexibility: Teams can work agilely within their containers (e.g., a Kanban board per container) and still have an overall view. For PMO management, there is also the option to set up portfolio containers in which multiple projects can be viewed in aggregate (a virtual container for a portfolio). This way, WORKSPACE.PM bridges the gap between project and portfolio level, greatly facilitating project portfolio management.
Labels and filters for portfolio overview: Another feature is labels, which can be assigned and structured globally. You can label projects, tasks, risks, and containers. In practice, this allows, for example, each project to be tagged with strategic goals or portfolio affiliations. A PMO could create labels for „Strategic Initiative“, „Mandatory Project“, „Innovation“, etc. In the software, views can then be filtered – e.g., all projects with the label „Strategic Initiative“ – providing a quick overview for a portfolio manager. Resource bottlenecks can also be identified more quickly if, for example, tasks are labeled by skill or department and can be filtered. This categorization capability through labels helps a mature organization evaluate data and make decisions. Labels also allow company-wide standards to be mapped without restricting teams in their work (they only mark what it is, not how they should do it). Thus, WORKSPACE.PM supports the concept of standardization with flexibility – the structure is given, but within the categories, much is possible.
Reporting and dashboards for measuring maturity: Finally, WORKSPACE.PM offers extensive reporting functions. Standard reports such as project status, budget progress, risk assessments are available at the push of a button. For a mature organization, portfolio reporting is particularly important: an overview of all ongoing projects, aggregated key figures, traffic light displays, and utilization diagrams. With such central reporting, the PMO can track the impact of maturity initiatives. For example, one could define as a KPI: „% of projects with a complete risk register“. With WORKSPACE.PM, it can be evaluated in how many projects the risk container is filled – an indirect indicator of maturity. Time series can also be created to see if plan-actual deviations improve over the quarters. The software thus serves as a data basis to make the success of process improvements visible. In addition, individually customized reports or exports can be created if specific KPIs are needed.
In summary: WORKSPACE.PM is more than a tool for project recording – it is a platform for process support. For each of the action areas mentioned in the previous chapters, it brings functions that facilitate the transition to higher maturity. Of course, no tool replaces the substantive work on maturity (you still have to shape the culture and processes yourself), but it acts like a catalyst: Standards can be rolled out faster, governance is technically underpinned, and transparency increases. Especially PMO leaders who drive maturity development can achieve both quick wins (e.g., standardized reporting within a short time) and lay the long-term foundation for continuous improvement. In practice, it shows: Processes that are digitally supported and enforced have a higher chance of being adhered to even under stress – and that is a hallmark of true organizational maturity.
9. Conclusion: Maturity is Not a Goal – But a Path with a System
At the end of this guide is the realization: Maturity in project management is not a static goal that you achieve once and then check off, but a continuous path. A path that can be pursued systematically – through maturity models, targeted diagnosis, overcoming hurdles, building governance and appropriate standards, to using modern tools as enablers. Organizations develop from initial chaos to excellence by learning step by step what works for them and discarding the unnecessary.
For PMO leaders and senior project managers, this means: They are the architects of this improvement process. Maturity is not an end in itself – it pays off in tangible benefits: Projects run more smoothly, teams speak a common language, management gains transparency and can make informed decisions about the project portfolio. It is important to always maintain the balance – between control and agility, between standard and innovation. An organization should never become so „mature“ that it becomes inflexible. On the contrary, true excellence is shown in agility and adaptability despite clear structures.
In conclusion, it can be said: The path to project management excellence requires endurance and commitment. It is a journey where successes should be celebrated along the way – every maturity level you leave behind. And a journey that, with the right tools – whether maturity model as a map or WORKSPACE.PM as a multifunctional vehicle – is much more pleasant and faster. But no matter how good the vehicle is: everyone has to walk the path themselves. Maturity arises through continuous learning and improvement. In this sense: Do not see maturity as a distant peak, but as a constant companion of your projects. With systematics, leadership, and the right impulses, your project management will get better over time – a win for all involved. Maturity is not a goal, but a path – let’s walk it with system and foresight.
