Assessment of Project Management Office’s (PMO) Maturity: The Case of Ethiopian Airlines Group’s Information Technology PMO
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Date
2022-06
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Addis Ababa University
Abstract
The purpose of this study is to find out the list of functions the PMO delivers and the level of maturity of the PMO that would ultimately help the PMO to see if its functions and structural positioning are in alignment with the PMO’s mission. Level of maturity is assessed in such a way that shows the level of sophistication of delivering the 27 PMO functions. The data is collected using a questionnaire developed by Pinto, A., Cota, M., & Levin, G. (2010, July) on their study under the title “The PMO maturity cube, a project management office maturity model”. Interview was also conducted with key informants to find out the PMO’s mission, functions and structure. The objectives of the study and the availability of relevant information for the study dictate the use of quantitative research approach with qualitative interview. Due to the precise nature of the research topic, the population sample consists of Ethiopian Airlines IT division staffs under Application Design & Development department and the executive level individuals who are believed to be directly involved or affected by the PMO’s activities. Hence for this study all five executive level individuals, six Team Leaders, including the Team Leader for the PMO, and seven project managers under the PMO are selected through purposive sampling. Based on the data gathered and analyzed, it can be concluded that all functions are performed in the PMO. It is also evident from the answers to the interview questions and the company documents reviewed that the PMO is expected to provide all functional approaches, i.e., strategic, tactical, and operational. The overall maturity score of the PMO is 49%. This implies that the PMO’s overall maturity is “Intermediate”.
For the Ethiopian Airlines Group’s IT division to be successful in its external engagement it needs to evaluate the current maturity level of its PMO. Assessing PMO will help the organization identify any gaps the PMO might have in its project support functions and services. It also helps to identify if there are adequate functions which are aligned with the new direction of IT division. PMO must be structured in a way that would enable it to provide all the support its clients need and enable the PMO achieve its mission.
KEY WORDS: Project Management Office; PMO Models; PMO Functions, PMO Maturity