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Home > Consulting > Organizational Maturity > Organizational Maturity Assessment

Organizational Maturity Assessment

Today’s organizations have evolved and become more complex than at any other moment in the past. The many evolutions that have impacted technology and the economic environment have given rise to numerous opportunities as well as major challenges for organizations. A major challenge for organizations is to remain aligned on their strategic goals and have the capacity to use them to produce results that will meet expectations. Organizations will naturally deliver strategic changes by managing their projects.

Many organizations are convinced that they manage their projects efficiently. However, upon closer examination, we realize that they do not follow a standard process, they are often managed in an ad hoc manner and the organizational structure is not adapted to support project management (organizational project management).


  • Are the projects delivering the expected strategic benefits?
  • Are you convinced that the projects you have chosen are contributing to your strategy?
  • Do your projects and project teams have the standardized and formalized tools they need to produce the expected benefits?

How to proceed?

By assessing their organizational project management maturity level, organizations take stock of their current situation and determine the actions they need to take to attain the level of maturity that will enable them to achieve their goals. More specifically, this enables them to :

  • Identify and understand processes that have been consistently useful for their organization
  • Implement process improvement practices designed to further develop organizational maturity
  • Assess their organization’s strategic and tactical planning skills with respect to individual and group project management
  • Integrate the best organizational practices in portfolio, program and project management. To enable comparisons with other organizations, it is preferable to use a recognized maturity model as a reference.

Our solutions

PMGS has developed an approach to assess organizations’ project management maturity level. This approach named Organizational Project Management CAPability assessment (OPMCAP®) is based on Project Management Institute, Inc. (PMI) OPM3® (Organizational Project Management Maturity Model) standard and management framework.

PMGS proposes OPMCAP® in two different version: a generic one, based on best practices and a customized one, adapted to your organization’s environment.

This approach consists of a three-step assessment project :

  1. Initiation and planning: The need to complete an assessment is acknowledged. The assessment is launched during a kick-off meeting with the assessment’s sponsor to confirm the scope of the assessment.
  2. Execution: The duration of the assessment period will vary according to the scope of the assessment. The assessment consists of asking a series of questions to representatives at various levels of the organization who support projects (finances, HR, quality assurance, sales, legal services, project offices, project management, etc). The level of maturity that the organization is seeking to achieve will determine the number of questions and the duration of the interviews. Some of the questions deal with the business requirements and processes (customization according to project management and governance processes, etc.). Moreover, most of the questions result from the best practices as defined by PMI standards for portfolios, programs and projects. PMGS works hand in hand with the company to identify the questions’ specific parameters, i.e., the level of maturity to be achieved on each subject and question (targets).
  3. Analysis and conclusion of the assessment project: Assessment findings are analyzed to identify differences between the maturity goals to be achieved (targets) and the improvement findings, thus providing the organization with a list of potential improvements.
    • Maturity goals are represented by skills and best practices
    • Potential improvements are consequently developed to address inadequacies with respect to capacities and best practices. The analysis is presented in both quantitative and qualitative terms. A summary report and a detailed report present statistics/graphs and recommendations based on assessment findings
    • Reports are presented to the assessment sponsors; these reports explain the findings and suggest improvements. Depending on the breadth of the improvements, PMGS will recommend rapid adjustments and corrective measures or projects aimed at making major changes or improvements.


  • Schneider Electric
  • Nestlé