Many organisations invest in maturity assessments but struggle to turn the results into action. The issue is rarely the assessment itself. It is the absence of a clear maturity roadmap.
According to Wellingtone’s annual State of Project Management research, over half of organisations are dissatisfied with their current level of project management maturity (PPM). Without a maturity roadmap to prioritise and sequence improvement, assessment insight often stalls.
In this article, we focus on how maturity assessment insight is translated into a clear, practical maturity roadmap that strengthens delivery, elevates the PMO, and supports organisational goals. PPM refers to an organisation’s combined project, programme, and portfolio management capability.
What is a Project Management Maturity Roadmap?
A project management maturity (PPM) roadmap is a structured, evidence based plan that sets out how an organisation will evolve its project, programme, portfolio, and PMO capability over time.
Unlike a static improvement plan, a maturity roadmap reflects organisational context, capacity for change, and strategic priorities. It provides clarity on where to focus, what to sequence, and what not to tackle yet.
As Emma Ruth Arnaz Pemberton often highlights in community sessions:
The value of a maturity assessment is not the score. It is what you choose to do next, and how clearly you turn insight into action.
Why Assess Project Management Maturity (PPM) in the First Place?
Maturity assessments provide an independent, evidence based view of performance, allowing organisations to move beyond gut feel and internal perception.
They help create:
- A clear view of current capability using benchmarks and data
- A credible case for change supported by external evidence
- A shared understanding across stakeholders with differing perspectives
- Greater professional recognition of PPM and PMO roles
- Competitive advantage where maturity is required in procurement or partnership
Most organisations assess maturity on a two year cycle, often with a lighter interim review. This creates both a long term direction and an opportunity to course correct.
What Benefits Does a Maturity Assessment Deliver?
| From a Strategic Perspective | From a delivery perspective | From a capability perspective |
|---|---|---|
| Organisations often see a more prominent return on investment which in turn leads to more lucrative contracts with organisations who require specific levels of maturity as part of their procurement processes | Delivery teams see efficiencies in internal processes which brings better knowledge management and reduced waste in the form of duplicated or unnecessary work | The strategic decision to focus on project management as a discipline helps organisations attract and retain a quality workforce who have confidence in the journey |
Which Project Management Maturity (PPM) Models Are Available?
There are multiple maturity models used across the industry. The most commonly discussed include:
| Model | Focus and use |
|---|---|
| Wellingtone | Flexible, data rich assessment covering 15 value enablers, designed to inform practical roadmaps |
| P3M3 | Globally recognised, independently accredited audit across seven perspectives |
| OPM3 | PMI developed organisational maturity model |
| CMMI | Capability model typically used in software and service environments |
| Proprietary models | Industry or advisory specific models, such as those used by Gartner |
Regardless of the model selected, the Wellingtone philosophy remains consistent. Test what is documented, what is practised, and what is experienced.
What Level of Project Management Maturity (PPM) Should Organisations Aim For?
There is no universal right answer. Organisational context, culture, and ambition all matter.
Most maturity models describe five broad levels:
| Level | Characteristics |
|---|---|
| Initial | Awareness of need for structure, limited consistency |
| Defined | Documented and repeatable processes, variable adoption |
| Standardised | Consistent organisational application |
| Managed | Data driven improvement and performance analysis |
| Optimised | Continuous improvement informing decision making |
Many organisations do not aspire to level five. For many, consistent and well embedded practices deliver more value than theoretical optimisation.
What Gets in The Way of Project Management Maturity (PPM)?
PMO models in practice
In this FuturePMO session, Emma explores how PMO models have evolved, why some approaches succeed while others fail, and why understanding PMO nature matters more than structure when designing a roadmap for maturity.
| Common strengths | Common improvement areas |
|---|---|
| Growing PMO influence | Inconsistent assurance |
| Appetite for improvement | Gaps in stakeholder management |
| Better prioritisation | Fragmented data and tooling |
How Do You Turn Insight Into an Actionable Maturity Roadmap?
The most effective roadmaps share common principles.
- Focus on the highest value improvements first
- Build a realistic schedule that reflects capacity and change fatigue
- Understand dependencies between processes, tools, and behaviours
- Address skills and capability gaps early
- Balance quick wins with longer term change
- Communicate progress visibly and consistently
As Emma often reminds PMO leaders:
A maturity roadmap is not a wish list. It is a set of deliberate choices about where to focus, what to sequence, and what to stop doing.
How Does a Maturity Roadmap Relate to a PMO Roadmap?
PMO maturity in practice
In this session, Emma explores how PMO maturity develops over time, why it must be understood at an organisational level rather than a project level, and what this means for designing realistic maturity roadmaps.
A maturity roadmap sets direction across the whole PPM landscape. A PMO roadmap focuses on what the PMO can directly influence and deliver.
Used together, they reinforce one another. You can explore this relationship further in our PMO roadmap guidance.
The biggest barrier to maturity is rarely technical. It is mindset.
Organisations often view themselves as unique. While every organisation has its own culture and DNA, this belief can prevent teams from looking externally, benchmarking honestly, or learning from others.
Emma frequently reflects on this in her work:
I have met organisations that are highly advanced in what they deliver, but extremely rigid in how they deliver it. Not because it needs to be that way, but because they believe their way is the only way.
How Do You Build a Case For Change?
A strong case for change connects assessment insight with human impact.
Key questions to explore include:
- Who are the key players shaping project management maturity (PPM)
- What does each group really want or need
- Where do they have influence or control
- Which areas are most likely to benefit from improvement
Common focus areas include governance, technology, benefits management, OKRs, and lifecycle design.
What Does Good Future Maturity Look Like?
During Wellingtone community discussions, practitioners often describe future maturity using terms such as:
- AI supported
- Streamlined
- Consistent
- Fair
- Logical
- Minimum viable bureaucracy
This reflects a broader trend towards simplification rather than control.
What Happens After a Maturity Assessment?
From assessment insight to action
This session explores how PMO and project leaders turn maturity assessment findings into credible, prioritised roadmaps that drive real change rather than producing reports that sit on the shelf.
This is where maturity roadmaps matter most.
A maturity assessment produces insight. A maturity roadmap turns that insight into action.
Common strengths and improvement areas often emerge.
