An EPMO under pressure gets an objective baseline
A Tier 4 assessment gave a hospital group's three-year-old EPMO an objective baseline — Maturity 1, Impact 1 — and a prioritised recovery roadmap with full executive backing.
- Start
- 15 Feb 2025
- Assessment level
- Tier 4
- Current maturity
- Level 1
- Current impact
- Level 1
- Future state
- Maturity 3, Impact 2+
Where it started.
A leading hospital group operated a PMO within its medical devices division, where project execution was inconsistent and performance visibility was limited. The head of that PMO attended an AIPMO Core certification course, where they applied the course case study methodology to redesign and improve their PMO's structure and services.
The resulting improvements were quickly recognized, leading to the head of PMO being promoted to lead the established EPMO, reporting directly to the executive -1 level. However, the EPMO, despite having been in place for over three years, faced significant challenges. Portfolio success rates were low, project governance was lacking, and no unified frameworks or service models were in place.
Amid growing executive concern and internal politics, a decision was made to conduct an objective, professional assessment based on world-class standards. An official PMO-MI® partner with experience in the healthcare and medical technology sector was engaged to carry out the assessment.
The EPMO was assessed at Maturity 1, Impact 1, which confirmed internal concerns. What followed was a clearly defined roadmap, prioritizing both urgent short-term interventions and a long-term maturity and impact development strategy.
What the assessment showed — and what was done.
Conducted a Tier 4 maturity and impact assessment
The assessment involved structured interviews, project reviews, and service domain evaluation. The PMO-MI® model helped the team identify deep structural issues, inconsistent service delivery, and a lack of alignment with hospital-wide strategy.
Delivered a tailored recovery and maturity roadmap
Based on the findings, a prioritized roadmap was developed. Immediate interventions focused on governance definition, stakeholder engagement, and critical service structuring. Long-term recommendations addressed capability development, cross-departmental integration, and impact tracking.
Positioned the EPMO for strategic alignment
By building a case around clinical and operational value, the EPMO was repositioned as a potential enabler of cross-functional initiatives, not just as an administrative layer. The roadmap included metrics and reporting tools to demonstrate value to medical leadership. A Tier 6 multi-PMO assessment is planned for the next financial year, encompassing a reassessment of this PMO and an integrated multi-PMO target operating model for all PMOs in the hospital.
Maturity and impact, plotted.
A deliberate first move from the low-maturity, low-impact corner toward maturity 3 / impact 3.
Where it stands now.
- Established baseline maturity and impact score for EPMO.
- Roadmap approved by hospital leadership with full executive backing.
- Governance framework introduced and adopted across two pilot departments.
- Early signs of improved project delivery and increased visibility of PMO value.
- Strengthened PMO credibility within the organization and among clinical stakeholders.
Let's elevate your PMO.
Book your assessment and see where your PMO stands — on evidence, not opinion.