Developing performance indicators for the project management office depending on the project management maturity level in the company

This paper defines the concept of a project management office (PMO), considers its basic functions and models. It is shown how functions of a PMO influence selection of its particular model. After considering a number of algorithms for implementation of a PMO in a company, it has been concluded that many researchers ignore one of the most important stages - assessment of its effectiveness. In our view, it is at the stage of taking the decision about introduction of a PMO when the purpose of its functioning within the company and indicators to measure its performance should be determined. Having reviewed a number of studies in which authors identify the PMO functions depending on the maturity level of project management, we have found PMO functions to be essential in the relationship between the project management maturity and efficiency of its operation. This relationship was laid in the development of a system of indicators to assess the PMO efficiency. Using the Maturity Model P3M3 and characteristics of project management at each maturity level, we identified the main features of the PMO at each of these levels. Further, in order to build a system of performance indicators, objectives were defined for each function. At the third and fourth levels of maturity, the focus shifts from evaluating implementation of the functions to evaluating implementation of the projects and evaluating performance of the company as a whole. In our view, the system of indicators proposed must be defined at the stage of introducing the project office in the company, which will make it possible to adequately assess the contribution of the PMO to the development of project management as well as to the implementation of the company's strategy.