Assessment Function Model

The PMO should become the resident expert in assessments associated with project management. That means (a) knowing the types of assessments that can be utilized to achieve desired improvement in project management performance and (b) facilitating the accomplishment of those assessments to begin the improvement efforts.

The prominent activities of the PMO's "assessment" function model are depicted in Figure 6.1. Each activity is described in the following subsections.

Figure 6.1: "Assessment" Function Model

Conduct Competency Assessments

The PMO should conduct competency assessments first from the perspective of helping individuals to ascertain their own level of skill and knowledge as a beneficial step in professional development. Then, it can view competency assessments from the perspective of making project team performance more effective. Finally, it must also pursue competency assessments relative to business interests, whereby the strengths and weaknesses are identified and actions are taken to improve individual competency contributions to the achievement of business objectives.

The PMO can address competency assessments as presented in the following three activities.

Identify Competency Assessments

For the purposes of this model, competency is a measure of individual technical or professional skill and knowledge, and in some cases includes determining the ability to apply that skill and knowledge within the project management environment. In general, competency is not a direct measure of experience. However, to the extent that experience contributes to the retention of skill and knowledge, experience can influence increased competency. As well, it is possible that someone with less experience could demonstrate greater competency in the comprehension and application of skill and knowledge than someone with more experience, particularly when new concepts, practices, or standards are introduced. Therefore, the PMO will need to be precise in selecting the assessments used to evaluate competency in the project management environment.

Competency assessments are normally conducted with reference to a specific skill, knowledge area, or performance standard. The following are a few relevant methods that the PMO can consider for use in evaluating individual competency in the project management environment:

• Project management competency assessment: An evaluation of individual skill and knowledge of concepts, practices, and principles of modern project management. This assessment is most applicable to project managers; however, the PMO also may consider its use for project team members and other project stakeholders as well.

• Technical competency assessment: An evaluation of particular technical skills and knowledge needed by members of the project team having responsibilities for achievement of the technical work elements of the project. The PMO will have to determine the nature of technical competency to be measured, and select assessment tools for the various technical disciplines aligned with project efforts.

• Professional certification: In lieu of specific competency assessment tools, the PMO can consider professional certification credentials as an indicator of technical or professional competency. Of course, it will have to identify the basis by which such awarded credentials evaluate skill and knowledge, and determine whether that is an acceptable indicator of competency within the relevant organization.

For the mpost part, unless the relevant organization is in the business of developing project management competency assessment models and tools, the PMO will be wise to obtain such competency assessments from external sources. These sources normally administer the assessment, compile and analyze assessment results, and provide recommendations for improvement — as comprehensive a support package as is needed and arranged by the PMO.

Conduct Competency Assessments

This activity presents an overview of the primary activities the PMO will normally perform in conducting competency assessments. It can review and consider the following steps as it prepares to evaluate competency in the project management environment:

• Collaborate need for competency assessment: Achieve concurrence and approval of key managers in the relevant organization before proceeding with the assessment.

• Select the competency assessment instrument: Determine the project management or technical standards to be measured and select the assessment instrument that will measure individual competency against those standards. Plan and coordinate arrangements for assessment administration to include likely participation by the assessment instrument vendor.

• Announce the competency assessment: Prepare an announcement that describes the need for the assessment relative to planning and achieving business interests, and not as a measure of individual performance. Emphasize the confidential nature of individual assessment results, and indicate how the PMO and senior management will review results from a group perspective.

• Notify assessment participants: Notify selected assessment participants of the arrangements for taking the assessment. Dates, times, and location will need to be conveyed for paper-based assessments; date and time periods, Web addresses, and access passwords will need to be conveyed for on-line assessments.

• Conduct the assessment and analyze results: Monitor internal or vendor activities through the assessment process, normally concluding with the delivery of a report of analyzed competency results (and possibly recommendations for improvement).

• Review results and formulate strategies: Distribute the competency assessment report for review by the PMO and key managers in the relevant organization. In turn, convene this group to deliberate and discuss strategies for overall competency improvement, to include such things as:

  • Enrollment in project management training programs

  • Enrollment in technical training courses

  • Project management mentoring

  • Process guidance improvement

  • Policy guidance improvement

• Prepare the action plan for competency improvement: Develop an action plan with specific activities, responsibility assignments, and completion dates to implement the selected strategies for improving individual and overall competency within the project management environment.

Implement Competency Improvement Plans

The action plan for competency improvement can range from uncomplicated to complex in nature, and the PMO will normally have responsibility for its implementation. In the case of competency improvement, there will usually be involvement by the human resources training unit, as training solutions are the common response to competency issues. Along those lines, project managers will undoubtedly serve competency improvement efforts by helping to define training needs for themselves and their project teams. They would also likely be involved in implementing any nontraining solutions contained in the action plan. Action plans that address nontraining solutions are highlighted in the capability and maturity sections of this function. This competency section will focus on implementing the training solution.

The PMO's responsibility to conduct or otherwise manage the implementation of the training solution for competency improvement is characterized by several key steps:

• Specify the training requirements: Per the weaknesses identified in the competency assessment, determine the type of training required to improve individual contributions to project management efficiency and effectiveness and project performance.

• Identify and select the preferred source of training: Review internal and external sources of training program delivery, confirm that they have existing courses or programs that will fulfill current training requirements, and select the training provider that will best serve the interests of the project management or technical competency improvement effort.

• Arrange delivery of the desired training courses or program: In collaboration with the training provider, determine the training courses or program to be delivered and schedule them for delivery in the project management environment.

• Administer training program enrollment: Notify training participants of the availability of training or of their specific selection for attendance. Publish and distribute the schedule, delivery dates, and location for each training program, and include information that identifies the benefits of attendance and convey PMO and relevant organization encouragement to enroll and attend. Specify the procedures for on-line or manual training program enrollment.

• Conduct the training program: Monitor training program delivery, to include participant registration, attendance, and completion. Review instructor and participant evaluations of each training program conducted.

The PMO should evaluate how well the training solution has translated into competency improvement in the workplace. It should be able to informally discern some level of individual and group performance improvement soon after training has been completed by individuals. As well, it can conduct another formal competency assessment after some reasonable period of time, perhaps annually, to obtain quantifiable competency improvement information and measurement.

Conduct Capability Assessments

The PMO should conduct project management capability assessments to ascertain what is being done to achieve a professional level of project management in the relevant organization. The desired level of capability is normally indicated by the preferred standards of project management or internal policy guidance. The project management capability assessment helps to identify how well those standards are being met.

The PMO can address capability assessments as presented in the following three activities.

Identify Capability Assessments

For the purposes of this model, capability is a measure of (a) what people, processes, and practices are currently in place in the relevant organization and (b) how well they contribute to the achievement of project management objectives. Project management capability assessments often involve a cross-examination of the business environment and the project management environment.

The following is a list of several of the more prominent project management capability assessments that the PMO can consider for use in the relevant organization:

• State of project management assessment: A comprehensive examination of the project management environment to determine capability derived from organizational structure and project resource alignment, project management methodology deployment, and senior management oversight and involvement in project management. These three assessment components can be examined separately, each requiring about the same time it takes for the complete assessment, but they provide extremely valuable insight to the PMO when combined and performed concurrently under this type of assessment.

• Project organizational structure assessment: An examination of how project management responsibilities are aligned within the relevant organization, and of how project resources are acquired, assigned, and managed within the project management environment. It also usually includes an evaluation of the reasonableness of project manager and project team member workload in terms of the number and types of projects assigned and individual ability and competency to accomplish the required work.

• Project management methodology assessment: An examination of the completeness of the current methodology process used in the course of managing projects. This assessment has a particular focus on identifying gaps in essential project management activities (consistent with the specified standards), and it includes an evaluation of how well currently prescribed processes and practices are being accomplished.

• Senior management oversight assessment: An examination of leadership activities in the relevant organization, possibly including the PMO role, to ascertain the current level of senior manager awareness of project management capability and involvement in project management oversight, control, and support. This assessment can also be used to identify executive and senior management strategies and perspectives for desired capability within the project management environment.

• Standards compliance assessment: If not inherently covered by performing the project management methodology assessment, this examination can identify additional standards that are applicable within the project management environment and then evaluate their integration and achievement.

• Technical capability assessments: An examination that ascertains how well technical aspects of project work are being accomplished. It includes an evaluation of applicable technical processes and procedures, and therefore requires an assessor with particular technical expertise that is aligned with the technical nature of projects under consideration. The PMO may have to define the basis or standard that applies to the technical processes and procedures being examined. Where there are multiple technical disciplines present in the project management environment, appropriate technical standards must be defined for each technical discipline. Note that many organizations are familiar with the Software Engineering Institute's capability maturity model (SEI-CMM) that is widely used to guide and establish capability in software development (and related technical areas). In the context of this PMO model, the SEI-CMM is a technical standard and approach that warrants examination using a technical capability assessment. It is not a project management process or standard because of its distinct technical content and focus, and it is not a project management maturity model because it does not extend guidance to all types of projects or facilitate enterprisewide coverage. However, it is recognized as a technical-based capability maturity model that appears preeminent in its purpose, and it is that capability that is evaluated within this technical assessment category.

• Strategic integration assessment: An examination of the processes and procedures associated with project selection, integration, and ongoing management review relative to the achievement of strategic business objectives, e.g., project portfolio management. It includes an evaluation of (a) an evaluation of the project portfolio management used and (b) the frequency and nature of executive involvement in the project portfolio management process or other similar activity at this strategic level.

The PMO can consider these assessments, or it can devise or acquire others that enable it to obtain indications of project management capability within the relevant organization.

Conduct Capability Assessments

A capability assessment helps the PMO to establish a frame of reference about current conditions in the area examined. It can use that frame of reference to make decisions regarding the direction to be taken to improve or enhance the current capability.

This activity presents an overview of the primary activities the PMO will normally perform in conducting capability assessments. It can review and consider the following steps as it prepares to evaluate project management capability in the relevant organization:

• Identify type of capability assessment needed: Review observations and project performance indicators to isolate any particular problem areas that warrant closer examination, and select the appropriate assessments that will provide more detailed insight in those areas. As well, review the broader option for establishing an assessment baseline that will provide a complete examination of capability within the project management environment, and select an approach like the "state of project assessment" to conduct the examination.

• Collaborate need for capability assessment: A capability assessment represents an intervention in the project management environment that will require the time and participation of project managers, project team members, and other project stakeholders across several if not all projects. Due to this impact, the PMO should obtain buy-in from affected managers and concurrence from other key managers in the relevant organization before proceeding with the assessment.

• Identify the capability assessment team: Determine the internal or external resources that will be used to conduct the capability assessment. Capability assessment accuracy and adequacy comes from the deliberations and judgment of highly qualified professionals in project management. The PMO can certainly develop that professional competency internally, but it also can call upon external, prequalified professionals who can bring full project management assessment capability, and a proven assessment process, on relatively short notice to fulfill the PMO's capability assessment needs.

• Announce the capability assessment: Prepare an announcement that describes the purpose for the assessment relative to planning and achieving business interests, and not as a measure of project manager or project team performance. Emphasize the cross-project nature of the examination to illustrate that no one project or person will be singled out during the assessment. Focus on the benefits of learning the status of current project management capability relative to industry standards and best practices.

• Plan and prepare for the capability assessment: Use the guidance and experience of the capability assessment team to complete assessment planning and preparation activities:

  • Identify assessment stakeholders in the relevant organization

  • Determine the assessment scope and purpose

  • Establish the assessment period

  • Identify relevant project managers

  • Identify other assessment participants

  • Specify preferred project documentation and sample size for review

  • Develop a meeting and interview schedule

  • Notify and arrange individual assessment participation

• Conduct the capability assessment: A capability assessment requires identification and verification of what conditions currently exist in the project management environment. Note that if the PMO does not itself conduct the capability assessment, it should monitor assessment team activities throughout the on-site assessment process. The capability assessment team will work on-site to lead and perform the following fundamental activities:

  • Initial meeting with management or assessment sponsor

  • Assessment interviews

  • Project document reviews

  • Interim information compilation and analyses

  • Meeting with management or assessment sponsor to discuss preliminary findings

• Prepare and present capability assessment results: The capability assessment team will conduct a final analysis of information and prepare a written report of assessment findings and recommendations. Often, the capability assessment team will also prepare a summary of findings and recommendations for oral presentation to management, and sometimes to the relevant assessment participants in the project management environment.

• Review results and formulate strategies: Distribute the capability assessment report for review by the PMO and key managers in the relevant organization. In turn, convene this group to deliberate and discuss strategies for overall capability improvement. The nature of the assessment and its associated findings and recommendations will enable the PMO to focus on one or more capability development areas. Some of the more common strategies for improvement will lead the PMO to consider the following activities:

  • Further detailed examination of capability or competency

  • Project management and technical training

  • Project team member and project team development activities

  • Project management or technical process development

  • Project management methodology development

  • Project management tool implementation

  • PMO function expansion

  • Project management mentoring

  • Implementation of knowledge management system

  • Implementation of portfolio management system

• Prepare the action plan for capability improvement: Develop an action plan with specific activities, responsibility assignments, and completion dates to implement the selected strategies for improving project management capability within the relevant organization.

Implement Capability Improvement Plans

The action plan for capability improvement in the project management environment will likely be more complex than not. In any event, capability improvement plans tend to have durations on the order of weeks or months. This is because there are usually some new or significant concepts being introduced, and they usually require sufficient time for advance design planning and coordination actions, followed by the actual solution development and implementation effort.

To that end, there is no specific activity guidance that can be offered in advance of knowing the type of capability improvement effort being pursued. However, note that many of these improvement initiatives can be planned and conducted in the same manner as other projects. Nevertheless, here are a few general guidelines the PMO can consider as it attends to project management capability improvement initiatives:

• Establish a core oversight team: Convene a core team of end users to conduct deliberations and make decisions regarding the planning and design of the preferred solution. This team is needed whether the initiative is being led by internal project management experts, perhaps the PMO, or external project management consultants. This team will ensure that end users in the project management environment are adequately represented as the project management experts present design and content considerations for the preferred solution. Above all, ensure the members of this core team are available at critical design and decision points in the early stages of education development.

• Apply professional project management expertise: Identify and engage qualified professionals in project management to introduce capability improvements in the project management environment. The PMO should involve experienced professionals who can comprehend and convey the concepts and practices of modern project management and their integration with technical and business interests. If this expertise is not readily available within the relevant organization, the PMO may need to consider the use of external resources that can bring essential project management experience and expertise to the initiative. An added value of using external expertise is that qualified consultants should bring experience that expedites achievement of the initiative.

• Obtain executive support: Obtain executive support for the initiative, and facilitate continuation of that support through completion of the initiative. First, executive support will be needed to provide adequate funding for the capability improvement initiative. Presumably, the PMO will be able to show the benefits and business advantage to be achieved by the initiative in order to gain the necessary funding. Second, executive support may be needed to influence the prescribed use of any new processes, practices, or procedures introduced into the relevant organization, possibly across business units. The PMO should attempt to have this type of support demonstrated at the onset of the initiative, but particularly at the point in time when the solution is ready for implementation. Executive influence is an effective response to most types of resistance encountered.

• Prepare users for solution implementation: Make the project management environment, and for that matter the relevant organization, ready for solution implementation. In particular, individuals and teams responsible for applying a new process, tool, concept, or activity need to become familiar, and possibly competent, in using the prescribed solution within their work effort. During solution development, keep people informed about what is planned. As the time for implementation approaches, provide information updates and training, as necessary. During implementation, project management mentors provide an excellent means to transfer skill and knowledge regarding use of the prescribed solution.

• Solicit early user feedback: Provide the means for users to evaluate and respond to capability improvement initiatives. Users often will be the first to discover unintended nuances in the new process or inaccuracies or something missing in the worksheet, etc. In most cases, these represent relatively minor adjustments that can be made to correct deficiencies and then credited to individual feedback. As well, there could be situations of user uncertainty and resistance, and having a feedback mechanism provides a means for users' concerns to be heard and acknowledged as a step toward their ultimate acceptance of the solution.

Conduct Maturity Assessments

The PMO should conduct a project management maturity assessment to ascertain the level of attained achievement of certain capabilities — prominently, project management and business integration in the relevant organization.

Project management maturity assessments provide guidance that allows organizations to pursue continuous improvement in managing and developing project management capabilities within the relevant organization. This is accomplished through use of a project management maturity model that specifies progressive and broader capabilities associated with increasing levels of maturity.

While capability assessments address performance in the project management environment, maturity assessments examine that performance plus the alignment of organizational operations and business influences on project management. The lower levels of project management maturity do tend to focus on achieving the essential capabilities implemented for use at the project level, as covered in the previous section on capability assessments. In turn, the middle and higher levels of project management maturity begin introducing a broader strategic perspective, one that suggests that project management is a core business competency and a way of doing business. The highest levels of project management maturity are characterized by demonstrated executive involvement and support, extended business unit participation, integrated customer and vendor/contractor associations, and defined pursuits that foster continuous improvement within the enterprise and contribute project management innovations to industry.

The PMO can address project management maturity assessments as presented in the following three activities.

Identify Maturity Assessments

A project management maturity assessment is a significant undertaking for any organization. The maturity assessment, even in smaller organizations, can incur several weeks of work for a small assessment team. This is because of the depth and extent of the examination performed. It is an examination that delves deeply into the project management environment. The maturity assessment is an intervention of discovery — going places some project managers have not gone before. In the wake, discoveries are illuminated and adjudged to identify merit or, sometimes, shortcomings. Known shortcomings can be rectified; unknown shortcomings cannot.

The maturity assessment, however, is also a guiding light that helps achieve business advantage in the marketplace, effectiveness and efficiency in the workplace, and professional recognition in industry and everyplace. The discoveries resulting from an effective project management maturity assessment can be used to formulate strategy and develop a comprehensive roadmap in pursuit of project management excellence.

The PMO will have to select a project management maturity model as its frame of reference for an organizational maturity assessment. The marketplace offers several project management maturity models. The PMO can consider the following points and features in selecting an appropriate project management maturity model for use in evaluating the relevant organization or enterprise:

• Defined maturity levels: The model defines and describes the conditions and capabilities required for each progressive level of project management maturity. This includes (a) specification of the indicators used to judge attainment of those conditions and capabilities and (b) the acceptable thresholds to be achieved for each indicator. This makes the model reusable and the results repeatable and consistent for the same and similar conditions and capabilities discovered throughout the relevant organization.

• Adequate organizational coverage: The model presents an organizational perspective of project management capability. It is the organization that is evaluated for project management maturity, not just the capability at the project level. Therefore, the assessment should include participation at the highest management levels in the relevant organization and across the various relevant business units.

• Prescribed assessment process: The model identifies and describes the action steps for conducting a project management maturity assessment. It enables the user, i.e., the PMO, to plan assessment activities, prepare informational announcements, schedule and arrange participation, and assign and manage staff responsibilities.

• Essential technical guidance: The model provides detailed guidance to the assessment team regarding technical content reviews, i.e., what project documents or materials to examine, what to look for, and how to interpret what is discovered. Similarly, interviews and questionnaires are prescribed and standardized to ensure consistency of (a) information collection across the selected group of interviewees and (b) responses presented by interviewers.

• Comprehensive assessment report: The model provides clear and complete assessment documentation to substantiate the discovery and analysis of findings and to support the determination of the adjudged maturity level. Information tools, assessment templates, and evaluation forms used for information collection and analysis are identified, and where appropriate and possible, attached to the assessment report.

The PMO may wish to specify other features for the project management maturity model that will be used within the relevant organization.

Conduct Maturity Assessments

The selection of a viable project management maturity model will allow the PMO to plan and conduct the maturity assessment. However, to the extent that the PMO has competency to conduct a maturity assessment, it may still want to consider the value of a third-party assessor who can provide an impartial and unbiased examination of the enterprise. In some commercially available maturity models, consultants are trained and certified to comprehend the models and to use the associated assessment process and materials. Unless the PMO desires to identify qualified individuals for such training and certification internally, the use of prequalified consultants will likely expedite the accomplishment and ensure greater accuracy of the project management maturity assessment.

In lieu of third-party maturity assessments, the PMO may want to consider use of abbreviated self-assessment instruments based on the preferred maturity model. This usually consists of completing questionnaires (normally on-line), but also removes the elements of personal interviews and examination of relevant documents by expert assessors. Nevertheless, a maturity self-assessment will provide a baseline and a basis for the PMO to conduct improvement initiatives.

The following are several common steps that the PMO can anticipate encountering in the course of conducting a comprehensive project management maturity assessment:

• Form the assessment team: The activities associated with an organizationwide project management maturity assessment will likely be a small team effort. There is certainly benefit to having multiple opinions expressed during the assessment process. If an external team is used, there will still be a need for active, internal participation. This team should be convened to accomplish initial assessment planning, arrange for participation in the relevant organization, and conduct and manage assessment activities.

• Conduct initial assessment meeting: The initial assessment meeting is conducted to plan the assessment effort. The assessment team will review the assessment model and process, assign team member responsibilities, and walk through assessment activities.

• Administer prequalifying participant questionnaire (optional step): This step is performed when the population of the relevant organization is sufficiently large to warrant identification of a representative sample of the total population. Prequalification is accomplished by administering a preliminary questionnaire to the population as a means to determine the population sample on which to focus. Additional assessment team meetings may be needed to review questionnaire results and select the sample to be used.

• Conduct assessment: Assessors will likely convene at intervals during the assessment period to review and compare interim assessment results and to deliberate and discuss issues and accomplishments. The qualified assessment team members who have responsibility for performing the assessment proceed to conduct the following activities:

  • Conduct interviews with management

  • Conduct interviews with project managers and project team members

  • Examine relevant project management documents and materials

  • Examine relevant organizational documents and materials

• Compile and analyze maturity assessment information: Upon completion of on-site activities, assessors will "retreat" to survey and evaluate the assessment information collected from questionnaires, interviews, and document reviews. The assessment team will then develop and deliberate assessment findings and assign a project management maturity rating based on weighing criteria and other guidance provided by the maturity model used.

• Prepare assessment report: The assessment team describes its effort and presents the results of its evaluation in a written maturity assessment report. The report commonly includes the following major sections:

  • Executive overview

  • Assessment approach (model and process used)

  • Assessment finds (categorized statement of condition)

  • Assessment recommendations

  • Report attachments — data collection forms, analysis worksheets, etc.

Prepare Maturity Advancement Plans

The development of action plans for advancing project management maturity within the relevant organization will be influenced by the maturity level assessed. As alluded to earlier, lower maturity ratings will warrant fundamental project management capability enhancements, e.g., use of standard methodology and repeatable processes across all projects, introduction of standards, and implementation of tools and techniques. In contrast, advancements at mid and high levels of maturity will address broader organizational issues, e.g., strategic alignment and project portfolio management; organizational change; and centralized project management oversight, support, and control activities (i.e., PMO function implementation).

For the most part, the same general steps for capability improvement plans are applicable to maturity advancement plans. The following points present a few distinguishing features of maturity advancement plans:

• Senior management involvement: While senior management involvement and support is always sought throughout capability improvement efforts, it becomes more essential to maturity advancement efforts. In order to achieve higher levels of project management maturity, per comprehensive maturity models, executives must demonstrate involvement, support, and leadership as a measure of advanced project management maturity.

• Broader stakeholder involvement: The project manager and project team members are distinctly involved in capability improvement, and they continue their focus on capability development within the project management environment as an important contribution to organizational maturity. As well, other project stakeholders also take on a contributing role in the achievement of project management maturity. Notably, customer and vendor/contractor participation in the project management environment is characterized by close alignment of business policies, processes, and practices. This suggests that stakeholders are involved in defining some of the solutions needed for maturity, including participation in the development and implementation of maturity advancement plans.

• Cross-business unit collaboration: In a mature project management organization, support units adapt and integrate business procedures for use within the project management environment. Other business units having responsibilities in different technical disciplines all establish links and integration with the standard project management methodology prescribed by a central authority (i.e., the PMO), but in collaboration with the variety of technical users throughout the relevant organization.

• Continuous improvement: In capability improvement efforts, the desired capability is measured, achieved, and maintained. Maturity advancement extends present capability through an ongoing, continuous-improvement effort that addresses: What can be done next? How can current capability be enhanced? What new techniques and technologies can be introduced? What project management innovations have been created internally that can be contributed to industry or the project management discipline? Project management maturity is not maintenance of current capability. It is growth and improvement of current capability. Yesterday's best practices may not be tomorrow's business solutions.:

• Strategic enterprise application: The pursuit of project management maturity has strategic importance throughout the enterprise. Maturity advancement plans, even for achieving lower level project management maturity ratings, recognize this. Project management capability is pursued and solutions devised with consideration for how the entire relevant organization benefits. Project management maturity advancement plans are consistent with and contribute to strategic business objectives of the enterprise.

The PMO may or may not control the implementation of maturity advancement plans. It normally will be responsible for plan implementation within the project management environment. It may be charged with plan implementation progress monitoring across the relevant organization — until the next maturity assessment is conducted.