Method of Selecting the Maturity Level of an Organization When Managing a Project Portfolio

In recent decades, managing a portfolio of projects from an empirical field has turned into an area with developed management technologies, including the active use of information technologies. A few standards and guidelines have been created in the field of project portfolio management. The effect of managing the organization’s project portfolio substantially depends on the level of use of the project portfolio management capabilities. The level of use of project portfolio management capabilities is the level of organizational maturity in this area.The aim of this paper is to create a method for choosing the organization's maturity level in the field of project portfolio management.A method for assessing the maturity of an organization in the field of project portfolio management is proposed. The method is based on assessing the application of principles, functions, life cycle, specialized organizational structure, prescribed roles, and responsibilities for their implementation in managing a portfolio of projects. A distinctive feature of the method is that when evaluating, a generalized table of project portfolio management processes is used. The functions performed should be reflected in this table. Each function in the table has a given weight. Weights are also assigned to all other components of the project portfolio management approach. A method is proposed for choosing the maturity level of managing an organization’s project portfolio based on optimizing the maturity level and costs of managing a project portfolio.