Maturity models are used to track the performance and progress of the organizational development in a certain discipline.
The following maturity model goes beyond the usual approach and takes into consideration the development of the end-to-end processes in portfolio management to an holistic circle of the in- and outputs. In this approach the portfolio manager develops from a more reactive portfolio administrator to a proactive portfolio executive.
The most important but also difficult step is between Level 3 and 4. This is when the portfolio management changes from the more administrative role into an execution function. During this phase of maturity development the organization moves from only managing a list of projects to real portfolio management with clearly defined benefit deliverables.