Project selection and prioritisation use clear organisational criteria.Some initiatives have a strategic contribution that is not fully clear today.Priorities are reviewed when strategy, dependencies or capacity change.Expected benefits and operational outcomes stay visible after approval.

Roles, decision rights and governance gates are defined and used consistently.Governance expectations differ between departments or sponsors.Exceptions, approvals and major changes are documented and traceable.The PMO is expected to provide control, but does not always have all required information or authority.

A common project lifecycle is adapted to project type and size.Different methods across departments can create gaps at project interfaces.Use of important project processes and required evidence is visible.Templates and methods exist, but are not always used in daily project work.

Plans, baselines and forecasts follow common quality expectations.Project status still depends a lot on judgement or manual interpretation.Dependencies, changes and portfolio effects are actively managed.Some delivery issues become clear only when escalation is already close.

Resource demand and available capacity are consolidated across the relevant portfolio.The same critical people or skills are often needed by competing projects.Resource conflicts are resolved using transparent portfolio priorities.Important skill or capacity constraints are forecast before they affect delivery.

Portfolio reporting still needs significant manual collection and consolidation.Common definitions are used for status, progress, risk and forecast information.Reported information is current and can be traced to its source.Different reports or tools can show different versions of project status.

Material risks, escalations and resulting actions are monitored across the portfolio.Governance meetings sometimes spend a lot of time clarifying the current facts.Early-warning indicators help identify projects that need attention.Decisions, changes and their effects on scope, timing, cost or benefits are traceable.

Lessons from projects are used to improve governance, methods or templates.Lessons are captured, but are not always used in later projects.Improved working practices are actively supported and reviewed.Similar planning, reporting or governance issues can recur across projects.