Using a formal and planned approach to creating a project management office (PMO) is only the beginning of its life cycle, one that must be continuously nurtured so that the PMO--and those who depend on it--matures to effectively serve its purpose. This article explains how organizations can effectively develop and mature their PMOs beyond the infancy phase. In doing so, it identifies four elements essential to maturing a PMO and outlines a chart for understanding a PMO's level of maturity. It then describes why and how The University of Illinois Medical Center at Chicago established--and then matured--a PMO for its information technology (IT) operations. It also overviews the significance of maturing a PMO.