What a PMO do for an organization
We deliver the necessary tools to incorporate a PMO correctly designed and aligned with your business strategy into your organization.
A consulting service dedicated to together, creating and executing a high-performance PMO is delivered and aligning your existing PMO with your current business strategies and objectives.
A traditional PMO is an internal or external group that sets the direction, maintains, and ensures standards, best practices, and the status of project management in an organization. PMOs traditionally do not take a leading role in aligning strategic objectives. An EPMO has the same responsibilities as a traditional PMO, but with an additional key high-level objective: aligning all projects, program and portfolio activities with the strategic objectives of the entire company.
A consulting service dedicated to together, creating and executing a high-performance PMO is delivered and aligning your existing PMO with your current business strategies and objectives.
A traditional PMO is an internal or external group that sets the direction, maintains, and ensures standards, best practices, and the status of project management in an organization. PMOs traditionally do not take a leading role in aligning strategic objectives. An EPMO has the same responsibilities as a traditional PMO, but with an additional key high-level objective: aligning all projects, program and portfolio activities with the strategic objectives of the entire company.
ePMO Implementation Strategy
A EPMO is a business function that operates at a strategic level in collaboration with the executives of an organization. The objective of this central office is to provide guidance, management, standardized processes and best practices, tools and techniques for the entire company, aligned with the business strategic plan.
The EPMO manages that the action plans that support the declared strategic objectives are viable, are executed and it can be measured that the earned value of the project meets the strategic value required by the organization.
According to PMI research, EPMOs are able to improve portfolio reporting services by 20 percent, strategic alignment services by 23 percent, confirmation of strategic priorities by almost 10 percent, and alignment of the project with the strategic objectives by 10 percent.
The implementation of EPMO resides at the executive level, as all functions within EPMO serve to support the entire organization and its strategies. Communication, reporting, collaboration, use of technology, compliance, and all other activities within EPMO are intended to serve the entire company and its operational needs. Governance related to each project, program, and portfolio should be geared toward meeting company-wide opportunities and addressing operational issues and barriers. Executives and EPMO must work smoothly and together to this end to advance all issues and opportunities when it comes to all initiatives and goals.
Migrating to an EPMO structure comes with many benefits. Before transitioning from the traditional PMO to an EPMO, it is important to spend time analyzing the structure, cultural barriers, internal operational factors, and external influences that could affect the success of this movement.
The EPMO manages that the action plans that support the declared strategic objectives are viable, are executed and it can be measured that the earned value of the project meets the strategic value required by the organization.
According to PMI research, EPMOs are able to improve portfolio reporting services by 20 percent, strategic alignment services by 23 percent, confirmation of strategic priorities by almost 10 percent, and alignment of the project with the strategic objectives by 10 percent.
The implementation of EPMO resides at the executive level, as all functions within EPMO serve to support the entire organization and its strategies. Communication, reporting, collaboration, use of technology, compliance, and all other activities within EPMO are intended to serve the entire company and its operational needs. Governance related to each project, program, and portfolio should be geared toward meeting company-wide opportunities and addressing operational issues and barriers. Executives and EPMO must work smoothly and together to this end to advance all issues and opportunities when it comes to all initiatives and goals.
Migrating to an EPMO structure comes with many benefits. Before transitioning from the traditional PMO to an EPMO, it is important to spend time analyzing the structure, cultural barriers, internal operational factors, and external influences that could affect the success of this movement.
Create a EPMO that supports business grow
Objectives
An enterprise project management office (EPMO) differs from a traditional PMO in that it operates at a strategic level in collaboration with executives to ensure that projects and portfolio activities are carried out for the benefit of the overall business.
For its implementation:
=> Incorporate in an organization that has identified that within its core processes, the execution of projects, a standardized management based on good practices and functionally responsible and self-sustaining.
=> Align efforts in projects so that they contribute the best possible organization strategies.
Once implemented:
Manage projects, programs and portfolios in such a way that with their responsibility they allow greater precision regarding their planning and therefore obtain an operating profit and even an optimized net profit, balanced with the quality of the deliverables, a good working environment and within of corporate ethics.
Once operating:
=> Be an added value for futures
=> Be a self-generating agent of utilities
=> Incorporate in an organization that has identified that within its core processes, the execution of projects, a standardized management based on good practices and functionally responsible and self-sustaining.
=> Align efforts in projects so that they contribute the best possible organization strategies.
Once implemented:
Manage projects, programs and portfolios in such a way that with their responsibility they allow greater precision regarding their planning and therefore obtain an operating profit and even an optimized net profit, balanced with the quality of the deliverables, a good working environment and within of corporate ethics.
Once operating:
=> Be an added value for futures
=> Be a self-generating agent of utilities
Main Functions
- Connect strategies with business operations.
- Establish ground rules and expectations for project teams.
- Formalize a common language for project managers, functional leaders, and other stakeholders that streamlines communication and ensures expectations are fully understood
- Establish adequate levels of visibility
- Responsible for business transformation
- Increase agility by adapting to other initiatives or changes within an organization
- Perform resource and capacity planning.
- Establish and maintain key competencies and skills,
- Select and set standards
- Determine and communicate key indicators KPIs to measure the performance of projects, programs and portfolios.
- Carry out periodic reviews and guarantee compliance with organizational responsibilities.
- Encourage effective participation throughout the business.
ePMO Framework and best practices
Best practices are identified based on an organization's mission-critical objectives and should aim to achieve higher rates of execution of strategic objectives, programs, portfolios, and projects. This requires the design of a framework with the following elements:
=> Corporate governance
=> Strategic management
=> Portfolio management
=> Program management
=> Projects management.
=> Project-oriented corporate structure
=> Information technologies for process automation, visible, valuable and accessible information in time and place.
=> Human resources and organizational culture oriented to deliver results.
=> Corporate governance
=> Strategic management
=> Portfolio management
=> Program management
=> Projects management.
=> Project-oriented corporate structure
=> Information technologies for process automation, visible, valuable and accessible information in time and place.
=> Human resources and organizational culture oriented to deliver results.
