Establishment of Enterprise PMO for a Public Sector Client
At the corporate level, our client was responsible for the management of the investment portfolio of around $3 billion in confirmed funding, and approximately $6 billion more in the anticipated funding.
While the large portion of the portfolio of our client was for one-time activities (several megaprojects, programs, projects), the organizational structure and the delivery processes were not conducive to the effective delivery of initiatives within the portfolio.
Some of the substantial initiatives (both megaprojects and programs) were overlaid on top of the functional management structure and managed as such, rather than using projectized techniques.
The overall delivery maturity at the enterprise level was low – various programs and projects were not consistently creating charters and essential artifacts at the onset of initiatives.
Our Solution and Result
We reviewed the strategic goals and transformational objectives that our client has established.
Based on them, we have defined a roadmap and a plan to establish an Enterprise PMO that would oversee the delivery of the portfolio at the enterprise level.
In line with the approach outlined in the roadmap, we have found quick wins, which achieved low complexity and high-value benefits first.
Quick wins also enabled us to gain stakeholders’ confidence in the transformation momentum and the perception that the transformation team that we were overseeing knows how to deliver.
We have also gathered the most senior PMO managers, program managers, and functional managers responsible for the program delivery from across all areas of our Client’s company.
We validated the roadmap and key deliverables with them to build relationships and enhance their participation and buy-in with the change process.
We also have incorporated some of their ideas about the specifics of individual areas to make the change more effective. We inspired them to become change ambassadors of the transformation initiative, and they introduced the transformational changes to each of their areas.
As a result, the organization was on its way to fully functional Enterprise PMO.
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