Define and Deploy an Enterprise PMO

Our Advice

Critical Insight

• An EPMO can’t simply be imposed on an organization. If it is not backed by an executive sponsor, then there needs to be an identifiable business value in implementing one, and you need to communicate this value to stakeholders throughout the enterprise.
• EPMOs add value not by enforcing project or program governance, but by helping organizations achieve strategic goals and manage change.
• EPMOs enable organizations to succeed on enterprise-wide initiatives by connecting the individual parts to the whole. They should serve as the coordinating mechanism that ensures the flow of information and resources across departments and programs.

Impact and Result

• Find the right balance between a command and control approach that dictates governance standards versus an approach that gives business units flexibility to manage projects, programs, and portfolios the way they see fit, as long as they meet certain reporting, process, and record keeping requirements.
• Effectively define the EPMO’s role, reach, and authority in terms of Portfolio Governance, Project Leadership, and PPM Administration. An organizationally appropriate mix of these three practices will not only ensure stakeholder buy-in, but it will help foster the right conditions for EPMO success.
• Build strong cross-departmental relationships upon soft or informal grounds by positioning your EPMO as your organization’s portfolio network, i.e. an enterprise hub that facilitates the flow of reliable information and enables timely responsiveness to change.