Case Study 3: PMO Optimizations

Client

The client is a computer software company based in California, with a development center in Colorado. The company’s products are used for data science and analytics and their software is designed to make advanced analytics accessible to any data worker.

Challenge

The newly formed Enterprise Project Management Office (EPMO) leader needed support to establish operational EPMO best practices, including developing a defined project intake procedure that would prioritize workload and outline a clearer governance/approval process; resource capacity planning; and a project delivery tool framework and methodology infrastructure. 

The biggest challenges were getting the right buy-in from the different stakeholders across the organization and showing value immediately.

Strategy

Initially, we needed to build trust with the EPMO leadership and provide examples of past foundational artifacts and solutions from which they could build their solutions.

We identified the priorities to ensure top value in the shortest amount of time and focused our efforts in order to align these priorities.

Execution

The first priority was to define and prioritize the project intake method and to outline the governance/approval process. Utilizing a four-phase approach and a series of workshops with key stakeholders, ViTL mapped out the current and future state process and the swim lanes that team members would be working in. We then worked with organizational leadership, including the CEO, to communicate the process to the organization.

The second priority was to define the project delivery framework and toolkit. Based on current project delivery best practices, ViTL built out a project architecture framework, including automated status reporting, project plans, QRAID, stakeholder registers, and communication plan templates in the technology system (Smartsheet) and presented this solution to the EPMO leadership and team.

The third priority was to build out a resource/capacity planning framework. Utilizing existing tools, the ViTL team developed technology solutions designed to help the EPMO leadership and team articulate current and forecasted workload so that they could effectively plan and sequence projects based on resource capacity.

Through ongoing iterative development, listening to the EPMO team’s requirements, and offering new solutions to the processes and technology, ViTL was able to put in place a risk/issue mitigation plan.

Outcome

Today, the EPMO at the company is a trusted partner within the organization and provides high-value and top-quality project delivery to the executive team and other project stakeholders.

Since its inception, the EPMO has been brought in to help deliver on IT implementations, as well as to execute key organizational strategic initiatives. And, by establishing the EPMO SteerCo team, which included top executives, we were able to help them build trust and to articulate the value of these efforts with the team early on.

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