Positioning Next-Generation EPMO Leadership for Success

Kevin P Korterud is an Associate Director in Accenture’s Delivery Excelleence practice and currently serves as a as a subject matter expert in the areas of high performance Project, Program and Agile Product Delivery. In addition, he serves as a thought leader in harmonizing Waterfall/Agile delivery as well as in the design, build and implementation of Enterprise, Transformation and Program PMOs.

  PMO  

The landscape of today’s delivery portfolio has changed over the years from a slate of defined waterfall projects to a highly complex, integrated moving delivery ecosystem that operates at different speeds in different geographies.

In addition, transformation programs have come into prominence with an integrated package of projects that look to introduce a step change in efficiencies and value. This exponential increase in velocity as well as complexity has started to change the focus of enterprise program management offices (EPMO).

Traditionally, EPMO functions were primarily focused on budget forecasting and tracking as they served as a financial monitoring capability for projects. Capabilities such as an agile center of excellence, delivery assurance reviews, product delivery and value realization have started to become the realm of an EPMO.

In addition, EPMO functions are being placed higher in organizations to give them the proper level of command-and-control authority. This shift to higher-order capabilities and level of engagement also prompts the need to revisit what sort of leader would make for EPMO success.

The leader of any function plays a critical role in the trajectory, velocity and achievement of desired results. Given the monumental engagement landscape of an organization that an EPMO oversees, the skill requirements for an EPMO seem difficult…

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