I need to prepare an annual report for our Enterprise Programme Management Office. What would be the best approach to show the added value of our EPMO and the major milestones to our stakeholders? Saving Changes...
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RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
Hi Taym,
My view is when EPMO was established, The vision, mission and goals are to be defined. Status shown to be in reference to the set objectives/goals Saving Changes...
Ganesh KumarProgram ManagerBangalore., Karnataka, India
Hi Taym,
You could include data on how more projects were delivered on time and within budget. There were strategic alignment between business objectives and the projects initiated and that money were spent on right things. Leadership consensus and buy-in for department level projects and therefore there is greater chance of project succeeding and getting support whenever needed. Utilization of resources have improved and better in enterprise wide. Duplication of work or overlap of work has reduced, which were undertaken by different departments. Communication collaboration coordination has improved, across the organization and therefore quicker and better decision making across departments. Visibility of project initiatives have enhanced across the enterprise. Efficient delivery of projects and therefore faster time to market. Improved risk mitigation and structured risk resolution. Saving Changes...
What's the mandate for the EPMO? If you know that, you should be able to identify the specific KPIs which are going to be relevant to stakeholders. Most PMOs are cost centers so you would want to show sufficient cost recovery or cost avoidance to financially justify the continued existence of the department.
Thank you Ganesh for the valuable inputs but i am more confused about the methodology and the approach to build the report on; what are the major areas that I need to focus on.Any thoughts? Saving Changes...
Resource optimization (if you give me your
Risks optimization
Benefit realization is not captured yet because most of the project delivered are closed couple of months ago and still no benefit register created for these projects.
Our Enterprise Programme Management Office is not involved in the financial aspect of project management.
We handle the portfolio without being involved or having even a visibility on the projects budgets. We do the training,governance, reporting, alignment to the organisation IT strategy, alignment of projects to national healthcare strategy, quality and compliance, communications, resource management,project management standardization (documentation) but no financial involvement.
If I need to highlight the added value of ePMO after a year from implementation how I can build my argumentation/methodology. Can you suggest how a typical ePMO annual report would look like or contain?
I thought about:
1. Executive Summary (containing the performance at a glance)
2. Dedicate a section the mission vision values and goals of ePMO ( as it shared with a wide number of stakeholder it will be a good opportunity to highlight our strategic messages)
3.Brief about our services and what are we doing
4.Introduce the team
5.ePMO roadmap for the financial year 2018(Major implementation major achievements)
6. EPMO maturity road map (we are at level 3 maturity)
7.EPMO added Value (here is the issue) how I can build my argumentation if the 3 KPIs or drivers that reflect the stakeholders perception of value are not fully accomplished.
What's the alternative approach?
I am grateful for any advice or direction.
Can you anyhow make a time evolution or a then vs now comparison, that highlights the EPMO'S impact and reason for existance? Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
As you know the KPIs, the report should show how you have met them (or not). And you can create other data from what you have delivered: training hours, training delegate satisfaction (from your post-course feedback forms), statement on alignment - is it better than it was before the EPMO existed i.e. fewer misaligned projects? Number of projects stopped because governance processes said they were not the best value for the company... etc Saving Changes...
Your got good informations from Kiron,Joao and Elizabeth.
You need to demonstrate the change the EPMO made, positive impact on governance, process, etc Also the number of training hours, attendance,... Saving Changes...
