Company Profile:

A major Fortune 50 multi-line insurance company.

Problem Statement:

Its line-of-business (LOB) IT teams came to operate largely independently of one another. This lack of standardization across 8 PMOs was not only inefficient but also hampered the companies ability to share PMO resources, best practices and project data across LOBs. To address this issue, the company formed a Project and Portfolio Office (PPO) dedicated to aligning the PMOs under a single set of standards while empowering them with the latest tools and methods in project, program and portfolio management. With just a handful of staff, however, the PPO was unequipped to manage the PMO transformation on its own.

Solution:
Our management team helped standardize and “modernize” its PMOs. First, was the development of a PMO model comprising a:

• Full range of project, program and portfolio management functions
• Scalable organizational model with defined PMO roles, levels and competencies
• Data-driven performance measurement approach leveraging PMO-specific metrics and reports

The next activity produced a complementary PMO Playbook documenting the IT business processes required to put the PMO Model into action.

Results:
The PMOs are now:

• Equipped to provide top-notch service to their customers on a day-to-day basis, through a unified set of processes that encompass the entire project lifecycle, from initiation through post-implementation
• Strategically aligned to the business lines, through a unified set of processes that encompass the entire IT investment lifecycle, from budgeting & planning through portfolio monitoring and project/program deployment.
• Better able to share and leverage resources across the enterprise