Implementation of an enterprise wide project management office (EPMO) at NRB

Abstract

Enterprise wide project management offices (EPMO) is a recent notion that appeared in big companies in the last ten years. The idea is to homogenize the project management methods within an organization and to create consolidated reporting to the executives. At NRB, the latest acquisitions and the steady growth of the organization made it impossible to manage the entire project portfolio. With each silo gathering and working on the project data in their own way, it was no longer possible for the operations managers to know the overall situation and to identify operational issues related to the projects. This project-thesis explores this notion of EPMO and tries to bring a more academic vision of the subject. It defines the first actions that have been taken in recent months at NRB and suggests a list of methods to improve the structure. The implementation of the EPMO starts from defining a list of KPIs that reflects the most of the operational situation of a project and a method to track the alignment of the projects with strategic objectives of the portfolio. Moreover, it gathers the methods of collecting the project data through the notion of data governance and the methodology to consolidate and present the data through the notions of Business Process Automation (BPA) and Business Intelligence (BI). Finally, it takes into account the notion of maturity level in project management, seen as a real competitive advantage, through the acquisition of official certifications. The EPMO has then the role to be a support for the process owners in the study of this maturity level in order to improve it and ensure the future audits.