Honestly, as most Star Wars villains and heroes tend to rise from the shadows or are catapulted to prominence because a pure and noble need has arisen, so too is the EPMO concept awakening. (Awe, come on! Who doesn’t love a Star Wars reference!?) This paradigm is a Great Leap Forward, at least in the mind of a PM or PMO Leadership perspective. Oft organizations tend to generate individual projects, programs, or initiatives in mass and let them run a course as branches from a tree. Yet, more often than not, they cannot or do not report or tie back to the “trunk” of said tree in a beneficial way. Thus not proving worth and or gaining the much-needed sustenance (approved budgets or new capital) to thrive and grow the tree overall, leaving a lot of those expenditures lost and not able to be recouped. Moreover, in the Digital Transformation realm, this happens a majority of the time. It does not have to be this way.
Let’s look at the concept and how it applies in this new age that is blossoming from the hard shift we are all facing. Enterprise Project Management is the field of organizational development supporting organizations utilizing this model in managing and adapting themselves to the many changes of a digital business transformation. By definition: Enterprise PMO (EPMO) is a centralized business function that operates at a strategic level with the enterprise executives and provides enterprise-wide support on governance, project portfolio management best practices, mentoring, tools, and standardized processes. It merely takes on a portfolio on down approach to program management, allowing for better benefits realization.
The usual fare for PMOs to begin has been with the bottom-up approach. Struggling for individual approval and or congruent funding is a typical culprit. In larger organizations, they can be geographically separated and tend to fall into the dreaded “silo” mentality. Within an enterprise digital transformation, it is still looked at as being one initiative, and this is correct; however, the application of the EPMO to PMO allows for better optics and the ability to pivot where necessary, giving stakeholders the essential reporting and controls, without encroaching entirely on individual PMO Leadership.
Traditionally, most PMOs integrate the overall Demand Management on the organizational level, making it difficult to forecast the pipeline from a multi-year viewpoint. Within the AMIGO platform, we have taken this into account, and structured it from a Portfolio on down aspect, with the ability to run programs from a PMO on down configuration (keeping the ability to apply the EPMO vantage when maturity has been reached by the organization).
Allowing for multiple methodologies within AMIGO also gives SI’s and Vendors space to work within streams or teams that wish for varying approaches, while keeping the cadence and optics intact down to the Work Package level. Change and approvals are all tied to the Teams, Roles, and Work Packages as well, allowing for timely decisions and cost containment. Precious budgets are met and kept, while stakeholders rejoice.
There are so many things we can discuss within AMIGO that will transform your initiative to gain the much-desired benefits realization level you built into the business case. All you have to do is visit our Face The Challenge Head-On page or DisruptingDX.com and set a time for a FREE 30-Minute Consultation or Live Demo of AMIGO. I promise you will see the exceptional value, stability, and controls we are offering your organization. In this time, it is necessary to take every opportunity to safeguard not only your current resources but your organization’s future. We at Platinum PMO would love the opportunity to assist you with just that!
