Our client, a local government Information Technology organization responsible for planning and delivery of all technology initiatives, established a strategic goal to improve delivery excellence to its stakeholders through on-time, on budget project execution and reporting transparency. To facilitate that objective, they sought to create a new Project Management Organization (PMO), which would be charged with creating a balanced portfolio, identifying appropriate projects, and performing accurate capacity planning. Our client wanted to implement streamlined portfolio management, resource management, and capacity planning processes; they also needed to select and deploy a project and portfolio management (PPM) tool that leadership and project management staff could quickly adopt. While the existing PMO team had previously launched a set of basic project management processes and templates, they lacked experience with current project and portfolio management best practices. They also needed help comparing the vast array of PPM tool vendors to find the best solution for their maturing organization.
Although the PMO captured some basic project data, there was no comprehensive portfolio structure to categorize the different types of projects or align them with the organization’s strategic objectives. Our client’s project request and scoring processes were immature, making it difficult to quantify the potential benefits associated with the financial and human resource investments required to complete them. The PMO needed assistance with redefining its vision and mission to ensure they would continue evolving in support of the organization’s long-term needs, and realized their project management processes and templates also needed to evolve. Finally, they lacked a set of documented requirements to guide their selection of an easy to implement, Cloud-based project and portfolio management tool.
Lewis Fowler worked with our client to define a set of phased PMO deployment objectives that would empower their team to realize quick wins while progressing toward increased maturity. Next, we developed recommendations for an expanded PMO organization, including clearly documented roles and responsibilities, to ensure they were appropriately staffed to manage their increased workload. From there, we defined and documented a set of end-to-end portfolio management processes and templates for every step of the project lifecycle -- from demand management through project execution – that enabled our client to accurately report on both planned and in-flight projects. To facilitate improved project delivery, we assessed the existing project portfolio and in-progress projects, then defined a set of three common project types along with standard phases and deliverables for each. We captured and prioritized our client’s project and portfolio reporting requirements, then leveraged Lewis Fowler’s proprietary scoring model to quantitatively assess several PPM tools before selecting a leading Gartner Magic Quadrant-scoring vendor. From there, we partnered with the PMO Manager and solution vendor to seamlessly complete the implementation, including definition of a portfolio hierarchy, project categories, standard project metadata and reporting design.
Lewis Fowler linked our client’s strategic objectives to a phased PMO deployment plan that addressed their urgent portfolio management needs and established a framework for their maturing project delivery organization. This allowed our client to gain greater visibility to their project needs and ongoing portfolio performance, which empowered leadership to make better decisions about their information technology investments.
Partnering with Lewis Fowler to guide their PMO Implementation Initiative allowed our client to see quick benefits in portfolio management that assisted them in achieving their IT strategic objectives.
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