From It to All of It


Published on

This presentation comes to you from International Project Management Day 2013 - the annual global virtual summit from IIL that brings together business and technology leaders from around the world to discuss the latest trends and methods in business, leadership and communications. To view the accompanying video keynotes and presentations connect to the event here or purchase the DVD collection

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

From It to All of It

  1. 1. From IT to All of It…. EPMO Laila Faridoon ©2013 International Institute for Learning, Inc., All rights reserved.
  2. 2. Author’s Biography Emarati Woman, an IT and Business practitioner, holds a master’s degree in Computer Science from the University of Sharjah (2006). Has 12 years of work experience and currently working in Roads and Transport Authority, Dubai, UAE as: The Director of Chairman’s Office The head of Enterprise Program Management Office (EPMO)
  3. 3. Introduction The Roads and Transport Authority (RTA) is a government organization: RTA is responsible for the planning, design, construction, operation and maintenance of the land and marine transportation networks in Dubai, United Arab Emirates. The organization was established in November 2005 as a specialized entity to concentrate on the challenge of planning and building a world-class transportation system for the city. RTA was established by amalgamating several departments and sections from three existing government organizations, namely: Dubai Municipality (DM), Dubai Police, and Dubai Transport.
  4. 4. Introduction The government of Dubai is very progressive and the population of the city is forecasted to increase from 1.8 million in 2011 to around 3.3 million by 2020. Over the past few decades, Dubai has succeeded in developing its status as a major city, enhancing the wellbeing of its people and creating an environment that attracts business and individuals. RTA structure is based on the agency model, it has three sectors, six agencies and one commercial agency. The authority is governed by a board of directors and each agency is managed by a CEO; the central headquarters of RTA is mainly responsible for planning, coordinating and regulating activities, while the agencies are responsible for the implementation of the plans and all other operation activities.
  5. 5. Why EPMO? I joined RTA in May 2006 as the IT Performance Excellence Manager in the Information Technology Department. I was in charge of IT PMO, with a total of 100 projects running at the same time, varying from medium to large size projects. The ITD PMO developed policies, procedures, and templates for managing the IT projects. We also developed reporting systems and dashboards to track the status of all running projects. The ITD successfully completed 93 projects in first five months – and the rest in the following 5 months achieving all the established business objectives.
  6. 6. Why EPMO? When I joined the chairman’s office in 2007, I realized that the Project Management issues on the RTA level were very similar to those in the IT Department but only multiplied by a factor of at least 10. Some of the issues that I noticed were: Business Projects were not linked to relevant strategic objectives No clear definition for the portfolio of business projects Lack of project integration or dependencies analysis across multiple agencies Projects were loosely coupled or being implemented as separate silos and duplication of work could be seen across the running projects Lack of formal coordination with stakeholders
  7. 7. Why EPMO? Non-existence of Enterprise Program Management standards – hence the organization is driven by its various vendors with different metrics and therefore outputs and quality are not traced in the same accurate fashion Lack of consistent monitoring and control, risk assessment, and mitigation at the corporate level Lack of rigorous assessments of business benefits realization Lack of consistent reporting methodologies and templates for project performance and progress
  8. 8. Establishing EPMO Based on my experience in PMO, I knew the solution was the establishment of a Project or Program Management Office at the Enterprise Level. So from that point on, I called the idea "Enterprise Program Management Office" or EPMO. The idea was welcomed by the chairman, however I was challenged by him to present it to all CEOs and get their buy-in, as this would help them in monitoring their projects.
  9. 9. Establishing EPMO At that time there were over 170 projects running simultaneously in RTA. The total annual budget of these projects exceeded US$3.3 billion. These projects ranged from large multi-disciplinary infrastructure projects (such as the Dubai Metro) to IT and business projects. When I first introduced the idea to the CEOs in RTA, I was met with strong resistance and I could not convince them that the EPMO would provide a suitable solution to the existing project management issues. We continued using the existing reporting system with largely inconsistent templates and forms as they were coming from different agencies and departments and in some cases, from contractors and vendors.
  10. 10. EPMO The EPMO was established as a section within the Chairman’s Office based on a decision by the RTA Board of Directors in 2007. The EPMO is primarily responsible for: Ensuring selection, initiation, and execution of projects are in line with RTA’s strategic objectives and goals Providing dashboard of project performance to top management Instituting policies on Project / Program Management Encouraging Knowledge Management Establishing Centre of Excellence
  11. 11. The Governance Model The PM Governance Model in RTA covered 3 areas of organizational project management: 1. Portfolio Management 2. Program Management 3. Project Management More focus on Portfolio and Project Management
  12. 12. EPMO Success We developed a model for project management maturity. The model consists of 5 levels: Level 1: Common language Level 2: Common process Level 3: Singular methodology Level 4: Benchmarking Level 5: Continuous improvement
  13. 13. EPMO Success The model was implemented in three phases: Phase 1: Initiate (from Level 1 to Level 3) in 2007 Phase 2: Excel (Level 4) in 2008 Phase 3: Continuous Mature (Level 5) in 2009 and onward We successfully implemented the model based on full support from top management and cooperation from all PMOs within RTA.
  14. 14. EPMO Success We have developed a project management maturity that consists of the knowledge areas of PMI and the five maturity stages of EPMO. We evaluate the maturity each year and review our plans accordingly.
  15. 15. EPMO Success – PM Community We have recently launched a PM Community of Practice within RTA. Vision: Smart and Mature Organizational Project Management Objectives: Raise the level of the overall Organizational Project Management Maturity. Share Project Management Knowledge. Promote the growth and development of Project Management skills and competencies. Increase the number of certified / accredited project managers. Facilitate professional networking among project managers.
  16. 16. EPMO Success – PM Community Main activities of the community Knowledge sharing, training, workshops, and awareness sessions Book reviews Benchmarking visits Technical support for PM Online forum for knowledge sharing Project Management Reference & Digital Library Mentoring young project managers Networking events for community members
  17. 17. Lessons Learned The political aspects of the organization should be captured while building any governance model, especially in the government sector. The maturity model must be sponsored at the highest levels of the organization. The maturity model should be comprehensive to cover all aspects of project management, including technical and managerial aspects.
  18. 18. Lessons Learned The implementation should be very well planned with clear timelines, milestones, and targets. The Maturity Plan should be very well communicated with frequent and clear messages of success to all stakeholders. Project management champions should be harvested in all organizational units to support the maturity efforts and to get the message across to other employees.
  19. 19. Questions?
  20. 20. Intelligence – Integrity – Innovation We invite you to take a closer look at what we can accomplish together. Please visit or contact to learn more about our training, consulting, coaching, customized courses and other pathways for professional development. Connect with Us: @IILGlobal ©2013 International Institute for Learning, Inc., All rights reserved.