When strategic initiatives and the delivery of programs and projects are executed without governance, alignment, and prioritization, organizations run the risk of ine�ciency and ine�ective results. Has your organization realized the benefits of enterprise program management?

© 2018 Reveille Group, LLC

Implementing Enterprise Program Management to Align Resources and Drive Organizations Forward

Information Technology / Government

Our client faced challenges in operating strategically and aligning resources and stakeholders for a holistic view of all ongoing IT projects. Additionally, they experienced di�culty in making relevant connections between ongoing projects such as, evaluating dependencies, risk of incompletion, and duplicative e�orts. With project managers operating on di�erent wavelengths, our client faced a lack of transparency to e�ectively balance requests (demand) for projects with the ability to deliver (supply) on the organization's needs.

CLIENT CHALLENGEPortfolio success hinges on e�ective delivery - having clear policies, repeatable procedures, and standardization optimizes productivity, strengthens buy-in from stakeholders, and creates a common operating picture of what the organization wants to achieve.

CLIENT INDUSTRY

OUR SOLUTIONOur team proposed centralizing project management e�orts as a strategic business function, focusing on IT-related projects. We leveraged lessons learned based on assessing client challenges, expert judgment, working sessions, and industry best practices to develop and organize a comprehensive governance structure – known as the portfolio management process maintained by the Enterprise Program Management O�ce (EPMO).

© 2018 Reveille Group, LLC

Conducted a current state audit

01 02Developed portfolio

management governanceIdentified portfolio

criteria

03Produced the Portfolio

Management Repository

04

© 2018 Reveille Group, LLC

Analyzed the current state of portfolio management processes

Facilitated portfolio management working sessions

Developed a future state vision of the portfolio management process

OUR APPROACH

Defined portfolio management governance

Documented the portfolio management governance strategy

Produced a portfolio management charter

Developed governance processes

Created templates and process documentation

Tested the templates and process documentation to ensure achievement of intended results

Consolidated documents into a centralized repository

Conducted a 3-part training session to ensure adoption of new processes by project stakeholders

Deployed the new, strategic portfolio management process

OUR GOALS

Establish an enterprise-wide process

for governance

Definerequirements

Establishportfolio criteria Develop tools,

templates, processes,and procedures

To accomplish these goals, we:

Implementationof the EPMO

ORGANIZATIONBy establishing a new portfolio management process, we developed a clear, repeatable, and systematic approach to organize project portfolios, ultimately enabling leadership to make better informed decisions across the IT enterprise.

STANDARDIZATION &ALIGNMENTOur team documented enterprise-wide standard policies and procedures to ensure all project managers are following the same process in the same way, resulting in expected and intended outcomes across the organization.

IMPLEMENTATIONThrough our team-led training and sta� support, the EPMO and portfolio management process was successfully implemented and fully adopted by project stakeholders and leadership. As a result, portfolio update meetings became more productive, ensuring the right projects were selected at the right time.

OURIMPACT

Reveille Group, LLC www.reveille-group.com | 1875 K Street NW Suite 400, Washington, DC 20006 | (202) 505-5322

IT ENTERPRISE PROGRAM MANAGEMENT OFFICE MATURITY MODELOur team’s e�orts elevated the client’s EPMO capability maturity level from standard/self-controlled to integrated/predictable. Our client has the foundation needed to maintain forward momentum for greater capabilities.

Backlogged Projects

Phase 1 Phase 2 Phase 3 Phase 4

Standard/Self-Controlled

Repeatable/Consistent

Integrated/Predictable

Optimized/Sustained

EPM

O C

apab

ility

Mat

urit

y Le

vel • Portfolio visibility

• Resource planning

• Minimum PM standard

• Portfolio management

• Resource allocation management

• Project performance measurements

• Enhanced PM skills

• Portfolio management and collaboration tools

• Executive decision support

• Portfolio integration

• Resource optimization

• Advanced PM tools and automation

• PM performance measurement

• Knowledge management

• Documented best practices

• Portfolio governance

• Business alignment

• PM resource pool

• “Projectized organization”

100 20<Backlogged Projects

BEFORE AFTER