The hardest part of growing up for the project management office (PMO) at Compañía Eléctrica El Platanal S.A. (Celepsa) in Lima, Peru, was to get all team members on board with project management methodology.

The electricity producer first launched its PMO a year ago, and Victor Anyosa, PMP, was charged with coordinating the company’s business processes with its project management methodologies late last year.

But resistance from project managers threatened the PMO’s growth. “It is common for most project managers in the industry to want to cut some of the business processes to accelerate projects, because they don’t consider these processes to be completely in line with their project needs and within project constraints,” he says.

To encourage PMO maturity, the team outlined a strategic vision. And to ensure consistency across all Celepsa operations, Mr. Anyosa provided short training sessions, tools and templates to those contractors who were not aligned with the company’s methodologies.

He also developed a project health indicator system using the colors green, yellow and red, with green signaling that a project closed within time, budget and scope. Having a consistent set of metrics has improved project execution and control, he says. For next year, his goals are to implement project management metrics at the portfolio level and to measure ROI.

Download a Free PMO Whitepaper 

Learn more about what is a PMO