A mere eight years young, the Enterprise Project Management Office (EPMO) at Fannie Mae started by bringing responsible standards, methodologies, and processes to the projects being completed at the organization. While they were successful in doing that, they now are the sought out advisors and informers for the data and information that supports strategic decisions. Overall, they support the strategic mission of their organization which is to provide access to affordable credit in all markets, at all times. Since their creation, the goal at Fannie Mae’s PMO has been to “Enable High Impact Change Delivery” by driving transparency so that Fannie Mae IT and business leaders can make informed prioritization and execution decisions all while ensuring alignment with the strategic direction of the enterprise. Their EPMO has focused on continuously maturing program governance, both qualitatively and quantitatively, centering on cutting edge methodologies and best practices. They have evolved their processes to support both Agile and Waterfall methodologies and invested in tools to maximize governance effectiveness. Their service offerings have grown from managing projects to managing programs and portfolios, and they serve as the liaison between the business outcomes and the delivery programs, through the capability delivery framework and value.
In 2010, Saudi Aramco established a Project Management Office in replacement of a Project Support and Control Department. Since its inception, the established PMO deals with a large project portfolio averaging around 200 projects a year. By enhancing up-front planning and definition and clarifying stakeholder’s roles and responsibilities, Saudi Aramco Projects have witnessed an improvement of 26% in project process governance, which in-turn reduced the overall project cycle time by 22%. The PMO also improved the Project Scheduled Performance Index by 18% and Cost Performance Index by 17%, compared to numbers prior to the establishment of the PMO. The PMO also improved other Key Performance Index (KPI) areas such as Operational Excellence Index, Knowledge Management Performance Index, Professional Certification Index, and Facilitation Services Index among other key performance indicators. The PMO’s implementation of value improvement practices has added clarity to project objectives and simplified scope definitions. The successful utilization of value improvement practices has resulted in cost avoidance of over USD$1 billion in CAPEX and Lifecycle costs for the capital program.
In December 2016, McDonald’s established the Global Technology PMO (GTPMO) to support the strategic initiative of deploying Mobile Order and Pay to over 20,000 restaurants by the end of 2017. The GTPMO is responsible for the global deployment of kiosk technologies to enable the Experience of the Future in McDonald’s restaurants worldwide, introduction of CRM and Loyalty capabilities, enablement of technologies to support new menu strategies and restaurant innovations and global deployment of delivery solutions in partnership with UberEats. The GTPMO has created the GTPMO framework which led to increased agility and transparency in managing end-to-end core development and market deployment plans. The success of the GTPMO can be understood by the fact that other teams within McDonald’s are now seeking out the GTPMO to help them establish their PMO processes and standards. As of the end of 2018, the GTPMO has successfully managed and deployed Mobile Order & Pay to the end of 2018, the GTPMO has successfully managed and deployed Mobile Order & Pay to over 22,000 restaurants globally, self-order kiosks in over 17,000 restaurants and expanded delivery to over half of the global McDonald's system. As they look into the future, the GTPMO aims to be 100% Agile certified by the end of 2019 and be fully trained to manage the execution of Phase Gates.