PMI PMO of the Year Award

Winner

• Dubai Municipality Project Management Office

  Dubai Municipality's remit covers 14 core competencies from building regulations and permits to parks and recreation, to environment, health, safety, and sewerage management services, where 60% of government funds for the city's infrastructure and construction projects are allocated to the mega projects managed by the municipality.

  Learn More

Finalists

• Johnson & Johnson Financial Solutions & Technology (FS&T) Project Management Office

  As part of its US$1 billion Transformation Program, J&J set up a dedicated Finance, Solutions & Technology PMO to reimagine the role of Finance across its global operations (NA, EMEA, LATAM and ASPAC).

  Learn More

• Ontario Power Generation Enterprise Project Management Office

  Ontario Power Generation's sole shareholder is the Provincial Government of Ontario. Being a rate regulated operator demands high levels of transparency to demonstrate that rate payers' funds are prudently invested.

  Learn more

Winner

• Moffitt Cancer Center Enterprise Project Management (EPM)

  Moffitt Cancer Center

  The Enterprise Project Management (EPM) team was formed in 2018 as a “bold move” to serve Moffitt Cancer Center as a central project management function in support of the organization’s strategic priorities. This move was an opportunity to standardize project management methodologies and approaches to serve large strategic and transformational initiatives across the system. Enterprise Project Management (EPM) is part of the Process & Project Management Office at Moffitt Cancer Center, where they provide services to ensure complex and significant projects are delivered through consistent framework, templates and methodology based on PMI foundation.

Finalists

• American Hospital Association Enterprise PMO

  American Hospital Association

  The American Hospital Association’s (AHA) Enterprise PMO has been established to enable and accelerate the highest value transformational initiatives, leveraging best demonstrated practices and methods, for the benefit of the AHA and its hospital and health system members. The enterprise competency embraces a mindset that fosters organizational agility and collaboration, serves as the single source of truth for project stakeholders, and challenges the status quo, creating an environment that fosters innovation. The PMO’s success is evident in two COVID-19 related initiatives, the 100 million mask challenge and dynamic ventilator reserve. Both projects have been executed to address the supply chain needs to support hospitals and health systems in providing the best care for COVID-19 patients.

• Sentara Healthcare Information Technology Program Management Office

  Sentara Healthcare

  For more than 130 years, Sentara has been a high-performing organization and leader in the healthcare landscape in pursuit of their mission to improve health every day. As part of that mission, Sentara has committed to creating a culture of innovation that encourages new ideas and cutting-edge technologies that will continue to provide high quality care. Sentara’s Information Technology Program Management Office (IT PMO) leadership took this commitment to heart and built from the ground up new structure and competency to support the transition of the Sentara IT division to a high performing organization through centralized project portfolio governance.

Winner

• DC Water

  Washington, D.C., USA

  Safe, clean water is the source of life for a community. Users need—and expect—unlimited and affordable access to the resource 24/7. For the IT project management office (PMO) at DC Water, that means coming up with innovative solutions to protect the labyrinthine 1,900 miles (3,058 kilometers) of wastewater pipes in Washington, D.C. Case in point: an AI-based tool that taps into a deep learning neural network model to locate defects. The so-called “facial recognition for sewer pipes” doesn’t just eliminate the risk of human error. It slashed the cost of scanning and coding flaws by roughly 75 percent. Another project by DC Water and industrial automation company GrayMatter uses technology to monitor the water quality in public drinking fountains—and turns them off when readings hit a certain level. Not only has the system been deployed in DC Water’s hometown, but other jurisdictions are buying the tech—creating another revenue stream for the org. All that bleeding-edge tech is amazing, but it also has to deliver a business solution. “We are not-for-profit. So we’ve got to be really careful with the dollars that we spend,” said Tom Kuczynski, DC Water’s vice president of IT. “It’s important that we achieve the results and the benefits from the investments that we make. That’s what the PMO helps us do.” And the PMO of the Year winner does it with great efficiency: Between 2014 and 2019, it helped DC Water’s on-time, on-budget delivery rate jump from 35 percent to 80 percent.

Finalists

• Emaar Properties PJSC

  Dubai, United Arab Emirates

  Learn more

• Kern Health Systems

  Bakersfield, California, USA

  Learn more

Winner

• Fannie Mae

  Category: PMO of the Year Award Finalist

  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.

  Learn more

Finalists

• Saudi Aramco

  Category: PMO of the Year Award Finalist

  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.

  Learn more

• McDonald's

  Category: PMO of the Year Award Finalist

  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.

  Learn more

Winner

• Telstra: Capital Planning & Delivery

  In 2012, Telstra created the Capital Planning and Delivery (CP&D) function as a dedicated capability within the Finance and Strategy organization. Their purpose was clear – support the annual capital investment allocation, prioritization, and planning processes to better support investment programs & projects. Through strong project management practices and team work, they continue to roadmap and improve, including providing an executive dashboard and adjusting their PM framework to support multiple methodologies including Agile, waterfall, hybrid, and lean.

  Learn more

Finalists

• Triglav Group: Project Portfolio and Change Management Department

  Ten years in the making, the Triglav PMO has 7 key members, five of whom are PMP certified. Over the past years, they have taken on a key role in managing the strategic projects within the organization, including a change in processes that transformed them from a traditional functional organization to a digital customer-oriented organization. As they look into the future, digital transformation is on their radar, implementing projects that will make current tools and processes friendlier and simpler for their customer.

  Learn more

• Tacoma Public Schools: Enterprise Project Management Office

  Tacoma Public Schools EPMO serves the third largest school district in Washington State with approximately 30,000 students and 5,000 employees. Established five years ago, the EPMO currently has seven FTEs (PMs, Associate PM, BAs) who focus on continuous improvement within the district, communication of all project efforts, and embedding data-based practices in order to showcase benchmarks. Many public schools nationwide are seeking guidance and advice from Tacoma Public Schools on how to create and sustain an EPMO in public schools.

  Learn more

Winner

• CAMH

  The Centre for Addiction and Mental Health is Canada’s largest mental health and addiction teaching hospital. The PMO supports portfolios across the organization and ensures alignment with the vision of CAMH. They have an enterprise reporting strategy to ensure accuracy in their clinical and financial dashboards and information. Their initiatives have helped improve patient safety and operational procedures.

  Learn more

Finalists

• Henkels & McCoy Group, Inc.

  Henkels & McCoy’s PMO is aligned with the Enterprise’s strategic objectives of customer satisfaction, contract compliance, and profit retention. In partnership with other company functions, HMG’s PMO developed and implemented processes and procedures to ensure consistency in practice, maintain safety and quality, and measure performance.

  Learn more

• MetLife

  MetLife’s Enterprise Application Development PMO works to support strategic initiatives, ensuring solutions that simplify operations and benefit their customers. They have become trusted advisors focused on Portfolio Management, Process Effectiveness, Project Operations and Workforce Planning. Accomplishments include the alignment of the portfolio, budget visibility, and centralizing the tools that are used.

  Learn more

Winner

• BC Hydro

  Looking toward a carbon-neutral future, BC Hydro is investing $25 billion Canadian dollars to upgrade its infrastructure. Guided by a robust governance process, the PMO helps ensure projects deliver their intended benefits, even in an evolving landscape.

  Learn more

Finalists

• Parker Aerospace

  When Parker needed a better way to measure the payoff of its projects and programs, it launched a PMO—and rolled out earned value management. Armed with new insights into profitability, the PMO has improved performance, helping one division slash cost overruns by 92 percent.

  Learn more

• Entel

  To provide the high-speed service its customers crave, Entel’s PMO had to bridge the gap between strategy and execution. With a keen eye on strategic alignment, the PMO helped Entel maintain a top spot in Chile’s telecom industry—and leverage its competitive edge to expand into new markets.

  Learn more

Winner

• Navy Federal Credit Union

  To best serve its growing military membership, Navy Federal needed to invest in IT projects—and upgrade how they were managed. Creating a PMO helped the credit union better align its projects to the strategic vision and close more initiatives according to plan.

  Learn More

Finalists

• Ticketmaster International

  Following a merger with LiveNation in 2010, Ticketmaster needed a better way to select and deliver projects. Chartering a PMO helped the entertainment company prioritize the right projects at the right time—and find more effective ways to get work done.

  Learn more

• Symcor

  In 2011, nearly half of Symcor’s projects were failing. To improve performance and shore up client satisfaction, the financial processing company launched a PMO. The ROI: Project success rates jumped to 96 percent—allowing the company to pursue new business opportunities.

  Learn more

Winner

• WellPoint Inc.

  To stake its claim in a rapidly changing healthcare industry, insurance provider WellPoint turned to its project management office.

  Learn more

Finalists

• Central Bank of the Dominican Republic

  In a time of turmoil, the Central Bank of the Dominican Republic looked to its project management office to help stabilize the economy.

  Learn more

• DTE Energy

  To rebuild a community’s infrastructure—and bolster its bottom line—utility company DTE Energy relied on its project management office.

  Learn more

Winner

• Canada Health Infoway