Project Management Institute

PMO of the Year Award

  • 2019

    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.

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    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.

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    • 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.

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  • 2018

    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.

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      Telstra

    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.

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      Triglav Group
    • 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.

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      Tacoma Public Schools
  • 2017

    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.

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      CAMH

    Finalists

    • 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.

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      MetLife
    • 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.

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      Henkels & McCoy Group
  • 2016

    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.

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      BC Hydro

    Finalists

    • 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.

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    • 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.

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      Parker Aerospace
  • 2015

    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.

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    Finalists

    • 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.

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    • 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.

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  • 2014

    Winner

    • WellPoint Inc.

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

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    Finalists

    • DTE Energy

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

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    • 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.

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  • 2013

    Winner

    • Canada Health Infoway

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