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.
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.
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.
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.
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.
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.
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.
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.
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.