Today, Project Management Institute (PMI), the world’s leading association for the project, program and portfolio management profession, announced the finalists of the 2018 PMO of the Year Award®. The PMO of the Year Award® honors a PMO that has demonstrated superior organizational project management capabilities by adding value to its organization through its support of successful strategic initiatives. The award recognizes a PMO that has established a vision for value delivery and has had a positive and clear impact on business results.
This year’s award winner will be announced on November 14 in Washington, D.C. as part of PMI’s seventh annual PMO Symposium® being held at the Marriott Marquis.
PMO of the Year Award® Finalists
Tacoma Public Schools: Enterprise Project Management Office
Tacoma, Washington, USA
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. Through the use of strong project management processes, the graduation rate for Tacoma Public Schools has risen from 55% in 2010 to 85% in 2016, which is significantly higher than the Washington State average (77.2%). One example of the EPMO’s impact was the collaborative efforts that developed a district-wide summer program, which expanded from 250 students in two programs (2012) to over 4900 students in 27 programs (2016). This is the first public Pre-K to 12 institution in the U.S. that has established a PMO and BI Data Warehouse and which has brought them praise, as well as recognition for their strong project management practices. Many public schools nationwide are seeking guidance and advice from Tacoma Public Schools on how to create and sustain an EPMO in public schools. They not only share their lessons learned and best practices, they continue to evolve to become a stronger institution representing sound project management best practices.
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. Since that time, they have created a single enterprise wide investment gating model, created a sponsorship engagement model going from 0% of sponsors engaged at the start to 77% today, and enabled a culture of never stopping projects to one that stops non-viable efforts. With many other accomplishments, the core was a cultural transformation. Engagement of sponsors, enabling project management development opportunities and creating a project management community internally to support and guide careers, they are presently managing over 1,265 initiatives, with an average project value of $5.4M. 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.
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. Key examples of recently completed strategic efforts include the renovation of a NON-LIFE core business system, HRMS, an intranet, Data Warehouse, CRM, and others. With strong project management practices and process, their defined KPIs show strong growth in key areas. High Satisfaction with project delivery improved from 87% in 2015 to 92% in 2017; completion with original budget went from 73% in 2015 to 86% in 2017 and meeting the original goals moved from 75% to 85%. They are able to accomplish this with a core culture of continuous development and excellence, which is inclusive of key standards and methodology based off of the PMBOK® Guide in combination with company requirements, solid practices, and resource availability. As the Triglav Group looks into the future, digital transformation is on their radar, implementing projects that will make current tools and processes friendlier and simpler for their customers.