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EPMO Operating Model

City of Port Phillip

LGPro PM SIG

August 2015

EPMO Role

The primary role of the EPMO is to optimise

community outcomes by driving cultural change

through implementation of strategically aligned

governance and enterprise wide behaviours supported

by refreshing processes and project management

methods.

EPMO Operating Model – High Level

An integrated set of functions that ensures appropriate Governance over

what projects are selected for delivery and how they are managed.

EPMO

P3 Practise Management

Project Tracking and

Reporting

Assurance, QA and Review

Portfolio Planning

Admin and Document

ControlEPMS Owner

Project Management

Services

EPMO


Project Tracking and

Reporting


Portfolio Planning

Admin and Document

ControlEPMS Owner

Project Management

Services

Key EPMO Functions

A group of PMs that deliver Complex projects and programs

Someone who knows how the system is used and drives improvements and innovative use of the System to improve productivity

Support regular activities like Status Reporting, EGG/PPG forum, EPMO mtgs. Management of the EPMO schedule,

Integrating with Business Planning, Service Planning and Asset Planning to ensure the optimum Project Portfolio is implemented

Review Briefs, Business Cases and Plans and assure quality and alignment toCouncil priorities

Ensuring regular effective project status tracking and reporting at Project, Program and Portfolio level

Keeping the methodology fresh and relevant and ensuring a broadownership of how we manage the Projects/Program/Portfolio

EPMO


Project Tracking and Reporting


Portfolio Planning

Administration EPMS OwnerProject

Management Services

P3 Pract ise Management

Purpose: To ensure that the Practise of Project, Program and Portfolio (P3) Management remains current

and relevant.

Key Functions:

• Establish and Maintain a PM capability equal to or above P3M3 level 3

• Continuous Improvement and Maintenance of PPM Methodologies

• Ensure PPM Induction and Training Material is fit for purpose

• Ensure knowledge of PPM is current for all staff involved in projects

• Be the Primary Subject Mater Expert for the PPM framework

• Provider advice and support in the use of the PPM framework for users

Accountabilities:

• Develop and Maintain appropriate Project, program and Portfolio Methodologies

• Implementation of Continuous Improvement program for PPM methodology

• Version Control and Access to templates, Tools and Framework documents

• Deliver Training in the PPM framework for Sponsors, PMs and Project Members

• Assist Managers of project delivery functions to Identify Capability Gaps and

implement remediation plans.

Key Principles and Design Criteria:

• A structured and measurable approach to continuous improvement is required

(P3M3)

• Expectation that Project Professionals (PMs, BAs, etc.) will take ownership of

improvements ie. “Practise Model”

• Feedback from project staff and the outcomes of Post Implementation reviews will

be actively incorporated into the PPM Methodology

Benefit to Council:

• Ensures that the base capability of Project Management is sufficient to deliver a significant portfolio of projects for the long term.

• Ensures the PM capability will continue to evolve and stay relevant to changing needs.

CoPP EPMO Department Operating Model

EPMO




Portfolio Planning


Management Services

Project Tracking and Report ing

Purpose: To ensure that the status of the CoPP Project Portfolio is understood and accessible to all at all

times.

Key Functions:

• Ensure the recording of all project approvals and baseline project data ;

including scope, benefits, cost and schedule

• Provide reporting that satisfies all key project reporting needs including

Councillors, ELT, CLT, Sponsors and managers of projects

• Maintain an efficient accurate and inclusive project tracking and reporting

service

Accountabilities:

• Ensuring that systems and processes are in place to track all project approvals and

commitments

• Regularly (Monthly) capture detailed Project Status

• Capture, tracking and reporting on project Benefit commitments and performance

over time

• Provide Project, Program and Portfolio Reports as scheduled

• Provide analysis of performance on major Projects and Programs and for the

Portfolio periodically

• Ensure an effective process of escalation exists for RISK and Issues from project to

program and from program to portfolio


• Official project status reporting mandatory for all projects

• A centralised approach to project tracking and reporting

• Project Sponsors, managers and team members will have access to project

reporting they require

• Tracking Resource commitments, capacity and capability is the responsibility of

teams involved in Project planning and delivery.

Benefit to Council:

• Ensures that decisions on project approvals can be made with an accurate knowledge of the state of the project portfolio


EPMO




Portfolio Planning


Management Services

Project Assurance, QA and Review

Purpose: To ensure that only projects with measurable benefits and high probability of delivering as planned

are approved.

Key Functions:

• To ensure that key project Governance documents are compliant with PG

requirements

• To ensure that business Cases are of appropriate content quality to ensure

a high probability of delivery of outputs and benefits as stated

• Track project Quality performance and drive continuous improvement

Accountabilities:

• Undertake compliance checks for project Idea definitions, Project Initiation Briefs,

Business Case and Change Requests against the PMM

• Undertake Delivery and Benefits Assurance review for key Business Cases

• Maintain an effective Project Management Assurance process

• Capture Project Quality and delivery performance metrics

• Maintain a Quality Improvement program for projects

• Provide Assurance Review information to approval bodies (EGG and PPG)


• Projects will be subject to Compliance to Methodology reviews but a flexible

“pragmatic” approach will be taken

• Minimum standards will be defined and approved

• Importance will be given to reviewing the Deliverability of both Outputs and Benefits

Benefit to Council:

• Minimal significant variation to plan for project outputs and outcomes.

• Greater certainty of delivery and ability to scale up the project work program.


EPMO




Portfolio Planning


Management Services

Portfol io Planning & Governance

Purpose: To ensure strict adherence to Council project Governance processes and ensure that the council

portfolio maximises the delivery of Council priorities.

Key Functions:

• Ensure that Portfolio is optimised for alignment and benefit delivery against

the priorities of Council.

• Ensure a 3 year view of the Portfolio is available at all times.

• Ensure integration between the Business Planning process and Portfolio

Planning

• Manage the PG governance process including scheduling EGG approvals

Accountabilities:

• Manage the Project Approval process throughout the project lifecycle including

significant Change Requests, “Deferrals and Bring Forwards”

• Publish all Project/Program/Portfolio approvals and decisions for access to all

appropriate staff

• Manage the Yearly Portfolio planning process

• Develop and maintain Project Selection Criteria

• Allocate the Project Profile

• Ensure Portfolio Forecast is accurate Manage the project selection process to

maximise value against Council Priorities

• Maintained documented processes, policies and methods for Portfolio Planning and

Governance


• Significant project approval decisions are made in the context of the portfolio status

• ELT are involved in making all significant portfolio decisions

• Long term impacts of decisions are understood and tracked

• Resources needs and “do-ability” are factors taken into consideration.

Benefit to Council:

• Confidence that the portfolio will deliver the council plan.

• The portfolio will be dynamically adjusted throughout the year to maximise the delivery of the council priorities.

• There will be a more Enterprise wide approach to initiative planning given the access to accurate portfolio approvals and decisions.

• Councils ability to plan ahead will be enhanced with the more detailed view of the future portfolio.


EPMO




Portfolio Planning


Management Services

Administrat ion and Document Control

Purpose: To ensure that the process of Governing the CoPP Portfolio and the management of the EPMO is

efficient and timely.

Key Functions:

• Maintain an effective EPMO Document management and Control Process

• Support the smooth operation of the key Governance processes and

forums including EGG.

• Provide support to the other EPMO functions.

• Provide support to the OP PCG

Accountabilities:

• Provide secretarial services to the approval bodies EGG and PPG.

• Provide project group coordination support to the organisation performance PCG

• Manage the project approval documents through the EPMO processes and into

Council document management system


• Utilise TRIM to maintain all key documents

• All assurance and approval body notes will be maintained

• Ensure availability to all templates, tools and guidelines.

Benefit to Council:

• The mechanics of the Governance processes is working effectively and all decisions are auditable

• Reduces overhead to projects


EPMO




Portfolio Planning


Management Services

EPMS Owner

Purpose: To maximise and maintain the effectiveness of the EPMS to support the PPM and project delivery

functions across the organisation

Key Functions:

• Develop and maintain the EPMS to integrate with the PMF

• Provide SME on use of the system to project team members

• Facilitate a collective ownership and of the system and promote innovation

and new uses of the EPMS

• Develop the EPMS to provide program and Portfolio reporting

• Continue to expand the use of the EPMS and innovate where possible

Accountabilities:

• Manage any and all EPMS updates and upgrades

• Ensure the EPMS remain secure and up to date wrt security

• Provide advice and guidance on how to use the EPMS on projects and programs

• Expand knowledge of the use of the EPMS within the CoPP

• Seek out feedback on issues and ensure timely remediation

• Seek out opportunities for continuous improvement of the use of the EPMS

• Facilitate regular user forums on usage experience and improvements


• The EPMS system owner will facilitate a collaborative approach to the improving the

system

• The system is there to provide value to both users the system and users of the

information (management)

Benefit to Council:

• Ensures that project information and status data is tracked and maintained efficiently and available when where it is required

• Enable all projects to be managed effectively and allows Enteprise portfolio decisions to be made


EPMO




Portfolio Planning


Management Services

Project Management Services

Purpose: To provide a Project Planning and Management service that ensures complex and significant

projects are delivered with minimum risk.

Key Functions:

• Ensure the high priority projects get access to the best project planning and

delivery skills in the organisation.

• Assist Sponsors to develop Measureable Project Benefits with links to the

priorities of council.

• Ensure project planning is of the highest quality and that projects are

generally delivered as planned.

• Ensure that priority projects are approved first time and rework.

• Create a reputation for remarkable project planning.

• Assist Technical Delivery Teams to working with Project Guidance to

provide quality delivery plans for their areas of responsibility.

Accountabilities and Responsibilities:

• Provide advise to the project Sponsor on the use of Project Guidance to ensure

effective project governance and controls are in place

• Maintain a capability that can deliver the Complex and significant projects (“breath

out and in”)

• Establish a strong working relationship with the project sponsor.

• Responsible for utilising effective planning methods

• Responsible for planning and conducting RaP (Rapid Planning) sessions

• Lead the project Planning process for complex and important projects and programs


• Planning for Complex projects requires significant PM resources that are

experienced and familiar with the CoPP PG.

• A collaborative planning approach will be utilised.

• Additional resources to be planned for and funded from Project budgets and

capitalised where required

• The PM will work closely with key project service providers and the Sponsor to

ensure a quality Business Case will be produced.

Benefit to Council:

• Avoid failure of important and complex council projects.

• Reduce the time taken to develop a project to delivery/construction stage.


EPMO Executive Manager

EPMO Operations

Co-Ordinator

PM Assurance and Practise

Development

PM Assurance and Planning #1

Tracking and Reporting & PGS

Owner

Portfolio Planning and Governance

PM Services

Co-ordinator

Senior/PM © #1

Senior/PM © #2

PM © #3

PM © #4

PMO Officer (FT)

Major Project

PMO Officer (FT) Major Project

BT & Systems

Projects

Co-ordinator

Senior PM ©

PM ©

EPMO BSO and Document Controller

EPMO Organisat ion Structure

EPMO Organisation structure – generic view (note not all roles currently filled – Aug 2015)

© = Contract Resources

Funded by projects

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