Seed Project Solutions

Implementing Governance in a Global Enterprise

In a global enterprise with offices in the USA, Europe, and Singapore, the Project Management Office (PMO) faced a significant challenge. Each regional PMO reported to different divisions, leading to varied practices and maturity levels. This diversity often resulted in inefficiencies and slow decision-making processes.

The Need for Change

A comprehensive maturity model assessment revealed that transforming the PMO was crucial for maximizing operational efficiency across the business. Although each division had similar roles, they also had unique specialties. Some tasks required regional independence, while others were interdependent, necessitating collaboration.

Leveraging Best Practices

The task was to identify and document the best practices from each region. By optimizing business processes, the company aimed to streamline decision-making and improve deliverable acceptance. The governance structure was a key element in this transformation.

Establishing Effective Governance

A Senior Responsible Owner (SRO) was appointed to lead the governance board, which included senior leadership from each region. This board was responsible for delegated approvals. Below the governance board, a steering committee led by regional managers was established to endorse changes and deliverables based on working group findings. The working groups comprised Subject Matter Experts (SMEs) from each department who either performed the work or requested changes. They followed a structured change process.

Streamlined Decision-Making

The new governance structure had the following meeting cadence:

• Working Groups: Weekly meetings to discuss recommendations.
• Steering Committee: Biweekly meetings to endorse or reject recommendations.
• Governance Board: Monthly meetings for final approvals.

To facilitate efficient decision-making, approval tolerances and financial delegations were established at each level, enabling swift handling of day-to-day or low-impact decisions. A proactive approach was adopted, where information was shared early and regularly with governance groups. Meetings were not just for decision-making but also for sharing significant updates, future approval items, and important FYIs. A calendar of upcoming approvals ensured governance teams were well-prepared and could provide necessary support in advance.

From Tennis to Basketball: A Collaborative Approach

The shift from individual players handling issues like a tennis match to a basketball team playing different roles but working towards the same goal was transformative. The new perspective fostered collaboration, turning dependency issues and risks into opportunities for collective success.

The GROW Framework in Action

Throughout this transformation, the GROW framework guided our approach:

• Governance: Establishing clear roles and responsibilities for decision-making.
• Risk Management: Proactively identifying and mitigating risks through structured processes.
• Operational Efficiency: Streamlining workflows and improving resource utilization.
• Winning Culture: Fostering a culture of collaboration and continuous improvement.

Adapting to Organizational Methodologies

We adapted to the organization’s project management methodology and reporting frameworks, ensuring a tailored approach that resonated with their unique needs. This adaptability was key to gaining stakeholder buy-in and achieving successful outcomes.

Conclusion

Transforming the PMO governance structure across multiple regions can significantly enhance efficiency and decision-making. By leveraging best practices, establishing clear governance, and fostering a collaborative culture, global enterprises can achieve remarkable results.