Macsteel Service Centres: Establishing the Enterprise Project Management Office

Introduction

As the Head of the Enterprise Project Management Office (EPMO) at Macsteel Service Centres, I was tasked with the complete responsibility of setting up and establishing the EPMO, which included building the PMO team and implementing all necessary systems, processes, methodologies, standards, and governance required to enable the realization of the Group's strategy, as well as that of its ten subsidiary companies, comprising over 5,000 employees.

The Challenge

The primary challenge was to design and implement a governance framework and establish multiple governance forums necessary for assessing investment decisions, aligning to strategy, and performing portfolio prioritization of projects and programs across the Group. This involved leading the PMO team, which included project and program managers, consultants, business analysts, and project administrators, and ensuring the seamless integration of these elements into the existing organizational structure.

Objectives and Strategy

My objectives were clear: to create a robust EPMO that would support strategic realization processes across the Group. This entailed:

• Designing and implementing strategic realization processes, PMO processes, and a governance framework.

• Introducing necessary controls to reduce risk exposure, manage project costs, and allocate resources efficiently.

• Establishing and coaching various governance and PMO forums for senior management and executive committee members.

• Building a portfolio of over 70 projects, programs, and initiatives to enable executives to make informed investment decisions and prioritize key initiatives.

• Standardizing project management methodologies and templates to ensure consistency across the PMO team and project resources.

Implementation

The project was executed with precision and a strong focus on stakeholder engagement. I designed and implemented new strategic realization processes and governance frameworks, introducing controls that significantly reduced risk exposure and improved resource management. I established and coached various governance forums, including the architecture forum, business integration forum, and strategic realization forum, ensuring that senior management and executive committee members were fully engaged and supportive of the new processes.

A comprehensive portfolio of over 70 projects, programs, and initiatives was developed, providing executives with the tools to make strategic investment decisions and prioritize projects effectively. I standardized the working practices of the PMO team and project resources, ensuring consistency and improving overall project management efficiency.

Results and Benefits

The establishment of the EPMO within six months was a significant achievement, culminating in the Group COO's sign-off. The new governance framework and PMO processes garnered positive buy-in from all stakeholders, successfully reducing risk exposure and improving resource allocation. The establishment of various governance forums facilitated the approval, management, and monitoring of portfolios, aligning them with the Group's strategic objectives.

Conclusion

The establishment of the Enterprise Project Management Office (EPMO) at Macsteel Service Centres was a significant accomplishment that exceeded expectations. By designing and implementing new strategic realization processes and a robust governance framework, we introduced essential controls that reduced risk exposure and improved resource management. The creation of various governance forums, such as the architecture and business integration forums, successfully engaged senior management and executive committee members, ensuring alignment with the Group's strategic objectives.

This success positioned Macsteel Service Centres for strategic growth and significantly enhanced its operational efficiency and project management capabilities.