Project Nexus

Strategy Document
Enterprise Project Management Office

Dated: 28-May-2025

Dollar Industries
Table of Contents
Strategy Document................................................................................................................0
1. Executive Summary......................................................................................................2
2. Introduction.....................................................................................................................3
3. PMO strategic approach
The PMO strategic approach aims outling the overarching goals,
structures and procedures for the new PMO. It includes
 General Setup: Vision, Mission, Purpose, Objectives, Scope of Work,
Structure, Roles and Responsibilities.
 Governance Structures: Methodologies, Decision-making Processes,
Reporting Mechanisms, Steering Committee.
 Essential Procedures: Project Portfolio Management, Resource
Management, Risk Management, Change Management, Talent
Management.
4. Vision and Mission........................................................................................................4
4.1[3.1] Vision....................................................................................................................4
4.2[3.2] Mission.................................................................................................................4
5.[4.] Strategic Objectives..................................................................................................5
Primary..................................................................................................................................5
Secondary............................................................................................................................5
6.[5.] Structure and Strategy............................................................................................6
6.1[5.1] Structure.............................................................................................................6
6.2[5.2] Strategy...............................................................................................................8
7.[6.] Main Functions EPMO..............................................................................................9
7.1[6.1] Strategic Alignment and Value Realization..............................................9
7.2[6.2] Governance and Decision Enablement....................................................9
7.3[6.3] Enterprise Portfolio Management.................................................................9
7.4[6.4] Standardization and Agility in Execution................................................10
7.5[6.5] Capability Development and Culture Building.....................................10
7.6[6.6] Resource Optimization and Demand Management..........................10
7.7[6.7] Change Enablement and Stakeholder Engagement..........................10
7.8[6.8] Performance Tracking and Continuous Improvement.......................11
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8.[7.] Processes and Standards....................................................................................12
Strategic Processes........................................................................................................12
Standards and Practices Guides...............................................................................13
9.[8.] Tools and Technologies.........................................................................................14
10.[9.] Implementation Plan............................................................................................16
11.[10.] Performance Metrics.........................................................................................17

12. PMO Strategy Roadmap: PMO strategy roadmap describes the goals, tasks
and milestones of each project stage (initiation, planning, execution,
closure) to enable coordination between teams and alignment with
organizational objectives.

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1. Executive Summary

The Enterprise Project Management functions as a strategic approachentity

aimed at aligning project management and execution with the organization's
goals and strategic objectives. Its primary purpose is to ensure the delivery of
business value through a lean, agile and scalable framework. This strategy
document outlines {xxx} the structure, objectives, implementation roadmap,
governance model, processes and methodologies, and performance metrics
necessary for establishing and operating the EPMO at Dollar Industries (DiL)

, utilizing the appropriate tools and technologies.

A. Why DiL needed PMO?

 Project Proliferation: As the number of projects steadily increases,

resource allocation becomes a major issue, requiring a PMO to establish
standard protocols that ensure optimal resource distribution.
 Inconsistent across Teams simultaneously dealing with multiple projects
and each department employs a different approach, project teams suffers
from ever-changing guidelines and inefficient procedures a PMO will help
set up standards, process and best practices to ensure compliance and
boost efficiency.
 Misalignment with Overall Strategy: Project teams working in their own
silos will be challenging to see the big picture. With the overarching
strategy in mind, the PMO will help eliminate redundant projects, optimize
project portfolios, and ensure strategic alignment.
 Lack of Project Management Knowledge: Organization failed to document
processes and lessons from previous projects.
 Inefficient Communication: Lack of transparency regarding project
progress, risks, and outcomes, setting up unsatisfactory project delays in
terms of cost, quality and timelines, a PMO to establish communication
channels and reporting frameworks.

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2. Introduction
A. Introduction to Enterprise Project Management

Project Management Office (PMO) is an internal team that oversees the

development, deployment and evaluation of company projects and work
streams. The PMO is tasked with defining project management standards,
creating project-related documentation and guiding project execution.The
Enterprise Project Management Office (EPMO) serves as the strategic
integrator and execution enabler for translating the organization’s vision and
strategy into measurable business outcomes through disciplined yet agile
project delivery.

Enterprise project management office (EPMO) is a strategic unit of the

organization which is established to help achieve strategic objectives of the
organization within specific time frame, as per approved budgets and
meeting key outcomes / expectations of the stakeholders. Also, this PMO also
unit promotes and implements project management best practices,
tailoredd and best fitted, for DiLthe organization and improves project
management maturity by imparting focused training to employees involved
in projects or project related activities.

Traditional PMO Agile, Lean EPMO

Project policing Strategic enablement and value
focus
One-size-fits-all processes Tailored, modular execution
models
Administrative reporting Insight-driven portfolio
management
Command-and-control culture Empowered, collaborative teams
Tactical task execution Strategic business outcomes
delivery

EPMO breaks down strategic objectives of an organization into portfolios,

programs and projects, aligning and balancing them for improved ROI and
efficient execution of organization’s strategy.

B. Project Management Center of Excellence

As the project management knowledge base within an organization, the centre
of excellence mainly defines standards, procedures and tools for project
managers and their teams.

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C. Business Level
At this level, PMOs ensure project alignment with the overall vision and
strategy, reporting to the CEO and exercising authority in tactical decision-
making for all projects.

D. Division Level
At this level, PMOs would support porjects withina specific sector. Common
responsibilities include team training, resource budgeting, and program
orchestration.

E. Project Level:
At this level, PMOs would support a single project on administrative matters,
progress monitoring and project reporting.

Strategically, the PMO at DiL shall start as supportive, moving on to controlling,

leading up to the prespective level.

F. Levels of PMO
i. Supportive PMO: It emphasis lies in providing guidance, best practices, and
training to project teams. A supportive PMO strives to foster flexibility and
creativity in project execution, acting as a resource hub without exerting direct
control over projects. This type of PMO is relevant for organizations with low
maturity level in project portfolio management.
ii. Controlling PMO: It prioritizes standardization and compliance with
established project management processes. It actively monitors and control
project execution, ensuring strict adherence to policies and procedures. With a
higher level of authority, the controlling PMO not only provides essential
knowledge and training to project teams but also intervenes on project matters
to enforce compliance and mitigate risks.
iii. Directive PMO: The directive PMO assumes the highest level of control over
projects. It takes a proactive role in directly managing projects, making key
decisions, and driving project execution. With the authority to dictate project
strategies, the directive PMO ensures close alignment between the project
portfolio and organizational goals.

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3. Vision and Mission
3.1 Vision
Option#1
To drive value-led project execution and rapid delivery that fuels business
growth, foster innovation, and infuse tech-enabled process and project
excellence across the enterprise.

Option#2
To be recognized as a strategic partner within the organization, driving C enabling
project management culture and practices to enhance business value and
competitive advantage.

Option#3
To be recognized as a strategic partner within the organization, enabling
project management culture and practices, driving improvements in
organizational projects performance and outcomes for enhanced business
value and competitive advantage.

3.2 Mission
Option#1
We exist to clear the dust on project management at DIL—driving rapid delivery
through lean, agile, and scalable practices. We equip teams to cut waste, move
fast, and deliver earned value. Every initiative must show real progress against
cost, schedule, and strategic goals. No red tape. Just focused, disciplined
execution that moves the needle.

Option#2
Creating a foundation for consistent project success, fostering a strong project
management culture and a supportive environment. Leading the organization
towards project management excellence, step by step, introducing highly
effective approaches to project management which are easy to adapt,
optimum C consistent for projects of all types, sizes C complexities.

Option#3
To establish and implement standardized project management practices,
ensure governance, and empower business units with tools, insights, and
capabilities to deliver projects effectively and efficiently in alignment with the
organization’s strategic priorities.

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[4.] Strategic Objectives
PrimaryStrategic
 To establish a lean, agile Enterprise Project Management Office (EPMO)
that enables faster, value-driven delivery of strategic initiatives, fosters
team accountability, and ensures alignment with growth, innovation, and
operational efficiency goals.

TacticalSecondary
 Envision, develop, plan, implement, monitor C enhance project
management maturity of the organization as per PMI standards C
best practices.
 Enhance the project management capabilities of the organization
through training, mentoring, implementation and adoption of
standards and best practices.
 Introduce standard project management tools to implement KPIs,
dashboards, and regular reporting mechanisms for monitoring, identify
deviations, and support data- driven decisions.
 Ensure that all projects are aligned with the organization's strategic
goals and objectives, facilitating better decision-making and
resource allocation.
 Provide project management advisory C support on all assigned projects.
 Foster strong relationships with stakeholders across departments to
ensure their needs and expectations are met, and to facilitate
collaboration and
communication.
 Identify, assess, and mitigate risks and issues that can impact project
outcomes at an organization level.
 Drive continuous improvement through lessons learned and post-project
reviews in project delivery practices.

4. Objectives of setting up the PMO?

PMO plays a crucial role in helping cost cutting, enhance effectiveness, make
optimal use of project resources and accumulate relevant knowledge to help
guide future projects.

Here are several benefits of a well-functioning PMO:

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A. Enhance Project Governance and Performance: PMO ensures that project
align with the organization’s strategic goals and established standards.
This enhanced governance helps optimize processes, prevent scope creep
and keep projects on track. With standardized procedures in place,
company projects enjoy greater efficiency, reduced delays and increased
likelihood of meeting project objectives.

B. Optimized Resource Management: PMO plays a crucial role in project

resource management. By ensuring efficient resource allocation, PMOs
enable better workforce utilization, minimize bottle necks, and enhance
project efficiency. By prioritizing projects based on strategic goals, PMOs
help optimize the overall project portfolio by prioritizing investments in
high-stakes initiatives.

C. Continuous Improvement: PMO is dedicated to continuous improvement in

project management processes. It assesses project outcomes, identifies
lessons learned, and implements improvements. This commitment would
allow the organization to learn from the past failures, remain adaptable to
changes and maintain a competitive edge in project execution.

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5. Structure and Strategy
5.1 Structure
The Enterprise Project Management Office (EPMO) serves as a strategic unit
within the organization, enabling alignment between project execution and
business objectives. The core structure of EPMO includes four main functional
components — PMO Leadership, PMO Operations, Center of Excellence (CoE),
and Analysis C Reporting — each of which plays a vital role in successful
project portfolio delivery, governance, and continuous improvement.

Figure 1: Functions of the Enterprise Project Management Office and its Key Responsibilities

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The Key roles and responsibilities of each position within the EPMO Structure

Figure 2: Positions of the Enterprise Project Management Office

EPMO Core Team (1-2 Members Initially)

Role Key Responsibilities
Strategic oversight, alignment with C-level, sponsor
CPMO
relationships, EPMO evolution
Overseeing the day-to-day activities of the Project
Management Office and ensuring that project management
Sr./Manager PMO
practices are effectively
Operation
implemented across the organization. Several positions
typically report to the Manager of PMO Operations, contributing
to the PMO's operational
efficiency and effectiveness
Sr./Manager PM CoE Supports agile practices, facilitates ceremonies, builds team
capabilities
Responsible for planning, executing, and closing individual
Project Manager projects, ensuring they meet objectives and are completed on
time and within
budget.

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PMO Analyst Reporting, dashboard maintenance, data integrity, project KPIs

Assist project managers in organizing and managing project

Project Coordinatoractivities, maintaining schedules, and ensuring effective
communication among
team members.
Supports the CoE in updating standards, managing
PM CoE Coordinator
documentation, and
facilitating knowledge sharing and training sessions.

5.2 Strategy
Lean Structure
The EPMO to be kept lightweight and business-embedded—not an overhead
layer. A small core team with full or part-time project leads from each
function.
A lean and agile hybrid that combines:
 A central EPMO core for governance and enablement.
 Embedded project managers in functions for execution.
 A network of champions and SMEs for agility and responsiveness.
Agile Mindset
Focus on iterative planning, rapid execution, and continuous learning.
Embrace change and feedback instead of rigid documentation and plans.
Value-Driven Execution
Project prioritization and / or capacity building that directly contribute to volume /
revenue growth, time-to-market and cost savings, use Earned Value metrics
(cost, time, scope vs. outcome) to track performance.
To build an enterprise-wide capability that ensures:
 Projects are aligned with strategic objectives and rapid delivery
 Resources are optimized across functions
 Execution is agile, transparent, and value-driven
 Change is managed systematically
Execution Layer (Matrix Model)
 Project Managers (PMs) sit within functions but align to EPMO practices.
 Functional Heads act as project sponsors and resource owners.
 Cross-functional squads (e.g., for NPD, route-to-market, digital)
execute within defined charters.
Roles in Strategy Execution

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 EPMO: Owner of standards, reporting, prioritization, capability building.
 Functional Leaders: Project sponsors and champions of value delivery.
 Project Managers: Accountable for delivery outcomes.
 Project Teams: Empowered, cross-functional squads with project mindset.

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6. Main Functions EPMO
The following are the main functions of EPMO

6.1 Strategic Alignment and Value Realization

Key Responsibilities:
 Translate corporate strategy into a project portfolio roadmap.
 Establish and apply a prioritization framework to evaluate and select
projects with the highest strategic value.
 Serve as a strategic partner to business leaders by continuously
aligning project objectives with changing business goals.
 Facilitate benefits realization management (BRM) to track and
maximize the tangible and intangible value of projects.

Outcome: Projects directly contribute to strategic KPIs and long-term value

creation.

6.2 Governance and Decision Enablement

Key Responsibilities:
 Develop and oversee a right-sized governance structure with clear
decision rights, escalation protocols, and approval workflows.
 Enable risk-based, adaptive governance to allow agility for smaller
or iterative projects and stronger controls for high-impact
initiatives.
 Facilitate regular portfolio steering committee meetings to support
data-driven prioritization and resource allocation.

Outcome: Decisions are timely, transparent, and aligned with strategic

priorities.

6.3 Enterprise Portfolio Management

Key Responsibilities:
 Maintain a single source of truth for all project and program activities
across the organization.
 Enable portfolio balancing across risk, resource availability, capability,
and strategic themes.
 Provide real-time dashboards, heat maps, and progress reports to
monitor the health of the entire portfolio.

Outcome: Holistic oversight enables proactive adjustments and cross-

functional synchronization.
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6.4 Standardization and Agility in Execution
Key Responsibilities:
 Develop and maintain modular project management frameworks (e.g.,
agile, hybrid, waterfall) tailored to project type, size, and risk.
 Promote the use of common tools, templates, and practices to
streamline execution and reduce variability.
 Support the setup of cross-functional project teams with defined
accountabilities and delivery rhythms.

Outcome: Projects are consistently executed with flexibility, speed, and control.

6.5 Capability Development and Culture Building

Key Responsibilities:
 Identify and bridge gaps in project management capabilities
through training, coaching, and mentoring.
 Establish a community of practice (CoP) for project and program
managers across departments.
 Reinforce a culture of collaboration, ownership, and learning
through retrospectives, lessons learned, and best practice
sharing.

Outcome: A confident and empowered project workforce capable of

delivering strategic outcomes.

6.6 Resource Optimization and Demand Management

Key Responsibilities:
 Maintain a centralized view of resource allocation to identify
bottlenecks and underutilization.
 Facilitate capacity planning and skills matching across functions
and strategic initiatives.
 Introduce agile capacity buffers and rolling-wave planning to
dynamically respond to changes.

Outcome: Optimal resource utilization aligned with strategic execution needs.

6.7 Change Enablement and Stakeholder Engagement

Key Responsibilities:
 Act as a change catalyst by supporting project sponsors with
communication, training, and adoption planning.

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  Build and sustain a stakeholder engagement framework to maintain
transparency and buy-in across the enterprise.
 Monitor change fatigue and adoption risks, adapting engagement
strategies as needed.

Outcome: Strong sponsorship and minimal resistance to strategic

transformation initiatives.

6.8 Performance Tracking and Continuous Improvement

Key Responsibilities:
 Define, track, and report on enterprise-wide performance metrics such
as on-time delivery, scope adherence, ROI, and stakeholder
satisfaction.
 Conduct regular portfolio retrospectives and project health checks to
feed lessons learned into continuous improvement loops.
 Use trend analysis and predictive insights for future readiness and risk
mitigation.

Outcome: Execution maturity and agility improve over time through

data-driven insights and iterative enhancements.

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7. Processes and Standards
Strategic Processes

Figure 1: Project Strategic, management and operational planning

A process is needed to identify the manner in which the business plan is

linked to the portfolio of projects so that the “right” projects are prioritized and
implemented.

To reach a level of continuous improvement, learning from actual experience

must be fed back through the process. As experience is collected on the
performance of the process components, changes can be implemented to
improve the overall performance.

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Figure 2: Continuous project management maturity improvement process

The above process recognizes the importance of project management in

achieving the strategic goals and objectives of the business. This can be
accomplished through a continuous project management maturity
improvement process that follows an assessment with improvements in
processes, methods, standards, tools, training, and project performance.

Standards and Practices Guides

Following PMI standards and practices guides will be used in EPMO
establishment, functioning and evolution:

 PMBOK guide
 The Standard for Program Management
 The Standard for Portfolio Management
 Project Management Office Practice Guide
 Agile Practice Guide
 The Standard for Organizational Project Management

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 8. Tools and Technologies
Core Tools

 Project Management Platform

 Dashboard/BI Tool for visual reporting on PM and Project Office KPIs.
 Knowledge Repository for methodology, templates, and documentation.
 Time and Resource Tracking: Integrated or lightweight tools

The project management platform is expected to have following features

 Usability
o It should be designed to accommodate project staff who are
spread out across different locations.
 Centralized and integrated Database
o A centralized and integrated database improves data integrity and
provides a means for establishing a single point of data entry,
control and exchange between the project planning tool and the
tracking (time sheet) tool.
 Multi-Project and Multi-user Capability
o The ability to manage multiple projects and multiple users at
organizational levels.
 Customizable fields
o This is a crucial aspect where the enterprise project management
system can adjust to fit the organization's unique business practices,
rather than the other way around.
 Security functions
o Functionality needs to exist for an administrator to manage who
has access to what data, and the ability to access that data. We
need a mix of data security and functional security that can be
targeted to the specific user. The dataldata level security manages
which project and resource the user has access to, whereas the
functional security manages which tasks (e.g., analysis, mass
update, and task advancement) the user can perform on a
specific project and resource.
 Multi-functional Reporting and Dashboarding
o It will be a simple method of reporting project and portfolio
information to individuals with varying degrees of involvement in
the project management effort. Plus, since the analysis produced
by any project management system depends on the timeliness
and accuracy of the progress data, it also must be easy for users
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to access these data. The best method for project-based
reporting is a flexible and customizable tool for producing both
graphical

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 (Gantt, pert, histogram, etc.) and tabular (reports, lists, etc.) reports
and management related dashboards.
 Alert/Notification
o The enterprise project management software/tools will have a
notification feature to identify updates of information that impact
projects. An alert must be designed to automatically inform all
project stakeholders. A notification software feature implies flexibility
for keeping everyone informed of the latest developments in their
projects or tasks.

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6. Inplenentation Plan
A high-level project plan and milestones-based roadmap for the Enterprise Project
Management Office (EPMO) are outlined below.

 Current State Assessment

Assessment C Strategy
Phase 1  EPMO Vision, Mission C Objectives
Development Apr 07, 2025 –
 EPMO Strategy C Roadmap
June 27, 2025
 EPMO Org Structure
 EPMO Tool
Design C Framework Development
Phase 2  EPMO Project Support Office Launch
Jun 03, 2025 – Jan 07, 2026
 EPMO Manual
 EPMO KPIs / OKRs
 EPMO Team Trainings
EPMO Implementation
Phase 3  EPMO Pilot Launch
Jan 01, 2026 – June 16, 2026
 EPMO Full Rollout
 1st Performance Review
Optimization C Improvement
Phase 4  EPMO Optimizations
Oct 13, 2026 – Dec 11,
 EPMO Performance Review Plan
2026
 EPMO Future Roadmap C Evolution
Evolution C Future
Phase 5 Plan
Roadmap Oct 30, 2026
 EPMO Optimizations
– Feb 18, 2027
 OPM Maturity Model

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Figure 7: Enterprise Project Management Office (EPMO) Roadmap.

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[10.] PerfornancePerformance Metrics
Following performance metrics can be applied to measure
performance of EPMO depending on maturity and evaluation stage

1. Percentage of Projects Aligned with Strategic Goals

a. Measures how well projects support organizational strategy.
2. Strategic Initiative Coverage
a. % of strategic objectives supported by active
projects/initiatives in the portfolio.
3. Benefit Realization Rate
a. % of projects achieving their planned benefits (financial,
customer, operational, strategic) within defined timelines
post- completion/Implementation.
4. Project Portfolio Value Contribution
a. ROI or value derived from the total portfolio vs. cost.
5. Project Success Rate (On Time / On Budget / Scope Met)
a. % of projects delivered on time, within budget, and meeting
scope/quality objectives
6. On-Time Project Delivery Rate
a. % of projects completed on or before the original deadline.
7. On-Budget Project Delivery Rate
a. % of projects delivered within the approved budget.
8. Schedule Variance (SV)
a. Difference between planned and actual time.
9. Cost Variance (CV)
a. Difference between planned and actual cost.
10. Resource Utilization Rate
a. % of planned resource capacity effectively utilized
across the project/program/portfolio.
11. Stakeholder (Sponsor/Business) Satisfaction Rate
a. satisfaction rating from sponsors, team members, and
Business client/beneficiary.
12. Project Sponsor Engagement Rate
a. % of projects with active and consistent sponsor involvement.
13. PMO Process Adherence Rate
a. % of projects complying with EPMO methodology, frameworks,
templates and tools.
14. Improvement Initiatives Implemented
a. % of continuous improvement actions completed in a year.
15. Issue Resolution Lead Time
a. Average time to resolve major project issues.
16. Portfolio Risk Exposure

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 a. Risk score/value of top portfolio risks; % of critical risks with
effective mitigation plans.
17. Percentage of Projects in Red/Amber/Green
Status
a. Project health distribution across portfolio.
18. Early Warning Indicators Triggered
a. No. of projects flagged early by predefined risk thresholds.
19. Training and Knowledge-based effectiveness:
a. % completion for EPMO-delivered training and knowledge based.
b. No of the training courses were completed.

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