Global

Details

  • Service: Advisory
  • Industry: Energy & Natural Resources, Power & Utilities
  • Type: Business and industry issue
  • Date: 9/14/2012

Project Organization & Establishing a Program Management Office: KPMG Major Projects Advisory Leadership Series 

This paper explores key concepts to consider when organizing and staffing a program or major project, as well as key considerations for establishing a program or project management office (PMO).
Project Organization & Establishing a PMO
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Until recently, energy companies have been reluctant to utilize Program Management Offices (PMO’s) on a consistent basis. Most PMOs had been established to help comply with regulatory requirements or to help manage and mitigate risk on major energy projects. While PMOs can be very effective in improving project performance on major construction projects, they can also be effective in helping energy companies manage and mitigate risk through improving consistency, accuracy and competency across business units in areas such as:


  • Records risk management
  • Pipeline safety and integrity
  • Project cost reporting and tracking
  • Procurement

This first in a series entitled KPMG Major Projects Advisory Leadership Series, explores key concepts to consider when organizing and staffing a program or major project, as well as key considerations for establishing a program or project management office (PMO).

 

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