Gartner Research

Success Criteria for a Reporting EPMO

Published: 08 November 2016

ID: G00316676

Analyst(s): Donna Fitzgerald


Optimizing and promoting the value contribution of the reporting EPMO requires politically astute program and portfolio management leaders who can find the sweet spot between reporting and managing while providing a positive change mechanism spanning executive and line management.

Table Of Contents
  • Key Challenges



  • Understand the Politics Before You Take the Job
  • Remove Conflict and Nonparticipation by Building Consensus With PMs About What to Report and Why
    • Begin by Understanding the Projects in Your Portfolio
    • Move on to Understanding Exactly Who Is Executing the Projects in Your Portfolio
  • To Get Real Information, Not Just Data, Build Your Relationship With the PMs Who Are Managing the Top 50 Projects
  • Determine Specifically What Should Be Reported to Senior Management, How Often and in What Form, to Enable Them to Make Well-Informed Decisions as Quickly as Possible
  • Be Blunt: The Only Real Authority a REPMO Must Have Is the Ability to Tell the Truth About Project Status — Don't Be Afraid to Use It

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