Enterprise Portfolio Management System

Description

IE are currently implementing a Portfolio Management Office (PMO) with the remit that includes enterprise-wide ICT projects and programmes. A key element of the suite of enablers in support for this priority strategic initiative is to implement a collaborative and integrated Enterprise Project, Programme and Portfolio Management System that will create governance and facilitate the project definition and delivery cycles. Essential elements must include: • Strategic alignment and prioritisation • Management Control • Benefits Management • Financial Management • Risk Management • Stakeholder Engagement • Resource Management • Capacity Planning • KPI’s, dashboards, triggers and alarms • It is envisaged that the system will operate across the enterprise and support multiple teams, both ICT and engineering/construction projects across the organisation with the ability to link information in a hierarchical manner. Lot 1: IE are currently implementing a Portfolio Management Office (PMO) with the remit that includes enterprise-wide ICT projects and programmes. A key element of the suite of enablers in support for this priority strategic initiative is to implement a collaborative and integrated Enterprise Project, Programme and Portfolio Management System that will create governance and facilitate the project definition and delivery cycles. Essential elements must include: • Strategic alignment and prioritisation • Management Control • Benefits Management • Financial Management • Risk Management • Stakeholder Engagement • Resource Management • Capacity Planning • KPI’s, dashboards, triggers and alarms • It is envisaged that the system will operate across the enterprise and support multiple teams, both ICT and engineering/construction projects across the organisation with the ability to link information in a hierarchical manner. We have a number of projects planned and in delivery which are crucial to the achievement of Iarnrod Eireann strategic objectives. We are introducing an ICT PMO to support project managers to deliver these projects. The other aims of the PMO are to increase the level of visibility across its projects and provide senior leadership with the necessary management information to support delivery, assess progress of projects, manage project risks, and prioritise new and existing projects. We wish to implement a technology solution (PPMS Project, Portfolio Management System ) to support the deployment and operation of the IT PMO. The PPMS purchased will initially enable a central repository of projects and programmes, supporting planning, resource management, capacity planning and project management and reporting. The PPMS will also need to support the growth of the PMO into a role of value assurance, to assist the organisation in its goals to optimise the overall operating budget. In this advanced role, the PMO will be helping to ensure that benefits and value are being planned for and realised across projects and programmes. The tool will also be used to assist with monitoring the progress of implementing standard processes across the organisation.