EPPMO Annual Report: FY24 Accomplishments and Key Highlights
FY24 was a transformative year for Oregon State University's (OSU) Enterprise Portfolio Project Management Office (EPPMO). We made significant strides towards maturing key components of enterprise project portfolio management. These efforts aligned with OSU's strategic plan and aimed to optimize the value delivery of the project portfolio and the services of the EPPMO. From refining governance and project intake processes to building a strong and capable team, we have laid the groundwork for continued growth and success. We are proud of the progress made, particularly in enhancing project delivery, optimizing portfolio management, and strengthening our change management capabilities. In parallel, EPPMO successfully managed a portfolio of 40 active projects for FY24, which included projects across business processes, systems, research, academic/student affairs, and the Administrative Modernization Program (AMP). We delivered 19 projects in FY24, rolled over 21 projects into FY25, and added 9 new projects to the FY25 roadmap, resulting in a robust and dynamic portfolio
Portfolio Governance and Optimization:
The EPPMO made substantial progress in establishing and refining the processes of portfolio governance, intake, project selection, and prioritization. Key achievements included:
- Designing, socializing, and operationalizing concept reviews, business cases, and project charters, which enabled informed decision-making and enhanced project planning across the enterprise.
- Maturing the project intake and stage gate processes with the automation of key steps through the new ASANA PPM tool, significantly improving efficiency in project initiation and approval workflows.
- Standardization and scaling of project management and business analysis practices, leading to more consistent delivery and higher-quality project execution.
- Providing change management expertise, coaching stakeholders on the importance of treating projects as strategic investments, and guiding them on how to evaluate business cases, design projects, and think strategically about roadmaps.
Successful Project Delivery:
EPPMO successfully managed a portfolio of 40 active projects for FY24, which included projects across business processes, systems, research, academic/student affairs, and the Administrative Modernization Program (AMP).
- We delivered 19 projects in FY24, rolled over 21 projects into FY25, and added 9 new projects to the FY25 roadmap, resulting in a robust and dynamic portfolio.
- Active Projects
- Projects Delivered
Resource Management and Capacity Planning:
A key focus was evaluating and developing the EPPMO team's capacity and capability to meet the demands of the growing portfolio. Notable accomplishments included:
- Securing short-term funding for current commitments and developing a proposal for long-term investment to support future growth.
- Growing the EPPMO team from 5 PMs and 2 BAs at the start of FY24 to 11 PMs and 3 BAs by the end of the year, alongside the recruitment of a Delivery Director to strengthen leadership.
- Establishing a comprehensive resource management and capacity planning framework, which improves resource allocation and project delivery efficiency.
Implementation of Project Portfolio Management Technology (PPM Tool):
EPPMO identified, procured, and implemented the ASANA PPM tool, which centralizes project data, enhances collaboration, and enables real-time insights to optimize project portfolio management. This tool improves visibility, risk management, resource allocation, and decision-making, ensuring that projects are aligned with strategic goals.
Growth of the PM/BA Community of Practice:
Another memorable achievement was the creation and growth of the foundation needed to establish the Project Management and Business Analysis Community of Practice (PM/BA CoP). This initiative provided leadership, training, resources, and tools to enable project managers and business analysts to collaborate effectively across OSU. We developed a resource hub, a unified portfolio intake framework, and a toolkit for PMs and BAs, ensuring scalable and effective project delivery. With this as our foundation we were ready to formally launch the university wide CoP in early FY25.
Building the Change Management Capability:
We made significant strides in change management, including onboarding and/or training of four staff members certified in the Prosci Change Management methodology. This has become a critical capability for ensuring project success and portfolio benefit realization. Project-level change management was initiated on relevant projects, and we supported other OSU departments in leveraging change management principles for successful outcomes.
Team Growth and Development:
The growth of the EPPMO team is one of our proudest achievements. We successfully recruited, onboarded, and upskilled a diverse and talented team of project managers, business analysts, and change management professionals. All Project Managers have received their Disciplined Agile certified and all Business Analysts have undergone the Business Analyst training. This has positioned EPPMO to effectively support OSU’s growing project portfolio and its alignment with strategic goals.
Strategic Alignment and Delivery:
We take pride in the increased strategic alignment of OSU’s portfolio. Through improved governance, portfolio planning, and resource management, we are ensuring that the right projects are prioritized and delivered efficiently, creating measurable value for OSU’s strategic objectives. The integration of change management practices further enhances the success of these projects by ensuring that stakeholders are prepared for and supported through transformations.
Maturity in Portfolio Management Practices:
EPPMO has made significant strides in maturing our portfolio management practices. Our success in implementing standardized processes, tools, and governance structures has established a foundation for continued growth and optimization. We are now better equipped to deliver value and manage the increasing complexity of OSU’s project portfolio, contributing to the university’s long-term success.
Conclusion
Looking ahead, we are excited to build on these accomplishments to further advance OSU’s strategic goals and drive even greater value through OSU projects.