Setting up a PMO at Waterschap limburg
The situation at the client
As of 1 January 2017, the Peel and Maasvallei Water Board in Venlo and the Roer and Overmaas Water Board in Sittard jointly became the Limburg Water Board. The merger created one province-wide water board'', says Peter Notten, programme manager at the water board. Starts Peter Notten, programme manager at the Water Board.
“In addition to ‘keeping the shops open’, it was also necessary to work on a complete integration of all primary and supporting processes and services.” For this it was important that the systems and information facilities were well tuned to each other. These things simply had to work on 2 January 2017.
"A Temporary Work Organisation Information Supply (TWI) was created for this, which takes on the responsibility for the integration in the field of geographical and document information and IT. 35 professionals had to make this happen, within 18 months, based on 50 smaller and larger projects.”
"The merger created one large province-wide water board. 35 professionals had to make this happen, within 18 months, based on 50 smaller and larger projects."
The solution from MOJEO
The TWI programme manager approached MOJEO with the request to unburden him, by setting up a PMO (Project Management Office). By means of a practical workshop all project managers were involved in the possibilities of the PMO and in this way support was created.
MOJEO has given advice in choosing the building blocks of the PMO.'' Peter Notten explains. Given the tight timeframe, the choice was made to focus on starting and closing the projects, financial and progress monitoring and providing clear and concise progress reports.''
MOJEO started by establishing the baseline and identifying the risks, issues and bottlenecks. A PMO roadmap was designed, focusing on standardising the project approach, mapping the financial organisation, setting up an integrated planning and standardising the reporting method within the programme.
After the implementation phase, MOJEO manned the PMO to guarantee continuity. Peter Notten is very satisfied with this. As programme manager I am very satisfied with the set-up of the PMO and the working method of MOJEO.
The delivered products are clear and the clients have good insight into the progress.”
As programme manager I am very satisfied with the set-up of the PMO and the working method of MOJEO. The delivered products are clear and the clients have a good insight into the progress.
The added MOJO
Peter Notten indicates that the solution of MOJEO has delivered clear added value for the organization. Through the solution which MOJEO has designed and implemented, the Temporary Work Organization Information (TWI) of the Limburg Water Board now has up-to-date insight into the progress of all projects, so risks can be quickly identified, adjustments can be made and the project organization is relieved in their daily work.
Peter Notten has also noticed the natural integration of MOJEO’s employees. “They’re close to the client and try to speak and understand the client’s language and DNA as quickly as possible.”
“They’re close to the client and try to speak and understand the client’s language and DNA as quickly as possible.‘’
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