North Carolina Office of the State Chief Information Officer Enterprise Project Management Office
About the Enterprise Project Management Office

Our Primary Mission

To provide leadership for the improvement and expansion of Project Management across state government through coordination and communication, standardization and measurement, and mentoring and coaching.

To improve the management of IT investments over their life cycle by providing expert advice, formal education and training, extensive documentation and personal instruction on the underlying theories and concepts of portfolio management. Training in the use of the supporting software tool is a key component of this mission.

Our Legislative Responsibility

The Enterprise Project Management Office (EPMO) was established in 2004 to assist the State CIO (SCIO) in his legislated responsibility to improve the management of IT projects in state government. The EPMO is one component of this legislation; NC General Statutes - Chapter 147 Article 3D.

The State CIO has legislative oversight authority to review and approve State agency IT projects; develop standards and accountability measures for IT projects (including criteria for adequate project management); to require status reporting; to assign a project management advisor (PMA); and, if necessary, to suspend projects. The purpose of this legislation is to help to ensure that quality IT projects are delivered in a cost effective and timely manner.

By law, agencies must provide for a project manager who meets the applicable quality assurance standards for each IT project. The agency project manager is responsible for managing the project and providing periodic reports which shall include information regarding projects costs; issues related to hardware, software or training; projected and actual completion dates and any other information related to the implementation of the IT project.

Our Vision

The EPMO provides professional oversight to facilitate successful IT projects through assessing projects and facilitating resolution of issues, risks and roadblocks and by providing early warnings if a project is likely to fail. The EPMO does this through applying professional experience and best practices and by providing full and complete information to the SCIO to ensure the SCIO can respond appropriately.

We also engage agencies in understanding and applying IT portfolio management concepts to IT projects, applications and IT investments (plans and budgets). This is done through IT Portfolio Management services, which provides financial, technical, and management personnel with a knowledge and understanding of the theories, concepts, and disciplines of portfolio management. The service also includes training and support for the use of the Portfolio Management software tool to improve the planning, budgeting, and management of IT, especially IT investments.

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