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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