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Services / EPMO Establishment
Delivery and Governance
The governance engine
a portfolio depends on
We establish the Enterprise Portfolio Management Office that gives an organisation a single, trusted view of its programmes, and the discipline to act on it.
Service Outline
What this service delivers
We design and stand up the Enterprise Portfolio Management Office that gives an organisation a single, trusted view of its programmes and the discipline to act on it. An EPMO is only as good as the judgement behind it, so we build for your context: the operating model, mandate, governance cadence, tooling, and reporting that let an executive see the whole portfolio clearly and make the calls that matter. Our designs draw on MoP, P3O, and P3M3 maturity practice, and every function is built to earn its place by speeding delivery up. We hand over a capability your own people can run, measure, and evolve long after we leave.
The Precision Approach
How we run this work
Design for your context.
We start from how your organisation actually funds, decides, and delivers, then shape the EPMO to strengthen it, using P3M3 as the maturity yardstick.
Mandate before machinery.
The EPMO’s authority, escalation rights, and reporting line are settled with the executive first, because a portfolio office without teeth is a reporting bureau.
Accelerating delivery.
Every control must speed delivery up or sharpen a decision. We cut process that exists only to feed itself.
Instrument from day one.
Portfolio tooling, automated data pipelines, and AI-assisted reporting are built in at establishment, so the office starts with a trusted, current view.
Build the people as well as the process.
Role design, recruitment support, and capability uplift ensure the function outlives the engagement.
Prove it, then hand it over.
The office runs a full governance cycle under our leadership before transition, so nothing is handed over untested.
How We Can Help
Structured by discipline. Shaped to your programme.
These are representative artefacts from our delivery playbooks, tailored, added to, or trimmed to fit each client’s governance model and what the programme actually needs.
Design the office 4 shown
- EPMO operating model blueprint (functions, services, structure, sizing)
- EPMO charter and mandate endorsed by the executive
- P3M3 maturity baseline assessment with prioritised uplift roadmap
- EPMO service catalogue and internal service standards
Govern the portfolio 5 shown
- Portfolio governance framework: committees, cadence, terms of reference
- Investment prioritisation framework with weighted, defensible criteria
- Portfolio intake and pipeline management process with demand funnel
- Stage gate framework with entry and exit criteria per gate
- Delegations and decision rights matrix (RACI/RAPID)
Instrument the view 4 shown
- Portfolio reporting suite: board pack, executive dashboard, delivery views
- Single source of truth data model for cost, schedule, risk, and benefits
- PPM tooling requirements, selection support, and implementation plan
- Automated reporting pipelines with AI-assisted narrative drafting
Run the disciplines 5 shown
- Benefits management framework and benefits register structure
- Risk and dependency management framework at portfolio level
- Resource capacity planning model and prioritisation mechanism
- Delivery methodology playbooks (predictive, agile, and hybrid pathways)
- Assurance framework and annual assurance calendar (three lines of defence)
Build the people, hand it over 4 shown
- EPMO role descriptions, competency profiles, and recruitment support
- Capability uplift curriculum for portfolio, programme, and project staff
- Transition-to-BAU plan with a full governance cycle run before handover
- Twelve-month EPMO performance scorecard and continuous improvement backlog
This is a representative set. If what you need is missing here, ask us.
The Precision Difference
Why boards choose us for this work
Mandate before machinery
The EPMO’s authority, escalation rights, and reporting line are settled with the executive before any process is built. A portfolio office without them can describe a portfolio, but it cannot move one.
Built to the P3M3 yardstick
Designs draw on MoP, P3O, and P3M3 maturity practice, shaped to how your organisation actually funds, decides, and delivers. Every control has to speed delivery up or sharpen a decision to earn its place.
Proven before handover
The office runs a full governance cycle under our leadership before transition, so your people take over a function they have already seen work. Nothing is handed over untested, and the capability outlives the engagement.
Senior only. Fiercely independent. 94.3 per cent on-budget across AU$2.3 billion governed since 1996.
What we do
EPMO Establishment
An EPMO is only as good as the judgement behind it. We design and stand up the operating model, governance, tooling, and reporting that let an executive see the whole portfolio clearly, and make the calls that matter with confidence.
We build for your organisation, tailored to how you actually deliver. The result is a governance function that earns its place by speeding up delivery.
EPMO operating model design
The structure, roles, and mandate that make the function credible.
Portfolio governance and assurance
The cadence and controls that keep a portfolio honest.
Tooling and reporting
A single, trusted view of the portfolio for finance, delivery, and the board.
Prioritisation and investment governance
A defensible basis for where the money goes and why.
Capability uplift
The people and practices to sustain the function after we leave.
Impact and Outcomes
Spotlighting some of our EPMO Establishment impact
Common Questions
The questions we are asked most
What is an EPMO?
An EPMO, or enterprise portfolio management office, is the function that oversees all projects, programmes and portfolios across an organisation and aligns them to strategy. Unlike a traditional PMO, an EPMO sits at enterprise level, reports to the C-suite, and has the authority to prioritise investment, allocate resources and give leadership a single, honest view of delivery performance and value.
What is the difference between an EPMO and a PMO?
A PMO usually supports delivery within a programme, division or portfolio, while an EPMO operates across the whole enterprise and connects delivery to strategy. The PMO focuses on how projects are run. The EPMO focuses on whether the organisation is running the right projects, prioritising investment, and getting the value it expected. Many organisations need both, working together.
How do you establish an EPMO?
You establish an EPMO by fixing the mandate first, then the governance, standards, templates and reporting that make it useful. We define the operating model and decision rights, secure executive sponsorship, then stand up the governance, prioritisation and portfolio reporting that give leadership real visibility. Standing up a fit-for-purpose EPMO typically takes eight to fourteen weeks to design and pilot, then time to embed.
How long before an EPMO adds value?
An EPMO starts adding value once it gives leadership a single trustworthy view of the portfolio and improves the quality of investment decisions, usually within the first few months. The design and pilot can be stood up in a matter of weeks, but the deeper payoff, better prioritisation and fewer failed initiatives, builds as the behaviours and governance embed across the organisation.
Will an EPMO add bureaucracy and slow delivery down?
A well-designed EPMO speeds good decisions up and only slows down the ones that should be slowed down. The risk of bureaucracy is real, so we design governance that is proportionate to the size and risk of each initiative, rather than a single heavy process applied to everything. The test is simple: the EPMO exists to improve delivery, not to generate reports.
Ready to Engage?
Talk to us about
EPMO Establishment
Initial conversations are confidential and without obligation.
If your executive cannot see the whole portfolio in one trusted view, or funding decisions are being made on stale reporting, this is the conversation to have before the next planning cycle.