Growing into Your EPMO - Rosie Payne - Jisc | FuturePMO

Discover Jisc's journey in transforming its project delivery capability into a centralised Enterprise Portfolio Management Office (EPMO). Learn how it centralised project and program delivery processes, tools, and capabilities and successfully implemented portfolio management. Gain valuable insights and practical tips for organisations looking to establish or grow their own EPMO.

This was presented by Rosie Payne, EPMO Head of Delivery from Jisc, at FuturePMO2024.

FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter.

The next one takes place on the 30th of October 2025 in London. To learn more and book on to the next conference, visit www.FuturePMO.com

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Growing Into Your EPMO
Rosie Payne
Jisc

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Rosie Payne –Head of Project Management
I started my career as a business analyst
Joined Jisc 2016
Jisc –not for profit, supporting the HE, FE & research
sector
I progressed into the role of Project Delivery Manager
after 18 months
As the EPMO developed, I moved into the EPMO Head
of Delivery role, then Head of Project Management
I’ve worked on a variety of initiatives ranging from
system implementations, process improvements,
security and compliance
I have a strong focus on driving up the EPMO maturity

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Overview
Why we needed to change
Where we started
What we did
Where we are now
Challenges
Top tips to grow into your EPMO

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Introduction
The Jisc journey to implementing our EPMO started in 2018
Small team working on disparate projects: mostly IT, but also a
mix of internal change, products, strategic
Realised we needed to change
Ran a pilot with one directorate in 2019-20
The EPMO was implemented in summer 2020, revamped 2022
Continuously iterating

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Why we needed to change
Expansion of Jisc –from c.500 to c.1500 employees
Increase in business change activities
Increase in scale and complexity of projects and programmes
Project roles embedded across the organisation
Inconsistency of delivery approaches
No identity –what initiatives should we/ shouldn’t we be
responsible for?
Lack of monitoring and control –projects would never end

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Why we needed to change ctd.
No visibility of:
Portfolio size or value
Investment in projects / programmes
Benefits being delivered by projects / programmes
Project / programme / portfolio health
Strategic alignment or priority

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What did we do?
Realised we needed an EPMO
Lots of engagement with senior leadership –sold the vision
Undertook a maturity assessment and SWOT
Devised a plan
Started growing into our EPMO…

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PeopleWhere we started
> Small team (7)
> Lack of identity
> Lacking
capabilities
> No career
progression
> Inconsistent
training & quals
> Decentralised
resources
What we did
> Restructure(s)
> More roles –
aligned to
professions
> Defined quals
> Focus on CPD
> Implemented
skills matrix
> Centralised
resourcesWere we are now
> Large team (55)
> Improved sense
of team
> Career
pathways
> Increased
capabilities
> Improving
resource
management

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Where we started –pre EPMO team structure
Group
Infrastructure
Director
Project
Delivery
Manager
PMs BAs PrgM PSO
IT Infrastructure Facilities Quality
Information
Security

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Where we went –initial EPMO structure
Portfolio
Director
Project
Delivery
Manager
PM Team
Lead
PMs
BA Team
Lead
BAs
Programme
Manager
PSO
Quality
Manager
Quality
Officers

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Where we are now –team structure
Portfolio
Director
Head of
Project
Management
PMs Team Leads
Head of
Programme
Management
PrgMs
Head of
Business
Change
BCMs
Head of
Business
Analysis
BAs Team Leads
Head of
Quality
Quality
Officers
Head of
Investment
Investment
Support
Head of
Project
Support &
PMO
PSOs

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PracticesWhere we started
> Lack of
templates,
guidance,
framework
> Limited buy-in
> Missing
processes
What we did
> Maturity
assessment
> Created
delivery
framework
> Wrote lots of
guidance and
templates
> Socialised the
framework
Were we are now
> Delivery
framework being
followed (mostly)
> Flexible
framework
> Increased buy-
in

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ServiceWhere we started
> No defined
services
> Lack of
awareness and
understanding
from the
business
> Perceived as
too bureaucratic
What we did
> Defined our
services
> Defined EPMO
roles &
responsibilities
> Undertook CX
checks
> Socialised our
“why”
Were we are now
> Service
catalogue
> Own distinct
function and
identity
> Improved
appreciation of
EPMO roles
> Increased
respect from the
business

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TechnologyWhere we started
> No PPM tool
therefore no
visibility of projects
or portfolio
> Lack of time and
skills to maximise
use of tool
> No consistent
approach to using
tools
What we did
> Implemented
MS Project Online
> Implemented
Verto
> Introduced
standards
> Provided training
> Brought system
ownership in-team
Were we are now
> System aligned
to delivery
lifecycle
> Increased data
capture &
reporting
> Visibility of
portfolio health
> Improved data
quality
> In-team skills

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Governance & ControlsWhere we started
> Limited business
cases –free for
all; no project
boundaries
> No investment
visibility or
oversight
> No benefits
management
> Limited / weak
governance
What we did
> Approval board
> Prioritisation
> Portfolio review
group
> Benefits
management
> Stage gates
> Guidance
Were we are now
> Business cases
and change control
> Prioritised
portfolio
> Better
engagement with
governance
> Higher quality
outputs
> Benefits
realisation

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Performance Insights & DataWhere we started
> No
performance
metrics
> No visibility of
project / portfolio
health
> No reporting
capability
What we did
> Defined health
KPIs
> Designed
useful reports
> Introduced
quality
assurance
assessments
Were we are now
> Improved
outcomes
> Better quality
data
> Prioritised
portfolio
> Full reporting
suite
> Performance
insights

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Challenges
Little EPMO expertise in the business Recruit experience
Introducing EPMO and PPM tool simultaneously Stagger implementation
Stakeholder resistance Communicate early; deliver value
Poor quality data: lack of trust, useless Develop standards and hold people to these
Rapid expansion + remote working –decrease in
sense of team & reduced ownership
Introduce mechanisms to maintain collaborative
working and involvement
Including projects and product developments One size does not fit all –flex!

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Where Next?
Service Technology
Governance & Controls
Practices
Performance
,
Insights
& Data
People
•Embed skills framework
•Embed career pathway
•Improve resourcing –planning & allocation
•Align with wider business processes
•Improve engagement with delivery
framework
•Enhance customer experience
•Align service catalogue to business needs
•Become trusted partner
•Maximise quality data capture
•Explore and leverage AI
•Enhance reporting capability
•Introduce more meaningful KPIs
•Use data to drive change
•Embed quality assurance
•Balance governance with pragmatism
•Expand portfolio management

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Vision &
to -be
Define your vision and
future state –what
does good look like?
As-Is
What are the
problems?
What do you do well?
Gaps
Analyse the gaps
between your as-is
and your to-be
Plan & Do
Plan how to bridge the
gaps.
Prioritise!
Don’t try to boil the
ocean
Monitor
What’s working? What
needs a different
approach?
Iterate
Top Tips for Growing into Your EPMO
Deliver value. Socialise early and regularly to get buy-in

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Thank You
Define your vision
Prioritise
Deliver value iteratively
Communicate your value regularly
Rosie Payne
[email protected]
jisc.ac.uk
linkedin.com/in/rosie-payne