One of the largest supermarket chains in the Northeast region with annual revenue of $2.6B lacked project management standards as well as a process for planning and prioritizing strategic projects. A lack of alignment between the technology department and the business goals, including a shortage of skillsets, led to technology department troubles. To overhaul their image among the company's business leaders, the department needed to go through a capability assessment and capacity planning.

Aspirant worked closely with senior management to establish a fully customized enterprise PMO (EPMO). A comprehensive business enablement assessment was conducted by the team as a basis for developing the enterprise portfolio of strategic initiatives. By using the capability assessment, the technology department was now aligned with strategic company goals and able to better define roles and responsibilities for improved accountability and ownership.

• Established a fully operational EPMO, with the adoption and launch of new strategic initiatives following the new PMO process.
• Implemented PMO governance and reporting structure, new project execution processes, and standard operating procedures to ensure consistency and timely project completion.
• Redesigned job descriptions and created a career development plan to clearly define the duties and responsibilities of the IT staff.
• Assisted in identifying and closing skills gaps by putting a focus on developing capabilities.
• Helped the IT department adopt effective capacity planning tools and procedures.