Many organizations decide that implementing some form of enterprise information management (EIM) or enterprise data management (EDM) is a fantastic idea. They assess their current state of EIM maturity across all the relevant components, and they develop plans for moving from current state to a desired state. Then, they stare at one another, like deer in headlights, unsure of what to do next, and nothing constructive happens. This lack of progress is one cause of the poor reputation that EIM and other enterprise initiatives have earned, justifiably, over the years. What can be done to repair this reputation and bring EIM into the realm of successfully sustained programs? One solution may be the creation and implementation of an EIM / EDM Center of Expertise or Excellence.
In her 2008 publication From Analyst to Leader: Elevating the Role of the Business Analyst, Kathleen Hass stated: “The concept of CoEs is quickly maturing in twenty‐first century organizations because of the need to collaboratively determine solutions to complex business issues. The project management office (PMO), a type of CoE, proliferated in the 1990s as a centralized approach to managing projects….Centers of excellence are being recognized as a business support function just as critical as accounting, marketing, finance, and human resources.”
Centers of Excellence and Expertise
What is a Center of Expertise? A CoE is an organization that encourages knowledge development, facilitates collaboration, and manages best practice implementation for some specific functional area to increase business success. A successful Center of Expertise improves the competency in the discipline it supports and provides a foundation for the advancement of the discipline’s concepts into the organization’s culture. In many organizations a center of excellence may refer to a group of people, a department or a shared facility. It may also be known as a competency center or a capability center.
Steps for Creating a Project Management Center of Excellence
Creating a project management center of excellence (PM CoE) begins with a clear vision and detailed planning. The first step involves aligning the CoE’s goals with organizational needs, ensuring it supports the overarching project management process. Establishing centers requires leadership buy-in to secure the resources and authority necessary for success.
Engagement from stakeholders across the organization is critical during the planning phase. This collaboration fosters an inclusive approach, ensuring the PM CoE integrates seamlessly with existing business processes. Allocating available resources strategically, including personnel, tools, and technology, is essential for building a strong foundation. As the project management center evolves, regular assessments should be conducted to refine strategies, address challenges, and sustain momentum.
The Role of a PMCoE as an Internal Entity
A Project Management Center of Excellence (PMCoE) functions as an internal entity dedicated to streamlining project-related activities within an organization. By centralizing expertise and standardizing processes, the PMCoE ensures that projects align with broader business goals while promoting collaboration across other departments. This structure fosters a cohesive environment where project teams and stakeholders can work towards consistent, efficient, and high-quality project delivery. Industry leaders emphasize the importance of such internal entities in maintaining competitive advantage and operational excellence.
Benefits of a Center of Excellence
Establishing a Center of Excellence (CoE) offers organizations a competitive edge by enhancing efficiency, fostering innovation, and improving collaboration across departments. A CoE serves as a central hub for streamlining business processes and overcoming obstacles that hinder operational excellence. By focusing solely on developing best practices and leveraging data-driven insights, it ensures consistency in project management processes and outcomes.
A well-functioning CoE encourages employees to explore new ideas and experiment with methodologies aligned with industry trends, creating a culture of innovation. This collaborative environment not only aligns with organizational needs but also equips project managers and staff with the tools and resources needed to excel. Regular, thorough assessments further help identify lessons learned and areas for improvement, ensuring continuous advancement and measurable success.
By aligning efforts across business units and project stakeholders, a CoE provides the structure to achieve operational excellence while meeting evolving organizational demands. Its pivotal role in addressing complex challenges ensures that the organization remains adaptable and forward-thinking in a competitive landscape.
An EIM Center of Expertise or Excellence (EIMCoE) provides a framework for the development and maintenance of the discipline of enterprise information management; the CoE is essential in increasing the EIM maturity of an organization, which can reduce the risk of failure on projects that involve the management of data and information. Additionally, the organization needs a standard methodology for EIM that includes templates for deliverables, processes, and tools to guide the staff through the complexities of all enterprise data and information management programs and their associated projects.
Centers of Expertise can be virtual organizations matrixed into the rest of the company or they can be formed as actual groups with a discretionary budget, separate management, and clear authority, depending on the organization’s approach to organizational structure and the needs of the enterprise. They can start in one form and transform into the other over time as needed, they can start as centers in divisions aligned through informal associations or they can be centrally controlled; organizational approaches to CoEs are numerous.
To be successful, all those involved in data management must have the right set of skills and competencies. The first step in increasing the competency of data management professionals is training that leverages industry-best practices and is aligned with appropriate use of standards. It is crucial that all senior data management professionals provide the necessary expertise in data management principles and best practices for the organization. In addition to education, data management professionals need a support organization that provides guidance to them and the organization at large for all aspects of EIM administration. An EIM Center of Expertise (EIMCoE) provides such guidance.
The group can be staffed with dedicated or part-time members according to the needs of the organization, but the members must be leaders in the discipline, recognized for their expertise and able to communicate their knowledge and skills to others in varied ways across all areas of the enterprise. This expertise is the heart and soul of any CoE, and the lack of recognized thought leadership that is balanced by implementation success has doomed many CoEs in every field.
Simplifying Processes by Leveraging Usable Assets
A successful Center of Excellence (CoE) starts by identifying all usable assets within the organization. These assets, ranging from skilled PM staff to cutting-edge technology, can simplify processes and drive efficiency. By relying on existing resources, a CoE can reduce redundancies, optimize workflows, and streamline operations. Collaboration with other departments is essential in this effort, ensuring that all available resources are effectively utilized. This approach enables the CoE function to deliver value across the organization while fostering innovation and continuous improvement
Transforming a PMO into a Center of Excellence
Transitioning a Project Management Office (PMO) into a Center of Excellence (CoE) requires a clear strategy, strong leadership, and a commitment to continuous learning. Leadership buy-in plays a pivotal role in ensuring that the transformation aligns with organizational goals. A strategic approach begins with defining clear objectives and key performance indicators (KPIs) to measure progress and success. Effective communication ensures that the vision and benefits of the CoE are understood across all business units, fostering collaboration and stakeholder engagement.
Training programs are crucial for building the project management skills needed to support this transition. Teams should undergo regular assessments to identify gaps and opportunities for their improvement, reinforcing a culture of continuous growth. Additionally, resource allocation must be carefully planned to support process improvement initiatives and the adoption of industry-leading practices. A well-functioning CoE not only enhances efficiency but also drives innovation, strengthens project delivery, and elevates customer satisfaction across the enterprise.
Conclusion
The creation of an EIM Center of Excellence or Expertise is an indication that the organization wants to reach for a higher level of organizational maturity and has developed an understanding of the need for an enterprise approach to data and information management. Successful EDM / EIM initiatives are supported by an EIM CoE, and sustaining an EIM CoE can lead to an organization’s achieving higher levels of enterprise data and information management maturity.
