1.

PURPOSE

The PMO serves as a centralized unit that aligns all project initiatives with the company's strategy.
This centralized approach offers a single source of truth for project information, enhancing
decision-making and efficiency. The PMO is designed to drive impact, manage risks and
stakeholders, and unlock & sustain organizational potential.

2. SCOPE

This procedure covers all PMO activities including project initiation, planning, execution,
monitoring & controlling, and closure. It includes governance structures and communication
channels, but does not cover Savings Registration and Tracking, handled separately.

3. DEFINITIONS / ABBREVIATIONS

3.1 PMO: Project Management Office

3.2 Stakeholder: Any party invested in the project

3.3 Project Lifecycle: Initiation to Closure phases

3.4 Strategic Initiatives

3.5 Transformation Initiative

4. RESPONSIBILITIES

4.1. Vision Mission and core values

 Vision : To serve as the cornerstone for transformational change, aligning project

management seamlessly with the organization's business strategy to deliver business
value.

 Mission : To lead in the optimization and standardization of project management

practices, always serving our stakeholders by enhancing overall business value,
completing projects on time, and within budget.

 Core Values:

 Stakeholder-Centric: Prioritizing stakeholder needs to maximize business value

 Transformation: Continuously evolving to improve business processes

 Alignment: Ensuring project goals are in sync with organizational strategy

  Integrity: Upholding ethical practices in all endeavors

4.2. Outlining the PMO Mandate

 Driving Action: Pushing initiatives forward by helping make decisions, challenging

owners, and breaking down silos. The PMO ensures initiatives progress and owners are
supported.

 Problem Solving: Rapidly solving issues facing initiatives through recovery plans,
experts, and focus. The PMO shares insights across workstreams to extract maximal
value.

 Maintaining Focus: Reinforcing strategy and vision while enforcing consistent

methodology. The PMO provides transparency on overall impact and ensures planning
standards.

 Adding Value: Getting initiatives over the finish line through meetings, resources, and
alignment. The PMO facilitates cross-divisional coordination for success.

4.3. Scope of PMO Responsibilities: Defining Initiatives and Boundaries

 Initiatives and projects can be submitted to the PMO via multiple channels: through the
Workstream Lead, the Intranet, or the "Thinksmart" platform. Additionally, specialized
brainstorming sessions will be conducted to identify a roster of initiatives aimed at
achieving the annual savings objectives.

 The Project Management Office (PMO) spearheads initiatives that transcend routine
operations and deliver exceptional business value annually. These projects must either
boost EBITDA or markedly improve a Key Performance Indicator (KPI) tied to crucial
business processes. Exceptions are strategic endeavors deemed vital by management to
achieve specific year-end outcomes.

 Categorization of Initiatives

 Strategic Initiatives: Agreed at the start of the year; fundamental for organizational
goals.

 All other initiatives can be categorized (TBD)

Processing of Initiatives
  Initiatives will be registered by the initiative Owner in the PMO centralized tool

 Detailed instruction are mentioned in the procedure “Savings Registration and Tracking
Procedure“

4.4. All initiatives undertaken by the PMO must define SMART (Specific, Measurable,
Achievable, Relevant, and Time-bound) indicators. This ensures that each initiative has clear
objectives and that its success can be objectively measured. The SMART indicators serve as
the yardstick for evaluating the initiative's impact and effectiveness, guiding both execution
and post-implementation review. By adhering to SMART principles, the PMO aims to
maximize accountability, transparency, and ultimately the business value delivered through
each initiative.

4.5. Cultivating a Culture of Continuous Improvement

The PMO shall foster an environment of continuous improvement by:

 Soliciting End-of-Year Feedback: The PMO will collect comprehensive feedback from
all stakeholders including initiative owners, project teams, and business partners. This
feedback will be critically evaluated to identify opportunities for improvement.

 Developing Action Plans: Concrete improvement plans will be formulated based on the
feedback analysis. Action plans will outline measurable steps to optimize PMO processes,
tools, and collaboration.

 Informing Target Setting: The insights gathered from end-of-year feedback will directly
inform target setting for the PMO in the next year. Targets will be aligned to stakeholder
needs and the feedback-driven action plans.

5. DESCRIPTION

5.1. Description of the PMO business process

The PMO follows a structured framework across five stages: Initiation, Planning, Execution,
Monitoring & Control, and Closing. Key activities and deliverables in each stage include:

 Initiation - Developing the initiative charter, identifying stakeholders, defining risks, and
prioritizing and managing demand. Deliverables include the initiative project charter,
stakeholder map, and demand acceptance.

 Planning - Finalizing the scope definition, defining initiative deliverables, preparing the
schedule and dependencies, developing the resourcing plan, and creating the quality,
 procurement, and risk management plans. Deliverables include the scope definition,
resourcing plan, and management plans.

 Execution - Managing the schedule, risks, dependencies, earned value, invoicing, and
deliverable quality and acceptance. Deliverables include earned value analysis and
deliverable acceptance.

 Monitoring & Control - Tracking the schedule, risks, dependencies, and earned value.
Deliverables include earned value analysis and milestone approvals.

 Closing - Completing budget closure, vendor settlements, resource release, and

documenting lessons learned. Deliverables include financial and value tracking, resource
release plan, and knowledge base.

1. RISK ASSESMENT

Assessment for risks associated with project management should be conducted periodically.

5.2. Manage Risks & Stakeholders

 Governance:
  Weekly Workstream Lead Meetings: Review initiatives, assess gaps to
targets, and identify potential risks. Minutes must be taken.

 Workstream Sponsor Meetings: PMO leads, takes minutes, follows up on

action items.

 Reporting: Timely updates for stakeholders.

 Risk Management: Maintain a risk register and mitigation plans.

6. SUPPORTING DOCUMENTS

 Savings Registration and Tracking Procedure

 Project Charter Templates (Purpose , gant chart and stakeholders)

 Milestone embedded

 Risk Register

 Template for PMO leads meeting

 Template for PMO Sponsor meetings

All details of each initiatives collected in the tracking monitoring system for each status of maturity