The Integrated PMO (IPMO)


The Award-winning Journey of OPG



By Waffa Adam and Joe Campa

Ontario, Canada


Project Management Offices (PMOs) have proven their success and worth in the industry; we do not need to argue this.  PMOs have had their share of names in recent years, most known as EPMO (Enterprise PMO), APMO (Agile PMO), SPMO (Strategic PMO), DPMO (Digital PMO), etc.  In a presentation for the PMI Durham Highlands Chapter, I explored the various names and expectations of these PMOs.  With all these types of PMOs, there is a huge need to address the integration of practices across the multiple PMOs within an organization and the practices outside of the PMO, leading to a value stream across all functions.  In this article, I will focus on exploring the integrated characteristics of an IPMO and how the integration elements, namely people, process, and technology, play a significant role in the IPMO journey.  The IPMO is the function that connects all other functions, internal and external, to the IPMO.  Furthermore, the article will share a case study highlighting Ontario Power Generation’s (OPG) successful journey in integrating their practices, resulting in OPG being recognized as the Americas PMO of the Year for 2023 by PMO Global Alliance.



An IPMO is the glue that holds the internal PMO functions together and aligns and integrates with the organization’s culture, structure, and strategy to enable continuous value delivery. This Integrated Center of Excellence (CoE) is the one that aligns all CoEs through a “fit-for-purpose” mindset that connects people, processes, and technology to the organization model, whether the organization is functional, matrix, projected, or a combination of any. A PMO can be an integrative organizational arrangement. (Karlos, A. et al., 2011)

A successful IPMO must be perceived as supportive, adaptive, and action-oriented. The problem is that some PMOs that attempt to integrate the organization’s practices and establish a holistic flow become very authoritarian in enforcing standards, which makes the rest of the organization perceive them as having power over them to scrutinize their work. Being authoritarian becomes a massive setback for those PMOs as other departments within the organization will fight them over authority or undermine their work. As a result, the PMO will not be able to align the organization. Organizations seeking alignment from their PMO across various functions should explore new options for the PMO reporting structure. One option is that the IPMO should report directly to the organization’s CEO; the IPMO head should be a C-suite member with equal power and influence as other C-suite peers. Another option is to have the IPMO report to one of the most neutral, trusted, and influential executives in the C-suite. This individual will balance support and action among the peer department and create healthy interactions based on strategic alignment and not functional interest, allowing the business functions autonomy in delivery yet standardizing enough to improve decision-making across the organization. Any PMO has the potential to transform into an IPMO by incorporating integration components into its structure, regardless of whether it goes by the name of EPMO, APMO, DPMO, or otherwise. This article will explore the role of the IPMO and its benefits and elaborate on the various integration elements.

Elements of an Integrated PMO

One of the knowledge areas of the Project Management Body of Knowledge (PMBOK) is “project integration management,” which is responsible for identifying, coordinating, and integrating the various processes within the project management process group. The PMBOK focus has been on integrating the project elements: scope, budget, time, and resources. A similar concept is introduced through the PMO with the ambitious reach that the IPMO is the function that integrates people, processes, and technology for the entire organization.


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How to cite this article: Adam, W. and Campa, J. (2024).  The Integrated PMO (IPMO): The Award-winning Journey of OPG, PM World Journal, Vol. XIII, Issue IV, April. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/04/pmwj140-Apr2024-Adam-Campa-integrated-pmo-journey-of-OPG.pdf

About the Authors

Dr. Waffa Adam

Ontario, Canada


 Dr. Waffa Adam, PhD, MIT, PMP, ACP, CMP, with over two decades of expertise in Information Technology (IT) and Project Management, is a distinguished figure in the field. Throughout her illustrious career, Dr. Adam has been instrumental in driving organizational excellence across Fortune 100, midsize, and small-sized enterprises, revolutionizing project management practices and establishing Project Management Offices (PMOs) through the implementation of scalable standards and innovative solutions, significantly enhancing project delivery processes. Having navigated through diverse roles from large corporations to fledgling startups, Dr. Adam has demonstrated her prowess in managing IT strategy and operations. Her professional trajectory has seen her ascend to leadership positions within PMOs, with titles spanning from director to VP, overseeing portfolios ranging from $50 million to $1 billion in Enterprise assets for global and international entities.

Renowned as a strategist and catalyst for change, Dr. Adam has spearheaded numerous organizational transformations, fostering agile cultures and establishing Centers of Excellence (CoEs) within IT organizations. Complementing her professional endeavors, she imparts knowledge as an educator, teaching both foundational and advanced project management and IT courses at esteemed Ontario colleges and universities. Additionally, she plays a pivotal role as a curriculum lead developer, aligning educational certificates with contemporary industry demands and trends.

Dr. Adam’s academic journey includes a BSc in Information Systems from DePaul University, an MIT from Northwestern University, and a PhD from SKEMA School of Business. She holds certifications as a Project Management Professional (PMP), Agile Certified Professional (ACP), Change Management Practitioner (CMP), and Lean Portfolio Management Professional (LPM), showcasing her unwavering commitment to enhancing project management standards, particularly emphasizing the value proposition of strategy execution through Portfolio Management and PMOs

Actively engaged within the Project Management Institute (PMI) community, Dr. Adam has held various leadership roles, serving as Director of Communication for the PMO Community of Practice (PMOCoP) and Regional Communication Coordinator for the PMO Local Interest Group (PMOLIG). Notably, she contributed to shaping standards for PMI-OPM3 and continues to contribute as a volunteer and Academic Reviewer for PMI’s academic paper proposals selection process. Furthermore, Dr. Adam is a prolific contributor to project management publications and a sought-after speaker at project management chapters and forums, sharing her wealth of knowledge and insights with the broader professional community.


Joe Campa

Ontario, Canada


Joe Campa, PMP, PMI-PBA, PMI-RMP, PMI-CP, PMO-CP, is an accomplished PMO Leader and project professional with over 20 years of expertise in project management and project controls practices including program and portfolio management, with a strong focus on risk, communications and building and retaining high performing, collaborative teams.  He has had the privilege of supporting two of Canada’s largest clean energy infrastructure megaprojects and has played a pivotal role in the establishment of a world-class PMO, which received recognition as a finalist for the PMI PMO of the Year award in 2022 and earned the prestigious title of the Americas PMO of the Year by PMO Global Alliance in 2023.  Joe is also representing his organization as a member of PMI’s Global Executive Council.

In addition to Joe’s extensive project experience, he has also completed a Masters Certificate in Project Management and is certified as a Project Management Professional (PMP), Professional in Business Analysis, (PMI-PBA), Risk Management Professional (PMI-RMP), Construction Professional (PMI-CP) and PMO Certified Practitioner (PMO-CP), reflecting his dedication to advancing his skills and expertise in the field. Through his participation in the PMI Leadership Institute Masters Class (LIMC), Joe has honed his leadership abilities, further enhancing his capacity to drive success in complex project environments.

Joe’s passion for the projects environment extends beyond his professional career and is demonstrated by his active involvement in shaping the project management profession. At the local level, Joe served nine (9) years on his PMI Chapter Board holding various roles including Director of Marketing and Communications, Director of Governance, VP Business Operations and President. On the international stage Joe has contributed to the advancement of the profession through his facilitation of various project management and project controls training program deliveries, and developing PMI content such as ‘Risk Management in Portfolios, Programs, and Projects: A Practice Guide’.  Joe has also been involved in crafting questions for the PMI-PBA and PMI-CP certification exams.

Outside of PMI, Joe sits on the Durham College Project Management Program Advisory Committee to advise its program leaders on a wide range of topics that directly impact the success of students and graduates.