Popular Financial - Streamline the Organization and Create Accountability

I brought OPM Experts LLC into my company to perform an OPM3 assessment and help us improve our Project Management Office processes. They performed outstanding work and left us with a road map for improvement. They are extremely knowledgeable about the entire field of Project Management, and have particular expertise in OPM3. If you are managing a PMO and want to use OPM3 to bring your organizations project capability to a higher level, then they would be an excellent resource. Top qualities: Personable. Expert. High Integrity.
— Ken Golkin, PMO Manager, Popular Financial

Being smart about establishing the structures to choose the right projects and deliver projects successfully can cause efficiency break-throughs and growth opportunities.


PFH, a wholly owned susidiary of Popular Inc., a $44 billion holding company, provides diversified financial services to retail customers, mortgage brokers, bankers, and investors. PFH had been experiencing rapid growth. Their PMO was relatively new, and executives were interested in assessing PFH's project management capabilities, ensuring the PMO was designed to address PFH's project management needs. They wished to analyze and upgrade the project management methodology, and identify industry best practices that PFH should adopt.


OPM Experts performed an assessment of the PMO and the organizations served by the PMO. The assessment began with an engaging and fun workshop including participants from the respective organizations being assessed. This was followed by interviews and verification of artifacts like process documentation, policy statements, and templates. The assessment was documented in a report that included specific and actionable recommendations for improving PFH's project management and portfolio management.


PFH was able to assess its capabilities and identify opportunities for improving project and portfolio management quickly and unobtrusively. Duplicative organization structures were combined, and a cross-functional governance council facilitated by the PMO took responsibility for improving and institutionalizing the project management methodology.