ENERGY INFORMATI0N ADMINISTRATION

EXECUTIVE SUMMARY

Under the Department of Energy, the U.S. Energy Information Administration (EIA) is a government currently estimated that gathers, analyses, and transmits independent and objective energy data to facilitate effective policymaking, regulated forces, and public awareness of energy and its relationship with the provision of ecosystem services. Companies must improve their plan as well as their organizational implementation to meet shareholder return requirements to compete effectively in todays complex market climate. Also, the ability to deliver can sometimes be a challenge, even with a correctly formulated strategy, especially when facing todays constantly market requirements. In a major reorganization in 2010, a new team was established around energy sector roles and divisions within the EIA. The need for improved projective project management was also exposed by the consolidation of Leadership EIAs (Morris, P.W. and Morris, P.W., 1994)

The establishment of a Project Management Office (PMO) was considered to create, introduce, and execute a more comprehensive structure for project management governance to offer EIA projects and activities discipline and customer satisfaction. While this earlier attempt to select the perfect approach did not reach consistent growth, this initiative showed that the growth of project management competence was also crucial in managing change. An internal review found shortcomings in IT project planning and efficiency in 2015. Big projects often surpassed budgets and were not handled in an organized way. Part of the leadership response from EIA was for the creation of a PMO. The catalyst for reform was motivated by this discovery, resulting in a formal charter to establish the PMO. (Governance, I.T., 2010)

The detailed energy data system of the EIA performs surveys with energy suppliers and customers and then analyses the data to generate a complete set of documents accessible to the public. EIA offers this high quality, appropriate, timely data to satisfy the different analytical customer needs in a variety of media and frameworks. (J. and Huang, Y, 2012)

NEED FOR PMO THE DEVELOPMENT MODEL

CHALLENGES

EIA workers suffered a new challenge in finding an appropriate PMO system that might meet the organizational needs of the company. Realizing the way forward as a journey of evolution rather than a one step path

EIA workers required a framework that identified the steps of change and quantified the achievement of progress in transition. 

1. Fixing goals. 
2. Managing perceptions of stakeholders about the quantity of change; and 
3. Quantifying the improvement achieved. 

EIA workers also recognized that they needed to adapt the plan to the needs and priorities of the EIA. Project governance, tools, and communication mechanisms are provided by EIAs PMO. These mechanisms assist the upper leadership of EIA to handle key IT and strategic projects and establish a culture of project management. The PMO develops the best industry based portfolio governance processes. Procedures and guidelines for the executive branch. It assists project managers at EIA by designing tools and models to handle all stages of the planning phase. For a consultancy firm (PSF) and a vast project coordinator, the most critical measures a leader may take to ensure effective implementation of the strategy are good communication and the ability to communicate effectively, establish target alignment, and inspire people. The uncertainty which can occur funded by the Project Management Institute (PMI), the Economic Planning Unit Analysis revealed that 61 percent of businesses had difficulties bridging strategy formulation and execution. When portfolio management appears a part of the EIA company, senior leaders commit the time, preparation, and resources required to instill the discipline into how everyone, from team members to managers, thinks, admits, and behaves. (Ojiako, U., Ashleigh, M., Chipulu 2011).

EIA PROJECT AND PMO

The EIA foremost challenge mainly consists of information gathering, collection, modeling, and distribution projects. Project teams can last for over four years in fact. Projects and services from EIA are Characterized into three levels based on organizational effects and size of the project, it identifies customized criteria for the project management process and defines the role of the PMO in supervision, support or simply acting as a tool for knowledge and leadership development. 

There are three foundations of service delivery that EIA PMO focuses on: 

1. Leadership of the Portfolio
2. Learning and creation
3. Encouragement and money.

Supervision and control of the planning and operational governance system of the company is provided by portfolio governance.  Current portfolio assessments of EIA Senior Management infrastructure initiatives with expanded project success visibility to raise knowledge of the problem and improve decision making and Improving the energy efficiency of business lines for project teams which support the Governance Board of EIA IT Standard procedures to facilitate successful project results. Compliance with the Energy Department and state regulations. Raw material and Innovations Leadership function provides EIA and demands from many other modules of the Department of Environment with total business administration, analysis, and mission support. (Guevara, I.P and Toro, J.S.P, 2014)

The training programs of the PMO include an in house asset that provides EIA software engineers with development funding. This pillar provides an effective mixture of contemporary teaching methods to solve them throughout the organization, different learning needs, and levels of proficiency. Some of the activities for training and education at PMO include:

Hosting for collaboration and networking the EIA Project Management Practice. 

Promoting preparation, new methodologies, and best practices in the industry to achieve optimum project outcomes. Acting as a platform for Government Procurement Qualification applicants and Project Management Institute (PMI) Project Management Specialist certifications and Counseling and mentoring and Promoting career opportunities for software development and skills growth within the EIA. The PMO offers models and tools needed to coordinate the projects and programmers of the company, aligned with the guidance and services pillar. It also offers experience in project management subjects. Themes, such as reference monitoring of project success and financial reporting.  

PESTLE ANALYSIS

For EIA the study of PESTEL is a strategic method for the organizations external environmental analysis. Pest is an acronym for political, economic, social, technical, environmental & legal variables affecting the Energy Groups macroclimate, Inc.

POLITICAL FACTOR

This section concentrates on how the project will impact the environment or business where the project can be completed. An example of the challenges and possibilities of this aspect can be seen in the PMO project where the local government, as a project partner, needs a minimum rate of 55% of local vendors to assist the citys industry.

In deciding the factors that can affect the long term viability of PMO in a Company, in a certain community or sector, political factors play an important role. The PPP has been viewed as an effective infrastructure growth strategy. The pipeline of PPP projects (building projects for road, water, electricity, health) has also been estimated. Another aspect that can impact these projects and increase government expenditure on the provision of bridges. Finally, the topic of public infrastructure corruption is seen as an influential national factor in the construction industry. The political factors that influence the EIA industry are the licenses and paperwork that must be acquired during the different construction phases.

ECONOMIC FACTOR

For the EIA to be successful across extremely viable and ambitious projects, the right facilities should be supported by the forward policy. It has also been stated clearly that bribery is a key factor that will keep the governments increased spending infrastructure from rising. This is responsible for the negative production rates of growth in the current year, which were affected, in general by the economic shocks in the US and euro countries, by global demand. On the other hand, economic policies entail reduced cost and a negative rate of growth in the land, and the states under investment in infrastructure projects. The US economy will improve marginally in the current year, based on the GDP forecasts of the International Financial Institutions (IMF), the Development Bank (ADB), and the World Bank, due to the help of private consumption growth (higher OFW remittances), expenditure, and government expenditure.

SOCIAL FACTOR

The exogenous factors we will recognize in this analysis will focus on the rate of increase, age profile, and construction shortage in the US and try to associate them with the countrys building industry. Social factors investigate all the activities that can socially impact the economy and society. It is, therefore, necessary to consider the merits and demerits of the individuals living in the location where the project is set up or takes place. These include demographic growth, climate change, job elevations, qualifications, societal norms, etc. These variables take the social climate that is predominant in the market into account and assess or quantify factors such as populations, cultures, etc.

TECHNOLOGICAL FACTOR

Technology is the use of raw resources was followed by a change in the process, namely professional and non of quarry rehabilitation policies using renewable energies. Professional and non are considered an internationally recognized technology that enables the business to efficiently dispose of hazardous industrial waste by processing watercourses throughout the cement kilns. Not really technical advancement happens with public programs, private building supplies suppliers often strive to innovate goods and procedures to boost the availability of materials. Cement producers have developed a green, sustainable alternative for cement. The company is seeking to decrease the potential effects of cement production. The business focuses on reducing dioxide (CO2) pollution by using mineral components to lower the clinker factor.

ENVIRONMENTAL FACTORS

Land growth and construction have a direct effect on the climate, with land conversion dramatically decreasing electro from farmland to commercial and residential. Because of that and, in the building industry, responsible land development becomes more relevant. Conservation Mechanism for mapping, monitoring, and documenting the gains made by the organization in green development projects. The growing understanding of the environmental impacts of construction projects would ultimately have an impact on the structure of creating an office of PMO projects. The environmental issue most often involves anything that damages the company or is decided by it. In general, environmental issues from Pestle take into account the climate in which work is carried out. This encompasses, but is not limited to, the weather, climate, global warming, soil conditions, ecological compensation, etc.

LEGAL FACTORS

The construction industry is one of the most hazardous and risky occupations in the country. One of the countrys most challenging and hazardous professions in the building industry. The City government and Highways, the Division of the Prime minister And Cabinet (DILG), the Ministry of Commerce, the Bureau of Labor statistics and Jobs, and the Committee for Professional Regulation are all responsible for this. The resources range from precast concrete partitions and blocks and bricks that are known to be the earliest product used for construction. As an adhesive that is applied to the previous concrete to create a lightweight and insulating material, the walls and blocks use polyethylene. Strengthened fire bricks are also one of the traditional building materials used in building an office. Strengthened bricks, like rice hulls, coal ash, silt, mud, are made of toxic waste.

CRITICAL THINKING AND PROBLEM SOLVING

Critical thinking is good decision making and solution, which requires solid thought for strategies and strategic thinking. It helps us to overcome common challenges, juxtapositions, and conform our skewed approaches to our values and assumptions. Generally speaking, efficient decision making helps business professionals and experts to evaluate decisions and decide on the right course. Serve as the governing board of EIA project management, efficiently monitoring the project plan, ensuring compliance with procedures and resources, and maintaining that the life cycle of project management is followed.  Making decisions to track timelines and budgets for the project, maintain controls for change, re baseline and corrective measures, and provide feedback for the process. However, by using a step by step guide, careful and educated decisions are structured so that we can reach long term targets with positive results. ( March, J.G., 1994)

THE PROBLEM SOLVING

The problem solving process involves the ongoing periodic solution to performance loss at some appropriate stage, which is a required component of the issue, such as why, where, and how. The decision making process, however, requires the parameters for choosing between various probabilities through assessment and analysis. The big distinction is that this method requires the application of interventions focused on problem solving instructional strategies.

The detective is often considered a problem solver by the individual and the team involved. Under the influence of given conditions and confirmed pieces of evidence, the judge is a decision maker. Internal factors may become the strengths and limitations of both judgment and problem solving practices for PMO projects. The power of the problem solving method makes the person able to base an organizational strategy on challenging problems. The failure of management means the lack of objective guidance by increased competitiveness in the workplace and affirmation from many resources. Overwhelmed or intimidated emotions are often difficult to bring excellent energies into procedures for problem solving. ( Simon, H.A., Dantzig, G.B 1987)

 MANAGEMENT AND ORGANIZATION ENDORSEMENT

The EIA PMO is firmly endorsed by its senior leadership. When the PMO stood up and acted as a senior leader, EIA was ready for transformative change, according to the management, which was much more complex than simply creating a system for project managers. A change in cultural identity was needed by the organization and emphasis on project efficiency. The PMO is thus challenged not only to establish and maintain a more productive methodology but also to encourage transparency and a structured development strategy: The time for action was right.While only a few ventures have been implemented since the PMO was developed, to a more realistic understanding of its capabilities, EIA is witnessing a more efficient portfolio selection. The contrast is that EIA projects add more rigor to project management to increase project production efficiency and decrease post project redesign. Currently, the portfolio of PMO oversight initiatives works with the same collection of requirements, words, and comprehension (Blanchard, C., 1986).

LESSON LEARNED AND BENEFITS

The organization of a PMO began with a finished vision with a specified execution to be cautious. Taking the institutions temperatures about the total of transition. For around three years, the organization still has a strategy; whittle away at the community. When developing a PMO, one must develop a production oriented. As a reference point, as well as on a specified framework, monitor and review the project and be comfortable with making adjustments to enhance the usefulness and value creation of the PMO. And although the EIA PMO is at the middle point of its journey to its concerned state, the company is recognizing several benefits. ( Kotnour, T., 2000)

 In pursuing projects of greater sensitivity, the company is more assured. The higher management adds that the company carries out its tasks in a more commercial way. The PMO is building a healthier organization with better procedures and is very happy with the PMO teams achievements in the first two years. The PMO rated itself twice with a six month reference architecture using the measurement framework (Sepehri, M., 2015).

REFERENCES

1. Morris, P.W., and Morris, P.W., 1994. The management of projects. T. Telford.
2. Governance, I.T., 2010. The Project Management Office (PMO) Best Practices and Processes.
3. Wu, Y., Li, J., Wang, J., and Huang, Y., 2012. Project portfolio management applied to building energy projects management system. Renewable and Sustainable Energy Reviews, 16(1), pp.718 724.
4. Ojiako, U., Ashleigh, M., Chipulu, M., and Maguire, S., 2011. Learning and teaching challenges in project management. International Journal of Project Management, 29(3), pp.268 278.
5. Hoda, R., and Murugesan, L.K., 2016. Multi level agile project management challenges: A self organizing team perspective. Journal of Systems and Software, 117, pp.245 257.
6. Morales, C.M.B., Guevara, I.P., and Toro, J.S.P., 2014. PMO IMPLEMENTATION EXPERIENCES IN COMPANIES OF MEDELLIN CITY. Revista EIA/English version, 11(21), pp.133 143.
7. Pan, W., Chen, L., and Zhan, W., 2019. PESTEL analysis of construction productivity enhancement strategies: A case study of three economies. Journal of Management in Engineering, 35(1), p.05018013.
8. Slovic, P., Lichtenstein, S. and Fischhoff, B., 1988. Decision making. Wiley.
9. March, J.G., 1994. Primer on decision making: How decisions happen. Simon and Schuster.
10. Simon, H.A., Dantzig, G.B., Hogarth, R., Plott, C.R., Raiffa, H., Schelling, T.C., Shepsle, K.A., Thaler, R., Tversky, A. and Winter, S., 1987. Decision making and problem solving. Interfaces, 17(5), pp.11 31.