18 PM NETWORK DECEMBER 2015 WWW.PMI.ORG
All companies want to grow. But success can
create its own problems. Since its founding in
1951, Grupo Edson Queiroz has become one of
Brazil’s largest holding companies, spanning an
array of industries including energy, manufac-
turing, communications, and food and beverage.
Faced with siloed subsidiaries operating with
their own logic, Grupo began integrating opera-
tions in 2010. It launched a PMO that year to
facilitate the transition and ensure that all proj-
ect activity is aligned to strategy, and it hired
Paulo de Tarso Barros—a project practitioner
with more than a decade of experience—to lead
What exactly was the impetus for creating
Before, all of the organization’s companies oper-
ated on different IT platforms. In 2010, Grupo
Edson Queiroz began a huge transformation: the
integration of all these companies on one platform.
Between 2010 and 2013, the PMO was totally
focused on the implementation of an enterprise
resource planning system and other supporting proj-
ects. Then, in 2013, we started to establish monitors
and controls over all projects in the entire group.
What did the project monitoring reveal?
Business units were asking for new projects without
From the Ground Up