“First there was the plan. ;en came the PMO, to guarantee the plan was
carried out,” says Eunice Duran, PMP, PMO lead and technical consultant, planning and budget department, CBDR, Santo Domingo, Dominican Republic.
After 60 years of doing things the same way, however, the hierarchical organization was resistant to change. When the PMO launched in January 2007
with control over the bank’s entire project portfolio, its ;rst challenge was to
persuade each department to adopt standards that would allow the PMO to
systematize how it planned, executed and documented projects.
“In very big and old organizations, departments tend to be like islands,” says
Fabiola Herrera, director, payments systems department, CBDR. “So the PMO
has had a hard time trying to make everybody understand that a project does
not belong to one speci;c department, but to the organization as a whole.”
To secure stakeholder support throughout the bank, the PMO drew heavily
on practitioner expertise to research and recommend policies and regulations.
By 2010, Dominicans were seeing stable prices at the supermarket, investors
were buoyed by a lower interest rate and stronger peso, and the country’s
economy was on a growth trajectory.
Direction From the Top
Support for the PMO started at the top. ;e bank’s leadership—all the way up
to the governor—knew that standardized project management processes were
necessary to execute the bank’s ambitious strategy to help achieve its main
goal: keep in;ation low.
of the Central
Bank’s effort over
the last eight
years. This has
involved a lot of
people, a lot of
hard work and a
lot of discussion
—Joel Tejeda, on being named a
PMO of the Year finalist
BES T OF THE BES T