PM Network - October 2016

The telecommunication industry is evolving at a rapid clip. To meet ever-shifting customer expectations—and remain Chile’s top player in the industry—Entel, a PMI Global Executive Council member, is making massive infrastructure investments. But those projects must align to the company’s growth strategy.

That’s why the organization’s PMO uses a clearly defined project evaluation, prioritization and selection process to keep initiatives in line. Each project proposal must include a business case that outlines all of the strategic areas, such as cellular customer service, that could be impacted during execution.

“With this evaluation, we can allocate the right resources to projects that will generate the highest value to the company, clients and stakeholders,” says Santiago Villarroel Ávila, PMO deputy manager, Entel.

On average, the PMO supports around 730 projects and more than 200 project managers at any given time. One of the most impactful projects underway aims to provide mobile service and internet access to isolated and rural areas covering more than 549 communities, 212 schools and 373 kilometers (232 miles) of road. This US$136 million project is expected to improve the quality of life of more than 85,000 people.

Entel’s PMO sets its projects up for success by focusing on project management maturity, which is established through improving and updating project, program and portfolio practices to the latest standards and processes. To entice—and retain—Chile’s best and brightest project talent, the company offers training programs and skill profiles for five job roles: project engineer, project manager, senior project manager, program manager and portfolio manager.

Together, these small-scale improvements help Entel meet its big-picture strategic goals. And customers are happy: The company won Chile’s customer satisfaction award for mobile service providers for the 13th consecutive year in 2015. And after 50 years operating solely in Chile, Entel expanded its horizons in 2013 by starting operations in Peru.

“The PMO should have the strategic position within the company,” Mr. Villarroel Ávila says. “That’s how you understand and develop the capabilities that will deliver a competitive advantage.”