Reference no: EM133276469

Case: Aviva Canada Description of Aviva Canada Aviva Canada is one of the leading property and casualty insurance groups in Canada, providing home, automobile, recreational vehicle, group, and business insurance to more than 3 million customers. The company is a wholly owned subsidiary of UK-based insurance company. Aviva Canada has 3,200 employees, 25 locations, and 1,700 independent broker partners. Aviva Canada and its employees invest in positive change through the Aviva Community Fund and Eva's Initiatives, Aviva's partner in its global Street to School program to help the homeless and other at-risk youth reach their potential (https://Avivacanada.com/content/member-companies). At the time of the case study, Aviva Canada had multiple PMOs, with each PMO potentially duplicating some efforts. Organization leaders were seeking efficiencies and consolidation of efforts as well as standardization across all functions. Hence, the concept of the EPMO was born to denote the start of the enterprise-wide PMO, one unit with one standard for methodology-building and project delivery. The EPMO sits under the IT department, reporting to the EVP and the CIO. The EPMO is about 3 years old. Before the consolidation, they had 4 PMOs. The EPMO consists of 60 people, including contractors. The EPMO is structured as a function but operates in a projectized fashion. All staff members are identified as part of the delivery (PG managers, PMs, PCs, BAs, and senior project financial analysts) and are assigned through the organization's demand and supply of initiatives. Once the delivery staff is assigned, the program or project manager is assigned to its executive sponsor and project owner, to whom they report to temporarily within a project structure. For all escalations, issue resolutions, and their own respective development and reporting relationship, they continue to report to their line managers. More precisely: AVP, portfolio management and delivery for the PG managers, PMs and PCs, then the senior manager business analysis for the BAs, and then the manager of the EPMO Finance for the SPFAs. Initially, the head of the EPMO for Aviva Canada was accountable for portfolio management, planning, reporting, and delivery, in addition to enterprise resource pool management, QA and compliance, and portfolio risk management. All project managers, project coordinators, and business analysts report to the head of the EPMO.

Draw a PMO organization chart showing where the PMO report. Analyze the resource structure and add to the organization chart accordingly.
So help in creating the same chart and also add additional suggestions that we can add to the organization chart.