Operational Challenges, From PMO to EPMO Execution and Operation Case study within Electricity Producing Companies

. During the European unification process, they stated the need for drawing up a common energy strategic plan that will affects electricity production system in terms of infrastructure, production and generation. The EU strategic action plans included; reduction in emissions, an increase in renewable energies, energy efficiency. In this light therefore the energy efficiency was booked for researching. This article presents an in-depth study of the challenges in transforming a functioning PMO model to an EPMO model within four electricity companies from different countries within the EU and how those challenges can be address within companies implementing same methodology to bring about electricity production efficiency. Will these identified challenges make it impossible for the companies to achieve electricity production efficiency in the transformation from PMO to EPMO? PMO has been the major methodology used by these companies. To achieve production efficiency, the need for a heavyweight methodology was identified (EPMO) and implemented in four mega electricity producing companies with cross boarder distributions, one from France; Germany; Spain and UK

system to be put in place for coordination (Artto et al.,2011;Aubry et al., 2008;Aubry and Hobbs, 2011) [5]; [6]; [7]. Because of the sophistication and expending need for projects across companies, researchers are confirming the need for a project management methodology that can handle these multiple complex projects (Hobbs and Aubry, 2010) [3]. A closer scrutiny of the research is revealing the EPMO as a methodology that can support operations across the companies by coordinating functional business that are not linked through portfolio management priorities (Unger et al., 2012) [8] There is not much work done by researchers in investigating the role of EPMO in the management of complex project implementation during their product lifecycle (Stark, 2015) [9]. Accordingly by (Brown and Eisenhardt 1995) [10], "Product development has become complex and inherently challenges with the PMOs". To address these challenges, the implementation of EPMO methodology will be better, than the PMO because of lack of connectivity, strategic alignment and knowledge management within it (Dekkers et al., 2013) [11] A reason for enterprise approach is because of Wirick 2009) [12]; [13].
Mainstream attentions were brought to the surface for the EPMO implementation due to its application by project management team of some mega electricity producing companies within the EU28 as a new methodology.
However, in the implementation and application process, some challenges were faced, that this paper tries to address them by examining each challenge and by using a Ttest to find out whether to accept or reject this new methodology, and if we do, seek ways to fix these challenges Because of the challenges faced, it is difficult for these electricity producing companies to achieve efficiency in production Implementing any new system or changes in a work place is always met with challenges, either by the tools in place or by project members.
In trying to identify these challenges, four

2-The EPMO critical success factors and
importance to achieve production efficiency.
The importance of EPMO has been written and stated in many journals and text books, (Amulya Gurtu, 2010; and Arvind Rathore 2010). [20]; [21]. Just a few of these will be stated here. Establishments, be them profit or

4-Study Results
The study results of the survey to examine the challenges faced during the PMO, before the EPMO implementation and after the implementation as seen below. All along the life cycle of this survey studies, are the companies degree of commitment which acted as a key performance indicator (KPI).    There isn´t yet a standard set for EPMO features in theory or practice, this review led us to identify some of the challenges that give room for more findings. Carrying out a Training Need Analysis (TNA) made this finding possible and therefore it´s recommended conducting a TNA before the introduction of any form of changes in any company or organisation.

8-Conclusion
Switching from PMO to EPMO by organisations continues to be of great importance and interest to project practitioners.