Hadi Eissa, Head of EPMO at ROSHN, explains how the EPMO serves as the core of a complex interconnected system
I often find myself in conversations where people ask, “So, what do you actually do?” It’s a fair question, and the answer, though straightforward, carries significant weight. I lead the Enterprise Portfolio Management Office (EPMO) at ROSHN, and my colleagues and I are portfolio management experts. Our job isn’t just about ensuring a company runs its projects effectively; it’s about contributing to the broader success of an entire nation.
At its core, our role is to set up a system that helps create value by supporting companies plan, govern, and execute projects. Yet, this simple description doesn’t fully capture the magnitude of what EPMOs across the Kingdom are accomplishing today. The growth in this space over the past few years has been extraordinary, driven by the sheer scale of projects critical to the realization of Vision 2030. With multiple giga projects underway, the demand for robust portfolio management has never been greater.
To understand this scale, consider ROSHN as an example. The scope of this project is staggering we will use enough concrete to build 51 Hoover Dams, or enough paint to cover the Great Wall of China four times. And ROSHN is just one of many giga projects transforming Saudi Arabia’s landscape. The work required to deliver these projects isn’t just a matter of building infrastructure—it’s about strategically managing vast portfolios to ensure each project aligns with the nation’s overarching vision.
This is where the EPMO comes in. I like to think of us as the hub of a complex, interconnected system. Integration is in our DNA. We standardize processes, introduce consistent project management methodologies, and integrate technologies that ensure uniform execution across all projects. This standardization leads to increased efficiency, reduced risks, and clearer governance, all while aligning projects with the broader strategic objectives of the organization and the nation.
At ROSHN, we’ve implemented a governance framework designed to facilitate the smooth execution of projects, including the ROSHN Investment Control Process (RICP)—a stage gate framework completes with standardized procedures, forms, templates, dashboards and reports. We also use a Project Management Information System (PMIS) that serves as the single source of truth for all project-related data, ensuring transparency and accountability at every stage.
Continuous improvement is another pillar of the EPMO. We are always looking to learn, adapt, and evolve, not just within our organization but by leveraging best practices from other PMOs. The goal is to foster a culture of constant enhancement, where every lesson learned is an opportunity to improve and deliver even more value to stakeholders, including the Saudi public.
Our collective expertise as a nation is unmatched. Saudi Arabia has developed an unparalleled level of PMO capacity and capability, which is a testament to the ambition behind Vision 2030 and the success of its implementation thus far. As EPMOs, we play a crucial role in ensuring these monumental projects stay on track and deliver the intended impact.
So, when people ask me what I do, I respond with pride. The work we do in EPMOs isn’t just about managing projects—it’s about shaping the future of our nation. Through collaboration, governance, and a relentless drive for improvement, we are building a brighter tomorrow for Saudi Arabia and its people.