Strategic Portfolio Management Office (SPMO)

The Strategic Portfolio Management Office (SPMO) is established within the Office of the Secretary General (OSG) to strengthen ICAO’s capacity to plan, prioritize, implement, monitor, and adjust organizational initiatives in a coordinated, accountable, and transparent manner. The SPMO integrates strategic and business planning, portfolio management and governance, portfolio project management, enterprise risk management, internal control and accountability, continuous organizational improvement, enterprise business process management, performance monitoring and reporting, and change management.

The SPMO exists to:

• Provide organization-wide oversight support, ensuring programmes, projects, and activities are consistently prioritized, resourced, and aligned with the Strategic Plan, Business Plan, and Triennial Operating Plan.
• Standardize portfolio, programme, and project management by introducing common standards, processes, templates, and governance models across the Secretariat.
• Enable cost-effectiveness and benefits realization through efficiency gains, synergy across functions, and return on investment.
• Support informed decision making by providing accurate, timely information and analysis to Bureaus and Offices, Senior Management, Council, and Member States.

Mandate & Core Functions:

The SPMO supports the oversight of ICAO’s Portfolio aligned with ICAO’s Strategic Plan, Business Plan, and Triennial Operating Plan (TOP). Its remit spans the following integrated functions:

• Strategic & Business Planning: Coordination and maintenance of strategic and business planning processes, including prioritization, monitoring, reporting and support to TOP and PMF governance.
• Portfolio Management & Governance: Portfolio governance, including project lifecycle governance, endorsement of business cases, resource allocation, benefits tracking, and decision-making.
• Monitoring & Reporting: Development and management of organization-wide dashboards, performance monitoring, and consolidated status reports to support evidence-based decision making.
• Portfolio, Project Management, Oversight and Support: Establishment and maintenance of standardized project management methodologies, tools, templates, project lifecycles and stage-gating.
• Continuous Organizational Improvement (COI): Programme management, project delivery, lessons learned and benefits realization.
• Business Process Management (EBPM): Governance, mapping, standardization and continuous improvement.
• Change Management: Organizational readiness assessments, change-impact analysis, stakeholder engagement, training, communication, and adoption support for major initiatives and new processes.
• Risk Management (ERM), Internal Controls & Accountability: maintenance of the corporate risk register, coordination of ICAO’s Accountability Framework and the Delegation of Authority Framework, and second-line responsibilities.