The BPMO 2026-2029 Strategic Plan outlines how we're building operational excellence across UC Berkeley over the next four years. It defines our goals and the strategies and tactics we're using to get there.
Drive operational excellence by building disciplined project and change management, process improvement capability, and a culture of continuous improvement.
GOAL 1
Operational Excellence
VCF operational processes are documented, efficient, effective, and continuously optimized.
GOAL 2
Campus Capability & Community
Campus departments have the knowledge, tools, and community to effectively manage projects, lead change, and optimize processes, building a culture of continuous improvement.
GOAL 3
Strategic Portfolio Impact
BPMO's project portfolio is aligned to VCF's strategic priorities and delivers measurable impact.
STRATEGIES
Process Management & Continuous Improvement
Deploy a structured process management strategy and methodology across VCF, leveraging technology and AI to automate and streamline high-impact processes.
TACTICS
Identify, prioritize, document, and improve processes and lead the exploration of automation and AI-enablement to reduce burden on faculty and staff and better utilize limited resources.
Develop and deploy a Process Optimization Guide to identify and prioritize processes for improvement.
Launch a campus AI assistant that provides structured guidance across process documentation and improvement, project setup and delivery, and change management planning.
Campus Capability & Community Building
Grow and sustain a campus-wide Process Champion community of practice while providing scalable tools, training, and resources that departments can use independently.
Grow the Process Champion Network (PCN) through expanded membership and regular cross-functional knowledge sharing.
Develop a replicable framework and materials for departments to launch and facilitate their own project, change, and process improvement cohorts.
Expand and maintain the BPMO Portal as a central resource hub for project, change, and process management tools and templates.
Conduct an annual Process Maturity Survey to establish a baseline, identify performance gaps, and create a roadmap for process improvement across campus.
Strategic Portfolio Management & Impact
Establish a deliberate project selection process aligned with VCF's strategic priorities, and define and track impact measures for every project in the portfolio.
Develop and implement a project intake and prioritization process to ensure the portfolio aligns with VCF strategic priorities.
Define expected impact metrics for all active projects and validate realized outcomes during the final stage-gate closeout review.
Publish an annual portfolio impact report to VCF leadership.
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