Presenter: Director of Programme Management and PMO Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO? When colleagues say you have been handed ‘a poisoned chalice’? When comments of “Why do we need that?” and “That will never work” ring in your ears? Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…

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Making PMO a
success (where
others have failed)

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To wake you
all up after
lunch!

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Ever felt like this?

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When did you first encounter
scepticism in your PM journey?
Rolls Royce, 1988 – Graduate Trainee
“You’ll never make a Project Manager as you’re not an engineer”
British Airways, 1999 – PMO Manager
“Why would some experienced Project Manager listen to a bimbo like you
lecturing them on best practice ?”
Home Group, 2016 – Director of Programme Management
“We don’t need projects, programmes or portfolios…we just get the job done”
Any examples from the audience?

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Biggest challenge to date – Home
Group Story:
“You do realise this is the fourth PMO the organisation has
had over the last 10 years and none of the others lasted
long…?”
“Don’t mention transformation….”

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Who are Home Group?
● Social enterprise and a charity
● Turnover of over £350m
● One of the UK’s largest providers of housing, health and social care.
● Support over 116,000 people across England, Scotland and Wales
● 55,000 homes.
● Accommodation-based support for customers with mental and physical
health issues.
● This year, we have worked with over 26,000 vulnerable people in our
supported housing, justice and health services.

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The new PMO beginning….
In 2016 Home Group agreed a new 5 year strategy
However….
- no clear plan as to how the strategic objectives would be achieved or who would
manage and drive those forward.
- numerous initiatives in progress within the organisation but their alignment to the new
corporate objectives was unclear.
So…
- decision taken to embed a centralised and independent enterprise PMO function to
manage and deliver those initiatives holistically.
- new Director of Programme Management was appointed to set this up.

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First priority…..

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Wider engagement….
- in order to be successful we would require not just the support of the Executive but
the wider organisation too.
- low key approach required
- 75 face to face meetings with staff from across the business in 6 weeks!

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The next challenge

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On-boarding the team ….

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On-boarding the team ….
• Establish a PMO structure capable of supporting the delivery of these initiatives.
• Resources and experience within the PMO Department should cover all aspects of the governance and
delivery of the portfolio.
• Recruited an additional 32 resources in 4 months (no mean feat!)
• Formed a department comprised of colleagues from a broad range of industries
• Recruited as much, if not more, for cultural alignment to organisation as for skills and experience
• Department today is comprised of 41 heads, encompassing both delivery and assurance, and sits entirely
independently of all other operational departments.

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On-boarding the team ….
.

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Attraction and retention …..
• As a new department it was key to be able to attract and retain the correct people for
our roles
• We have placed great emphasis on the successful on-boarding and subsequent
development of our colleagues
• Robust induction process
• Skills assessment and matrix
• Competency framework
• Clear career path
• Myers Briggs Type Indicator (MBTI) assessment

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Now for Delivery…

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PMO Services Offered
The PMO delivery is underpinned by our Project and Programme Management frameworks
Project@Home and Programme@Home:
 Based on Prince 2 and MSP methodologies
 Modelled to provide easy to read processes and templates
 Ensure consistent management and delivery of all projects and programmes
 Designed to provide a completely flexible approach dependent on the type of project
being delivered – ranging from full governance or fast-path through to light touch support
and advisory
 Frameworks, in the form of a Project Management handbook, are available to all
colleagues across Home Group and can be used, alongside advice and guidance from
the PMO department, to successfully deliver Business As Usual (BAU) initiatives.
 Governance and compliance checks of projects are carried out against our frameworks.
 Encourage a continuous improvement channel with input, not just from PMO, but all of
our major stakeholders, to implement suggested improvements.

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Exec Buy-In

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Business benefits of having a PMO
- Changed the business’ perspective of project management
- Now considered to be a central “go to” point and are actively sought to assist the
business in delivering change.
- Achieved through our willingness to support others and flex our approach to suit the
needs of the business
- Massively increased the level of collaboration within Home Group
- Established a successful cross-departmental way of working across the organisation
- Colleagues now engaged with the opportunity to contribute to the developments being
implemented and no longer feel change is simply “being done to them”.

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Different methodologies

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Business benefits of having a PMO
.
- Key deadlines and deliverables for each project considered in conjunction
with each other
- Dependencies considered and mapped (across both PMO and wider
organisational change)
- Cost of change defined and visible
- Regular and tailored reporting to senior stakeholders
- Change impact to the organisation is now managed effectively - without
too much happening all at once!
- Benefits identified and tracked throughout the project and post
implementation

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Projects Update – August 18
24%
76%
0%
Overall RAG
Red Amber Green Not Started
RAG
Project requires definitive
action/decision to ensure
delivery
Some difficult issues that
could derail delivery, but they
are being dealt with
On target to deliver
Not started
Click here to view full
Performance Report
CFO
John Hudson
Development
Brian Ham
Operations
Rosie Du Rose
NMC
Rachael Byrne
Business Development
Matt Forrest
Digital Infrastructure
– Managing our
Data
Persona Leasehold NMC
New Business &
Performance
Brand
Digital Infrastructure
- Integration
Development
Management Tool
Customer Self Serve
-
Core Tenancy
NMC
Clinical Practice
Website
Redevelopment
GDPR Douglas Bader Park
Estate Regen
Customer Self Serve
-
Work Force
Management
vRTB
Corporate
Dashboard
Fire Safety
Improvements
Customer Self
Serve –
My Home Account
Oracle Continuous
Improvement
Digital Infrastructure
-
Customer & Property
Customer Self
Serve –
LTLHG
MI/BI Data
Warehouse
O365 Rollout

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Benefits Tracking and Realisation
.
We have tailored our Portfolio
reporting to reflect the demands of the
organisation. Following the
development of our Frameworks we
have also embarked on the creation
of a comprehensive guide for the
definition and management of
benefits. This is now used as a
benefits tracker to follow the
realisation of benefits throughout the
lifecycle of all projects.

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That’s not to say there aren’t still
challenges…….

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Output from 7/12/17 - Strategic, Enabler, Tactical & BAU
Value commentary & supporting information
This diagram demonstrates the assessed value of projects being delivered during 18/19 following review by Exec on 7/12/17. In the PMO we
should be prioritising the delivery of strategic and enabling projects which provide high strategic value and are important to future business
success.
Key
Large
Small / FastTrack
Med
Full PMO
Light Touch PMO
BAU
New Project
High
Low
LowHigh Current Business Importance/ Benefit
FutureBusinessImportance/Benefit
Strategic Enabler
BAUTactical
Brand
Rollout
GDPR
Customer
Portfolio Value View
Priorities
1 2
3 4
Potential scoring mechanism based on criteria;
Aligned to strategy and businsess benefit
Plus:
Size
Budget/resource availability
Property/Asset
Management
IntegrationMDM
NMC
- New Business
- Partmerships
- ClinicalPractice
Persona
(inc tactical
CRM)
Customer Self
Serve:
My Home
Account
Core Tenancy
WFM
Oracle CI
Leasehold
Review
Maintenance
Review(Phase 1)
Development
ManagementTool
BASS
Exit
Non - Persona
Sales
GIS Mapping
Website
Redev
Corporate
Dashboard
NMC - Property&
Asset
O365 Rollout
File Share
Migration Office
Rationalisation
Windows 10
Rollout
BYOD
Policy
Compliance
Legal
Scanning

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Not all change is done out of PMO
There are several parts of the organisation who initiate and deliver change
Prior to PMO there was nobody who ‘joined the dots’
PMO brought these groups together to create an organisation wide portfolio of change
Working as a group, we came together to discuss the impact of change on our
colleagues, our customers and our business. Our initial goals:
• To create a visual, holistic view of change.
• To understand the volume of change across the business.
• To think about the types of change and its relevance to strategic goals
• To look for opportunities to align, recognise key pinch points and better inform.

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How we classified change
Type Impact Small
(1 area / division)
Less than 10%
Medium
(cross divisional)
Up to 50%
Large
(All)
Commentary
Process or technology
change only
1 2 4
Minimal change in real
terms i.e. replacing
one process or system
for another. Although
may cause some
resistance should
quickly become the
norm.
Changes impacting
organisational structure,
resource or capabilities
3 5 7
Affects people in real
terms i.e. the change
has resource or
capability
implications. Does not
require people to think
or act differently but
may ultimately involve
restructure.
Changes requiring
behavioural change
impacting how people need to
behave, perform, or think
differently
6 8 9
Fundamental changes to
how we are structured
and want people to
think and act. Changes
to deep rooted
behaviours. Large
scale changes to how we
deliver services.
We used this matrix to classify change
and plot the date when change
needed to land.
The view does not include the pre or
post activities i.e. comms, ELS etc.
Example

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Volume of change
View 1 - PMO managed portfolio (FY 18-19)
Small to medium process & technology
changes
Medium & large changes impacting the
organisation, resource or capabilities
Medium & large changes requiring new
behaviours

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This includes PMO, IS, Service Improvement, Development & Support Function change
Volume of change
View 2 – PMO + All “Change Forum” captured change (FY 18-19)

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Scale of the challenge / key observations
• Further prioritisation needed.
• The technical roadmap needs to be factored in.
• Resources and colleague impact needs to be factored in.
• Cost of change needs to be factored in.
• Are we confident all change drives strategic objectives?

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Latest Prioritisation Exercise
• All Home Group change initiatives – not just PMO
• Similar format – 2 groups, pen pictures of each initiative/project
• Prioritise into 4 ‘buckets’ – JFDI (eg. Legislative) / Tactical (in year benefit) / Strategic
(future benefit) / Everything else (continuous improvements etc)
• Decision on the priority order of the ‘buckets’ and any overlaps
• Allocation of projects and initiatives into buckets
• Provides steer to wider organisation of priorities – so all change does not happen at
the same time and land at once.

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Pen Pictures / Top trumps
Project X
 Description / why are we doing it ?
 Strategic driver / Independence, Aspirations
 Scorecard impact
 In year cost (Rev & Cap)
 Total cost
 Duration

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Change Prioritisation
Agree “buckets of change” and their priority
Futureneed
Current needLow
High
High
Strategic
Enablers
(investment in
the future)
Business Critical /
“JFDI”
Continuous
Improvement
Tactical /
Benefit in year /
Scorecard impact
3 1
4 2
Discussion Point:
Is current need more important than future need?
Tactical v Strategic

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Low
High
High
3
Strategic Enablers
(investment in the
future)
1
Business Critical /
“JFDI”
4
Continuous
Improvement
2
Tactical /
Benefit in year /
Scorecard impact
Balancing
Balancing

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Project Management isn’t easy….

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Any
Questions?