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BBC - Leading Challenging PMOs - FuturePMO 2018

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BBC - Leading Challenging PMOs - FuturePMO 2018

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Presented by Ben Brownlee, Programme Assurance Director, BBC
Presentation Synopsis: Ben will talk about the challenges of setting up and leading PMOs from his career including: – managing the London 2012 PMO at the Department for Culture, Media and Sport, – directing the PMO at Oxford City Council, delivering a transformation programme and – leading a PMO at the BBC assuring a portfolio of projects in revenue management.

Presented by Ben Brownlee, Programme Assurance Director, BBC
Presentation Synopsis: Ben will talk about the challenges of setting up and leading PMOs from his career including: – managing the London 2012 PMO at the Department for Culture, Media and Sport, – directing the PMO at Oxford City Council, delivering a transformation programme and – leading a PMO at the BBC assuring a portfolio of projects in revenue management.

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BBC - Leading Challenging PMOs - FuturePMO 2018

  1. 1. Future PMO Leading Challenging PMOs Ben Brownlee Programme Assurance Director, BBC 4 October 2018
  2. 2. From London 2012 to the BBC 2 Ian Fletcher, W1A
  3. 3. Objectives and Contents Objectives for this presentation • To showcase capabilities required to lead and deliver successful PMOs Contents 1. Managing the London 2012 PMO at the Department for Culture, Media and Sport 2. Directing the Transformation Programme and PMO at Oxford City Council 3. Leading a PMO at the BBC, leading and assuring a portfolio of projects in revenue management. 3
  4. 4. Types of PMO and Approach 4 Low < Focus on Capability > High Low<FocusonProgramme>High Control Enable Admin Coach
  5. 5. Leading PMOs – Functions / Capabilities 5 Programme Definition, Structure and Governance Benefits Management Programme and Project Planning Programme Performance Decision Support & Change Control Stakeholder Management and Communi- cations Embed Programme and Project Management Risk and Issue Management Budget Monitoring Information Management
  6. 6. London 2012 – Olympics and Paralympics 6
  7. 7. 7
  8. 8. Olympics Programme – Programme Office • On behalf of Secretary of State and the Olympic Board, to provide Cross-Programme oversight and assurance • Establish and manage a ‘Single Source of Truth’ across the Olympics Programme • The extent to which the Olympics Programme is on track to realise expected commitments (benefits) and objectives within budget, on time and to requirements • Where are activities dependent on others to succeed • Where are the gaps and the biggest risks • What actions and interventions are required • What are the lessons learnt and how can they be applied 8
  9. 9. Programme Structure 9 Sport STAGE SECURITY CAPITALISE LONDONLEGACY CAPITALISE WIDERLEGACY BUILDANDFINANCE Metrics & Levers • information. e.g. how long decision making is taking Olympic Board Olympic Board Steering Group SRO and Minister for the Olympics Olympics Programme Programme Office Projects Assurance LOCOG Relations Security Park Legacy UK Legacy Assurance & control Performance & Scrutiny Performance, insight and advice ODA LOCOG Home Office & Police GLA and LDA HM Government ‘Facts and figures’ GLA LDA ‘Facts and figures’ • status • plan, actual progress and forecast • risks to delivery and issues (and status info) Strategic contribution • contribution to commitments • benefits – hard and soft BOA / BPA
  10. 10. Olympics Programme - Programme Office 10 Objective: To provide oversight and assurance across the entire Olympics and Paralympics and Legacy Delivery Programme. External Assurance Communications What information do we need from all parties? Programme Information Management and Finance Head of PMO Risks & Issues Manager Planning Manager Info. and Cost Manager Coordinator How effectively is the Programme being delivered and what strategic changes could be made? Programme and Risk ManagementDirector STAGE SECURITY CAPITALISE HARDLEGACY CAPITALISE SOFTLEGACY What are we trying to achieve, and how well are we meeting milestones? Programme Planning and Benefits. Integration Points… What risks and issues are we managing strategically, cross programme and sub-programme? Programme Risk and Issue Management How well is the Programme delivering – to time, budget and requirements and what more should we do? Programme Performance, Measurement and Assurance performance information BUILD assuranceactions Information&finance Integrated plan Risks&issues Programme performance Sustainability Health and Safety
  11. 11. Background • Council rated ‘poor value for money’ in 2007/8, achieving only 49% of its performance targets • Launched Transformation Programme to improve value for money and customer performance 11
  12. 12. PMO Objectives • Creating a successful environment for support, management and delivery • structure and governance • integrated plan • performance reporting • issue solving • checking with stakeholders • coaching and communication • check transition of deliverables into business operations • Successful adoption by the Council into ‘business as usual’ (BAU) of the outputs from all of these projects • Responsible for supporting the delivery of the desired benefits 12
  13. 13. 13 Programme Structure Improve Value for Moneyobjectives programmes / themes Improve Services for Customers Building a World-class City & Council for Everyone – Business Transformation Programme Offices for the Future - Best use of Assets & Accommodation Modernise Corporate Services Customers First - Modernise Customer Services Future Working - Modernise workforce Improve local decision making and involvement v11 April 09 Transformation Transformation strategy, and road map Performance Management Communications & PR Benefits & Financial Management Invest to Save initiatives Staff involvement & Culture change capa- bilities Programme Management Office Fundamental Service Reviews projects Office Rationalisation inc. corporate property Procurement inc. purchase to pay Managing customers Inc. CRM Management Development Workforce plan & reduction Future ICT provision Integrated HR and Payroll Shared Procurement Hub Residents cardSingle status Investors in People Devolved decision making Tourism Customer Payments Public consultation and involvement Area Committees Leisure Services market test Refuse & Recycling test Tourist Information Centre Carbon Management ‘Getting our House in Order’ Embedding Project Management enablers Accommodation Strategy Business Process Improvement (inc Lean) Customer contact strategy Modern flexible working Transactional Website & Knowledge Flexible use of Accommodation Information & content management Policy Review Equalities PC replacement, Gvt. Connect & Member’s ICT Agresso / Purchase to Pay Service Plans Wireless city Market Test Plans
  14. 14. Governance 14 Executive Board Executive Board Programme Director Ben Brownlee Transformation Programme Board ChEx , Directors and Heads of Service Programme Director Transformation Programme Board Chief Exec, Directors and Heads of Service Customers First p Helen Bishop Customers First programme manager Programme and Project Assurance Programme and Project Assurance programme manager Offices for the Future programme manager Services programme manager Ben Brownlee Modernise Corporate Services programme manager Future Working Simon Future Working programme manager programme manager Mel Barrett Improve local decision making & involvement programme manager Reviews programme manager Jane Lubbock Fundamental Service Reviews programme manager Programme Management Office Programme Management Office Programme Benefits and Communications Programme Benefits and Communications Project Managers and teams
  15. 15. 15 Prog. Plan wave 3 Mobile working / handhelds Information and Content Management wave2 Business Transformation Programme Roadmap 2008 to 2012 2008 2009 2010 2011 2012 Offices for the Future - Best use of Assets & Accommodation Modernise Corporate Services Customers First -Modernise Customer Services Future Working -Modernise workforce Integrated HR and Payroll service Modernised HR Service Customer Contact interim strategy Short term Office Rationalisation Medium term Office Rationalisation Single Status Project Management-wave 1 Improved customer services & CRM ...in OC Homes April 09 Customer Contact Strategy Customer Services Leisure Services market test Transformation Programme Management seminars ICT Future provision Shared Procurement (Hub) Management restructure complete … and Modernised Other Services Programme & strategy initiated, team formed Adopt Asset Management Plan Investors in People (IiP) accreditation achieved Improved web transactions … in all other areas Business Process Improvement – Wave 1 Business Process Improvement – Wave 2 April Develop toolkits for change Milestone Key delay to delivery potential delay / issues on track delivered not started Improve local decision making and involvement Area Committees Carbon Management – ‘Getting our House in Order’ Leisure transfer Fundamental Service Reviews Park and Ride transfer to County Refuse & Recycling (inc. Operational System) Home Working pilot Proposed project Agreed project Project key Dates subject to review Accommodation Strategy agreed by CEB eProcurement Market PlaceAgresso Upgrade …City Works              Customer Payments Management Development planning, procurement & pilots Management Development Training Government Connect Phase 2 Government Connect Phase 1   May 09
  16. 16. PMO Lessons Learnt 18 Resistance and ownership People – winning hearts and minds WIFM – meaningful vision Minimal Project Boards and Roles Assurance but don’t mention it! Project Support Office rather than PMO? Project Management approach and toolkits Benefits management approach and delivery key Different roles pay dividends Qualified and ‘experienced’ project managers Flexible programme meant that it could adapt; portfolio approach Programmes are temporary and support and enable change Complexity, scale and above all culture dictate how to implement a PMO
  17. 17. Benefits! 19 2007/8 • Value for money rating ‘poor’, achieving 49% of its performance targets 2008/9 • Completed six projects in first year of programme, with £1m benefits • Value for money rating improved to ‘adequate’ 2009/10 • Customer service rating improved • APM Programme of the Year Award Finalist 2011 • Council achieved 84% of its performance targets 2012 • ≈ £8m benefits over 4 years 2015 • “Over the past four years the Council has generated approximately £6.7 million in efficiency savings with a further £3.9 million of on-going efficiencies”
  18. 18. Leading a PMO at the BBC • Leading and assuring a portfolio of projects in revenue management • Supporting decision making • Delivering benefits 20
  19. 19. Change Portfolio - High Level Timeline Jul 16 Aug 16 Sep 16 Oct 16 Nov 16 Dec 16 Jan 17 Feb 17 Mar 17 Apr 17 May 17 Jun 17 Validate Payments SPP Transfer of Service Contract / Procure ments PCI – IVR Secure Payments Go Live PCI – CASSIE / SASSIE Post MSI MILegislation announced RFP Complete Data Centre Design & Build Mainframe Migration Complete Phase 1 (Advisory Notices) Complete Benefits / Monitor post advisory notice MI MSI Launch Refunds LF Change BOD PCI - IVR Website updated Islands Advisory Notice Go live Legislation announced Legislation Operational Workshop Secondary Legislation Announced ) High Level Design Complete Build Complete Legislative Change 18 month Trial Commences Monthly Refunds - Go Live LF Change - Simulation Complete Application Service & Knowledge Transfer App Service & Knowledge Complete Data Centre Discovery & Migration Planning Data Centre Design & Build Complete S&H Migration - Wave 4 Complete NewBBCCharter SecondaryLegislation RFC raised Service Commencement Date NewLicenceFeeSettlement2017-2022 EB Decision? - Go Live 18 Month Trial Licence Fee Change - Go Live Service & Hosting (S&H) Migration - Wave 1 Complete S&H Migration - Wave 2 Complete S&H Migration - Wave 3 Complete Legislation Operational RFC Complete IT Operational Changes Complete
  20. 20. Decision Support and Change Control 22
  21. 21. Leading Challenging PMOs • Leaders • Set the vision and objective considering the destination • Think about the journey • Get the best and most capable team • Questions to help • Where’s your business / programme going? • What’s the objective of your PMO? Is it understood? • How will you get there? 23

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