James Parker discusses the journey of developing a PMO at Encirc Glass Container Manufacturing over the past 12 months. Key areas of focus included education, training and building capability among project managers, establishing templates and tools for project management, and developing governance. This was done through a phased approach, starting with building a community of practice and providing foundational training. Challenges included adapting the PMO approach to local needs and overcoming skepticism. Communication of early successes and a focus on change management and sponsorship were emphasized. The next steps include further defining roles and responsibilities and expanding competencies across the organization.

1. @FuturePMO #PMOFrontier
Head Of Continuous
Improvement & PMO
James Parker
Encirc

2. @FuturePMO #PMOFrontier
INTRO
 James Parker
 Head of CI & PMO (Encirc Glass Container Manufacturing part of the
Vidrala Group)
 35 years + Manufacturing Experience - Process Engineering, Industrial
Performance, Continuous Improvement and Manufacturing People
Development
 Worked for organisations such as Corning, Nestle, Astra Zeneca

3. @FuturePMO #PMOFrontier
Share the PMO journey over the past 12
months at Encirc from Zero to current
state and some of the lessons on the way.

4. @FuturePMO #PMOFrontier
• One of the major glass container manufacturers
in Western Europe
• 9 manufacturing sites
• Producing c.8 billion containers PA
• Public listed company, with a market capitalisation
of c.€2.5 billion
• Employs 3,500 people
• 19 furnaces across its sites
• The only glass manufacturer, contract packer and
consolidated distributor in the beverage industry
• 35% Market share in UK & Ire
• Over 2000 employees
• 5 sites located in
Derrylin
Elton
Milan
Bristol
Chester

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VIDRALA’S FOOTPRINT

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OUR PRODUCTS & PROCESS

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OUR BHAG’S – OUR HOW
Big
Hairy
Audacious
Goals

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Where did /does it fit??

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PMO DEVELOPMENT @ OCT 2022
Count
Status
Colour
Area:
11
Due
Attendee's
Meetings:
9
Open
24
Closed
17-Oct-2023
Date:
Comment
Status
Actual
date
Due
date
Resp.
ACTION
ACTIVITY
MEETING
Ref
+ PMO????

10. @FuturePMO #PMOFrontier
HOW DID WE ADAPT?
 Project Management is part of the role in the Continuous Improvement
Teams across the Encirc Glass business unit.
 The PMO responsibilities have evolved easily with the team as there is a strong
continuous improvement link.
 CI projects managed utilising PM tools & Templates
 The PMO manager reports into Encirc Operations Director
CI & PMO
Manager
ENCIRC
CI & PMO Lead
Elton
CI & PMO
Facilitators x3
CI & PMO Lead
Derrylin
CI & PMO
Facilitators x2
CI & PMO Lead
Corsico
CI & PMO
Facilitator x1

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PMO SWOT ANALYSIS – DEFINE CURRENT STATE
OPPORTUNITIES
• Flexible Op’s Director, open to change
• Success cases already identified through PMO
structure and disciplined project management
• No defined hard timeline for deployment
• Sponsor training
• Business Improvement Planning Sept-Dec ‘23
THREATS
• PMO deployment might take too long for some
stakeholders
• PMO could be seen as over bureaucratic
• Resistance to change – Fast Pace no time!
• Reliant on traditional WOW
WEAKNESSES
• No central PMO structure
• Risk of lack of standardisation defined at Vidrala level
• Its new to many!
• Some nonbelievers at plant level
• Skills and capability
STRENGTHS
 Committed Senior Leadership Team
 No rulebook, timeframe
 Recognition of cultural differences
 Committed PMO organisation amongst CI managers
 Small group in Encirc
 ‘Improve the business’ culture

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Encirc
Project
Culture
-
Framework
Gove rn a nce
Ch a nge Ma nagemen t
Ma tu ri ty Le ve l Assessment
As s essmen t Ap proach
Me th odology/Structure
Inte rn al/External
(We l lingtone Pa rtnership?)
D e rryl i n
El ton Glass
Ita l y
Promoti o n
Sp onsor/Customer
Re q uirement
Proje ct Le a der De cision
On boa rding
Ma n a gement o f Resistance to
Cha nge
Ed uca tion & Awa reness
Ke y Sta ke hold er Comms
D e p loyment Framewo rk -
WBS
Fe ed back a nd co ntinuo us
i mpro ve ment of framework
PM Eco -Sys te m
PMO
Scop e Definition
Infra structure Establishment
Bu s iness Approach &
Uti l isatio n
Gol den Ru le
s - Go od Project
Ma n a gement
Be fo re
D uri n g
Afte r
Progra m/Po rtfolios - Str
ategic
Pl a n ning Cycl e
Pro je ct Pri orisation Matrix
Re s ource Plan ning
Proje ct Li fe Cycl e - Stage
Ga te s
Ge ne ral D e finition
Fl o w Charts (Charter
D e ve lopment?)
Acti vi ty Ca rd
Gre e n Charter
Bl ue Ch arter
Bl a ck Ch arter
Sp onsor Role
Spon sor Li st Definition
Rol es & Re sponsibilities
Te mp lates/Packs/To ols
Pro gra ms & Portfolios
Bl a ck Pack
Pro je ct Sta tus Trackin g
Proje ct Sta tus Reportin g
Pro je cts - Mul tiple Level
Acti vi ty Ca rd
Gre e n Charter
Bl ue Charter
De ve lopment of alternative
te mplates - Feasability
Pa ck De ployment (Based
Upo n....)
Orga n isational Needs
Pro du ct/Process Applicable
PC Ma tu ri ty Leve l
Po rtfo l io , Pro gram & Pro je ct
Ad mi n istration
Acti o n Ma nagemen t
Me e ti ng Compliance
Les sons Learn ed
Pha s e 1 - Portfolio a nd
Sel ected Pro jects
Ph a s e 2 - Complete Portfolio
Pa ck Re finement &
Ma i n tenance - Owner
Cha nge Co ntrol
Educa tion, Training &
Ca p a bility
Tra i ning Materials PM Kn owl ed ge Repository
PC Sl i des
PMQ Ma te ri als
PFQ Ma te ri als
PMO Ma te ri als
Sp onsor Ma terials
PMBOK
Rol es & Re spo nsibilities
We l lingtone Pa rtn er
sh ip
Pro je ct/Proce ss Own er
Sp onsor D e velopment
Amb a ssador De velopment
Introd ucto ry Tra ining
Coa chi ng
Soft Ski lls
Fa ci litation
D i fficult Con versations
Cha nge Ma nagement
Cou rs e s
Proje ct Fun damentals
Qua l ification
Pro je ct Ma nagament
Qua l ification
Proje ct Ma nagement Office -
Pra cti ti oner
Proje ct Ma nagement Office -
Lea der
Pa rti ci pation/Enrolment
Cri te ri a
Pha s ed
Onbo a rding
Ski lls Ma trix
Encirc Project Culture -
Framework
Governance
Change Management
Deployment Framework-
WBS
PM Eco-System
Templates/Packs/Tools
Programs& Portfolios
Projects - Multiple Level
Pack Deployment (Based
Upon....)
Portfolio, Program &
Project Administration
Action Management
Meeting Compliance
Lessons Learned
Pack Refinement &
Maintenance - Owner
Education, Training &
Capability
Training Materials
Roles & Responsibilities
Wellingtone Partnership
Project/ProcessOwner
Sponsor Development
Ambassador Development
Onboarding
Skills Matrix
Project Management infrastructure is key for the evolution of PMO.
3 key areas focus with a phased approach for each of them
1.Education, Training and Capability
2.Templates / Packs & Tools
3.Governance
BUILD A PLAN / STRATEGY

13. @FuturePMO #PMOFrontier
BUILD A PLAN / STRATEGY
+

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EDUCATION, TRAINING & CAPABILITY
Building the PMO community (Small but manageable)
 Ongoing (March ‘23 – Present)
 Created a network of Project managers / facilitators
 Regular sessions, sharing experiences of project deployment, management and tools
Next Steps Q4 ‘23 – Q1 ‘24
Invite Wellingtone members to join our 30 min sessions periodically to share more insights
into key PMO topics that we have come across.

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 Develop Capability in Our PMO community
 PFQ for the PMO team (completed in May 2023)
 Common language, Confidence, Credibility
 PMO Training for me!
 Validation, capability, confidence
 Role of a Sponsor (October 2023)
 What’s expected
 Started the conversation!
 Building the community
EDUCATION, TRAINING & CAPABILITY

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 Governance & Benefits Tracking
TEMPLATES, PACKS AND TOOLS
 Underpinned by Monthly and
Quarterly Reviews tracking
project performance vs KPI’s
& Targets.
• Specified by Operations
Director
• View by exception
• Listen to the customer!

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Recognise - We’re Going Through a Change!

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CHALLENGES – OVERCOMING NON-BELIEVERS
Items 3-6 particularly
important on our journey
Success Case (JULY ‘23)
› Italy factory felt the project packs currently in use over
complicated for their needs.
› We adapted and worked with them to build a simpler pack
incorporating the basics of PM.

19. @FuturePMO #PMOFrontier
COMMUNICATE – SHARE SUCCESSES
Glass-Soft batch plant software upgrade started mid-April.
All scales, weight belt and transport systems switched over across a 9-week period and tested.
Started using new system 1st week of June without any issues.
Modern hardware interface for batch weighing systems replaces obsolete equipment.
Provides increased operational flexibility which will facilitate:
› Improved process control.
› Reduced batch cycle time (more maintenance time).
› Improved energy efficiency.
› Future batch plant improvements.

20. @FuturePMO #PMOFrontier
NEXT STEPS
 Understanding of roles
 Sponsorship & PM’s
 Define and agree R&R’s
 Periodic feedback
 Expand competency of senior roles in Glass Op’s
 Pull from teams
 PMO visibility
 Reporting & Status
 Agile PM
Sponsoring Successful
Projects!!!

21. @FuturePMO #PMOFrontier
Our PMO Journey
 Its Not An Off The Shelf Process
 Have a Plan
 Step by Step
 Change Management
 Sponsorship
 Make It Their Idea!
 PDCA – Learn from Mistakes
 Talk To Experts, Build A Network, Validate

22. @FuturePMO #PMOFrontier
Thank You
Questions
James Parker
James.Parker@Encirc360.com
Iinkedin.com/in/jamesparker34