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PMO Assurance of Major Projects - BBC, Ben Brownlee

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PMO Assurance of Major Projects - BBC, Ben Brownlee

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Ben discussed leading delivery support and assurance of major projects, including BBC W1 New Broadcasting House and London 2012 Digital.

He touched on:

• How can PMOs both assure and support projects
• Despite assurance, why do some projects still go wrong
• Making sure projects deliver
• A PMO’s role in stopping major projects

Ben Brownlee presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com

Ben discussed leading delivery support and assurance of major projects, including BBC W1 New Broadcasting House and London 2012 Digital.

He touched on:

• How can PMOs both assure and support projects
• Despite assurance, why do some projects still go wrong
• Making sure projects deliver
• A PMO’s role in stopping major projects

Ben Brownlee presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com

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PMO Assurance of Major Projects - BBC, Ben Brownlee

  1. 1. PMO Assurance of Major Projects Ben Brownlee, Programme Assurance Director #FuturePMO
  2. 2. 2 Contents • What is Assurance of Major Projects? • What role can a PMO play? • Context – going back in time to 2013! • Assurance of major projects • Case Study: W1 – New Broadcasting House • Case Study: London 2012 • Conclusion and questions
  3. 3. 3 Assurance of Major Projects Assurance provides confidence that major projects are deliverable, within scope, budget and time and not taking uncontrolled risks Good assurance regimes • add value to the project, programme or portfolio • are planned • are balanced, with an appropriate mix of assurance types – healthchecks, deep dives, approvals • provide internal, independent and expert challenge • check governance and other standards are being applied appropriate to the Project • enable approvals and improved decision-making with full information Common pitfalls • can be compliance oriented and focused on the past rather than future focused and adding value • seen as an unnecessary • can ignore the “bleedin’ obvious”
  4. 4. 4 PRE PROJECT DEFINE SHAPE PLAN IMPLEMENT HANDOVER POST Start-up advice and guidance, lessons learnt Project interdependencies, resourcing Benefits realisation and closure Integrated assurance and approvals plan (IAAP), governance, estimating and benefits validation Applying the Corporate Way to improve delivery confidence Gates / Assurance Role of a PMO - Delivery support and assurance Structured assurance and support = greater confidence
  5. 5. 5 Example PMO Assurance and Delivery Support - 2012 Healthchecks, reviews & monitoring Portfolio visibility Templates & reporting Ongoing advice, guidance & troubleshooting Involved Quality Assurance role Full-time team member SupportAssurance Minimum MaximumServices Current support to projects across spectrum of services Start-up updated 28 December 2012 Portfolio Associate W12 (Simon)W1 (Ben) Archive (Ben) XXX(Ben) Wales (Julien) Sustainability (Julien) JPortal (Ruth) Procurement (Gary) PPP (Julien/Team) YYY (Gary) End to End (Ben) AAA (Gary) Wireless (Ben)
  6. 6. 6 Business engagement ‘Critical friend’ for Teams, Sponsors, Managers & Directors Developing action plans Review progress ‘Fix-it’ teams Preparation for NAO reviews Planning for all stages inc. benefits-led Responsibilities and accountabilities (RACI) Activities and estimating Dependencies & connections across BBC Managing budgets & contingencies What might go wrong? Developing & facilitating risks & issues Budgeting for risk Living with risks & issues – prevention and contingency Where are you now? - Current operating model Where do you want to get to? - Target operating model How to get there? - steps along the way Delivering change & transitions Clarifying objectives to deliver What is a benefit? Delivering outputs & outcomes Business acceptance, ownership & monitoring Embedding changes Benefit delivery - long term Scope and assumptions Developing options Making an effective business case for each stage Keeping a business case up to date, aligning strategically Completing definition documents Stakeholder analysis, involvement & management Sponsoring & directing Structures, skills, roles & resourcing Linking into the BBC governance Quality planning & assurance Starting, defining & shaping Vision, benefits & mandates Delivery approaches & stages Using ‘lessons learnt’ Approvals & mobilisation Completion & capturing lessons & knowledge Benefits Management Programme / Project Organisation & Governance Programme / Project Start up & Completion Business Cases HealthchecksRisk and Issue ManagementOperating Models & Delivery Planning & Budgeting PMO Delivery Support and Assurance Services – Select the right ones!
  7. 7. 7 Starting, shaping, defining projects and programmes Vision and Benefits Organisation and resources Stakeholders Business cases Completion Lessons learnt Knowledge Post implementation review Resource re- Ongoing: risks and issues planning & budgeting dependencies delivery of outcomes and benefits action plans Ongoing support: ad hoc assurance role healthcheck timed review follow- up Starting, shaping, defining projects and programmes Vision and Benefits Organisation and resources Stakeholders Business cases Completion Lessons learnt Knowledge Post implementation review Resource reallocation- Ongoing: risks and issues planning & budgeting dependencies delivery of outcomes and benefits action plans Ongoing support: assurance role timed review follow- Example Support Cycle
  8. 8. 8 Integrated Assurance and Approvals Plan for projects 1) Steering Group – performance • Regular up to date view of project performance against objectives and plan • Time, cost, quality • Forecast benefits • Issues and risks • Independent QA 2) Regular approvals • Review at specific ‘gates’ by governance outside project, e.g. Finance Committee • Initiation and during life, e.g. from design to build • Approval / rejection moving to the next stage 3) Independent healthchecks • Point in time review • Focus on areas of concern • Depth and width as appropriate • Links in with audit timings and recommendations Three lines of defence
  9. 9. 9 Case study: W1
  10. 10. 10 W1 Fact-file • BBC HQ • £1.046bn cost • £30m underspend • £736m saved • 2 x 24 hour News channels • Radio 1 in the ‘loft’, Radio 3, Radio 4 • 26 language services • Radio Newsroom • Newsnight, Marr, The One Show
  11. 11. 11 TV Studio B (Big Flexible) Newsnight, World News, Marr TV Studio C BBC World News TV Studio A: Virtual Reality TV Studio D: BBC London BBC London Arabic Persian Arabic WS LANGUAGE SERVICES/GND RADIO SEQUENCES + WS NEWS PROGRAMMES TV NEWS PROGRAMMES (incl. NEWSNIGHT) NEWS TV/RADIO CURRENT AFFAIRS/MULTIPLATFORM SPECIALS MULTIMEDIA NEWSROOM TECHNOLOGY OPERATIONS VISION CSO / SOME GNS/WS STUDIOS VISION FACTUAL & ARTS GENRE HUB R1 + 1Xtra, ASIAN NETWORK, NEWSBEAT, A&Mi Persian TV Studio E News Channel & BBC 1 Bulletins New Broadcasting House UK + GLOBAL PLANNING; GNS; BBC WEATHER NEWSGATHERING SPECIALISTS BUSINESS & ECONOMICS CENTRE AND SCIENCE GENRE HUB Peel WingOld BH 2 B2 LG G B3 3 4 5 6 7 8 RADIO 3 PROMS RADIO 3 RADIO 4/4 EXTRA A&M PROD A&M DRAMA A&M PROD A&M PROD RADIO THEATRE 1
  12. 12. 12 Delivering W1 WS Languages WS Newsroom Vision CSOR Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct - Dec Jan - Mar 201420132012 AugJulyJuneApr - MayMar Russian IPTV 3rd May Swahili 27th Aug Andrew Marr 3rd Sept Newsnight 15th Oct HardTalk 8th Oct World (Overnights) 28th Jan World (Dayside) 14th Jan Burmese service 11th March NewsWatch 5th Oct 1,6 & 10 Bulletins, News Channel & Weather 23rd Feb One Show Nov (tbc) BBC London June(tbc) Vision Factual Grafton opens 6th Jan A&M VCS Up-grade Sunday Politics 23rd Sept Radio 1 Hindi Service 2nd Nov Radio 1 LIVE 24th Oct Urdu Service 11th Feb Newsbeat 10th Dec R4 Radio Sequences 3rd Dec – World Tonight 6th Dec – WATO/PM + Radio Newsroom 11th Dec – Today programme (Also 5 live indies launch same time) Asian Network 26th Nov W1PROGRAMME CLOSURE Peel Wing refresh
  13. 13. 13 W1 Benefits
  14. 14. 14 W1 Film https://youtu.be/dd9rx4kW9KM BBC W1 Blog and Film
  15. 15. 15 W1 Film
  16. 16. 16 PMO Assurance to W1 Programme Agreement with the Sponsor and Programme Director Risk based, matured over time for that point in time approaches and roles > structures > outputs to outcomes > benefits First line: Monthly reviews and reporting Second line: Healthchecks to provide independent optimisation and confidence Ongoing advice, guidance and troubleshooting Knowledge sharing, lessons and APM Programme of the Year Award 2013
  17. 17. 17 Case Study – BBC London 2012
  18. 18. 18 One amazing year - four years in preparation!
  19. 19. 19 BBC London 2012
  20. 20. 20 PMO Assurance to L2012 Programme Agreement with the Steering Group Risk based, matured over time for that point in time benefits-led > plan > stakeholders > healthcheck > lessons First line: Monthly reviews and reporting Second line: Healthchecks to provide independent optimisation and confidence Ongoing advice, guidance and troubleshooting Knowledge sharing, lessons and awards
  21. 21. 21 L2012 Planning, Delivery and ClosedownReviewDoPlan Portfolio of potential targets and measures identified Revised and aggregated key targets and measures identified Individual work stream targets and measures approved Sum of individual key targets and measures identified per Editorial theme Aggregated key targets and measures, pan L2012, signed off BBC FC Allocated budget L2012 Finance Committee / Steering Group allocated work streams x workstreams 5 overarching Editorial themes L2012 Project delivery pan BBC Finance Case: identifying x workstreams Review of previous identified workstreams Approvals Document: VFM Targets Legacy Risks / Contingency Budget Closedown document: VFM Targets Legacy Budget Lessons Learned Summary Document: VFM Targets Legacy Budget Lessons Learned L2012 Steering Group Governance PMO Healthcheck Internal Audit Review PMO L2012 SG PIR Action plan Closedown Report Control & Assurance
  22. 22. 22 London 2012 – Assurance Example a) Benefits, Outcomes and Legacy (Green) L2012 is on track to meet virtually all the 20 headline benefits as well as the vast majority of specific workstream outcomes. In many areas the BBC has achieved its highest ever ratings. At the same time it has enhanced its reputation as a delivery partner and established the foundations of enduring organisational and social legacies. Specific outcomes: • L2012 achieved an 87% cross-platform reach vs 85% target and met or exceeded expectations for 96% of the audience. • The project was delivered £Xm under the overall budget with a Cost Per Viewer Hours Y vs Z target. • New ways of working e.g. joint co-located team, adoption of benefits–led planning and project management. Key recommendations: 1.Identify clear ownership of ongoing business workstreams as part of closure to help secure future benefits and maximise legacy (particularly where there is no ‘natural’ home) 2.Identify further opportunities for reuse of new infrastructure and features (e.g. Interactive Video Player), when reviewing scope of coverage of forthcoming events or seasons, to keep pace with now-heightened audience expectations. 3.Recognise the value of the tools, templates and processes that helped deliver the benefits, released time for creativity and provided the basis for prioritisation of resources. If repeated for major BBC events, the pan–BBC project approach used by L2012 offers the potential for continued excellence in coverage, production and project management. This may prove to be the biggest legacy benefit of L2012. • Biggest ever online audience - a high take-up of audience facing innovations, such as 24 streams, the Interactive Video Player and Mobile. • Super-Hi vision continued to excite opinion formers. Demand for 3D was lower, justifying less investment.
  23. 23. 23 London 2012 - Film
  24. 24. 24 Assurance of Major Projects requires An understanding of the role of assurance, the PMO and how assurance adds value Time and planning in the project schedule to provide for reviews at critical stages (IAAP) Sponsors with the requisite maturity of understanding and willingness to listen A culturally diverse group of people, drawing on perspectives and experience from other contexts An understanding of project’s risks and the need to adapt in the face of elements that do not work Transparency and sharing lessons and experiences between projects during projects! adapted from Assurance of Major Projects – MPA 2019
  25. 25. 25 Projects still go wrong! • Proper initiation is still the biggest part of success • Some projects need to be stopped • Use fact based approach
  26. 26. 26 Assurance of Major Projects Assurance provides confidence that major projects are deliverable, within scope, budget and time and not taking uncontrolled risks Good assurance regimes • add value to the project, programme or portfolio • are planned – Integrated Assurance and Approvals Plan • are balanced, with an appropriate mix of assurance types – healthchecks, deep dives, approvals • provide internal, independent and expert challenge • check governance and other standards are being applied appropriate to the Project • enable approvals and improved decision-making with full information Lessons learnt • gain agreement to the assurance role and the role of the PMO • flex focus, role and people over time • focus on biggest bang for the buck!

Editor's Notes

  • assurance regimes should not be onerous

    got to step back!
  • Second, we provide hands-on delivery support – sometimes embedded within the project, sometimes ad hoc and arms length – and deliver independent project healthchecks at critical points.

    Mission: Portfolio projects are scoped, set-up and supported to deliver successfully, applying best practice approaches and prior learning, so that we are confident in our ability to consistently deliver complex projects
    Approach: We’ll have a contract with the Project Director and Sponsor to cement the relationship between delivery support and the project. Tailored project guidance (the Standard Approach), an integrated assurance and approvals plan will be consistently used and mandated across all critical projects and the Operations’ PMOs
    Benefit: Successful projects delivering to time cost and benefit plans, award winning projects and a clean bill of health from the NAO
    Plan: We will agree the key project standards, templates & tools from the BBC Way, to be mandated for use on all critical projects. The BBC PMO will work with Finance and Internal Audit to establish the approach. We will provide support at start-up to help with definition and planning, then as required during execution and closedown including healthchecks, with emphasis on benefits realisation and lessons learnt
    Support Principles
    Every portfolio project has dedicated expert support tailored to the project’s specific needs, proactively delivered
    Quality insight, advice, guidance and help to give projects the best chance of success via PMO and other BBC experts
    Provide access to project management tools, techniques and templates proven in the BBC
    Work with, not done to – agreed ‘contract’
    Assurance Principles
    All portfolio projects have agreed assurance and approval arrangements as part of their definition
    Arrangements are proportionate to complexity and tailored to need - minimising burden, maximising value.
    Independent and subject matter expert healthchecks at key stages
    Targeted dissemination of best practice and lessons and understanding of take-up

  • Spectrum of services provided across the Portfolio
  • Nearly 5,000 people,
  • BBC W1 Induction Pack v19
  • 10 buildings into 4
    4,682 people into NBH
    5,539 people into W1
    x 72 weekends
  • Biggest single migration in the BBC
  • Weekly delivery support
    Agreed via a formal letter

  • Weekly delivery support
    Agreed via a formal letter

  • assurance regimes are not onerous
  • assurance regimes are not onerous
  • ×