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Programme PMO's - The Programme Manager's COO - Dyson | FuturePMO 2019

The role of the Programme PMO Lead is evolving. Historically, these individuals have often been seen as competent followers of process; perfectly suited to taking direction and operating within tightly defined. Whilst those parameters are essential to a well-managed Programme, they are not the most value-adding things for the Programme PMO Lead to focus on. At Dyson we are pioneering a concept where the Programme PMO Lead takes more ownership for the operational control of a Programme – effectively becoming the Chief Operating Officer; with the delegated authority to not just report on problems, but fix them too. During this presentation, Steve will take delegates through how this approach not only speeds up problem resolution but increases engagement with PMO Customers. Bobby Binns spoke at FuturePMO 2019; 1 day PMO Conference in London www.FuturePMO.com

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#FuturePMO
Programme PMO’s – The
Programme Manager’s
COO
Bobby Binns
Head of PMO - Dyson
#FuturePMO
Contents
1. Introductionto Dyson
2. Problem Statement
3. The Solution
4. The Challenges
5. The Benefits
6. The Results
7. Our PMO Transformation Journey at Dyson
8. How We Will Ensure Continuous Improvementof our PMO
#FuturePMO
1. Introduction to
Dyson
#FuturePMO
Founded in 1993
14,000+ Employees
40% Growth
£3.5bn+ Turnover
1. Introduction to
Dyson
#FuturePMO
Our rate of growth is staggering and is getting faster.
As we continue to expand into new markets and develop innovative, new products, our internal delivery processes
and capabilities also need to continuously improve and iterate to keep pace with our vision and ambition.
To do this, we need to constantly innovate and disrupt our ways of working, just as we do with our products.
As Sir James Dyson said, “having an idea is 0.5% of the process,prototyping it is 3% and
getting it to market is the rest.”
2. Problem
Statement
#FuturePMO
In the Autumn of 2018, after lengthy reflection, the Dyson PMO team realised that it had to do something radically
different to support a Portfolio of ever increasing size and complexity.
A portfolio that was not only growing in size by 25% each year, but that was also involving Programmes of greater
complexity, with Go Lives in multiple regions and across multiple technology stacks and SKU’s.
Historically, the PMO team had operated on a “Clustered Model” basis. PMO standards and processes existed, to
varying standards and accuracy, in pockets across the organisation.
2. Problem
Statement

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Programme PMO's - The Programme Manager's COO - Dyson | FuturePMO 2019

  • 1. #FuturePMO Programme PMO’s – The Programme Manager’s COO Bobby Binns Head of PMO - Dyson
  • 2. #FuturePMO Contents 1. Introductionto Dyson 2. Problem Statement 3. The Solution 4. The Challenges 5. The Benefits 6. The Results 7. Our PMO Transformation Journey at Dyson 8. How We Will Ensure Continuous Improvementof our PMO
  • 4. #FuturePMO Founded in 1993 14,000+ Employees 40% Growth £3.5bn+ Turnover 1. Introduction to Dyson
  • 5. #FuturePMO Our rate of growth is staggering and is getting faster. As we continue to expand into new markets and develop innovative, new products, our internal delivery processes and capabilities also need to continuously improve and iterate to keep pace with our vision and ambition. To do this, we need to constantly innovate and disrupt our ways of working, just as we do with our products. As Sir James Dyson said, “having an idea is 0.5% of the process,prototyping it is 3% and getting it to market is the rest.” 2. Problem Statement
  • 6. #FuturePMO In the Autumn of 2018, after lengthy reflection, the Dyson PMO team realised that it had to do something radically different to support a Portfolio of ever increasing size and complexity. A portfolio that was not only growing in size by 25% each year, but that was also involving Programmes of greater complexity, with Go Lives in multiple regions and across multiple technology stacks and SKU’s. Historically, the PMO team had operated on a “Clustered Model” basis. PMO standards and processes existed, to varying standards and accuracy, in pockets across the organisation. 2. Problem Statement
  • 7. #FuturePMO How could we develop an effective and perpetually self improving PMO capability to ensure that PMO both continues to deliver value and remain aligned to our changing priorities and growth targets? 2. Problem Statement
  • 8. #FuturePMO The Global IT PMO team decided to undertake a radical, 12 month transformation of its capabilities. This transformation would be focused around 4 key strategic outcomes: 3. The Solution World-Class Programme PMO Delivery To develop an innovative new approach for Programme PMO Leads. Modelling them as the Chief Operating Officer for the Programme, to the Programme Manager’s Chief Executive Officer. Future Proofed & Rapidly Scalable Globally Consistent PMO Service Consistent delivery processes to ensure repeated Project delivery excellence and economies of scale. A streamlined Central Team to produce world-class MI that enables decisions rather than just presenting Data. An efficient Stage Gate Process to expedite controlled delivery of Projects. Faster Funding Approval process for new Projects. Federated PMO Operating Model to allow Regional Growth of a consistent Operating Capability. Automated & Agile by Design Selection and Implementation of a PPM Tool and cutover of data to the PPM Tool. Design, build and test an Iterative Delivery Framework.
  • 9. #FuturePMO Of these 4 Strategic Drivers for our Transformation, the most revolutionary was what we wanted to do with setting up our Programme PMO capability. The core of this would be resetting the relationship between the Programme Manager and the PMO Programme Lead to operate in a similar style to the relationship between a Chief Executive Officer (CEO) and a Chief Operating Officer (COO) of a large company. 3. The Solution World-Class Programme PMO Delivery
  • 10. #FuturePMO To build this CEO-COO relationship, we would need to both massively upskill our capabilities and also focus on building trust with the Programme Management Community. We decided that the best way to achieve this was through the delivery of 4 key outcomes: 3. The Solution Deliverable Why? How? An Outcome based Delivery Framework To ensure repeatable delivery excellence. We would set up an Annual Planning Cycle and Central Change Board with all business units. This would allow us to plan delivery requirements in advance. Personality Based “Pairing” between a Programme Manager and a Programme PMO Using Jungian analysis to “match” Programme Managers to a suitable Programme PMO. We would develop a personality based questionnaire based on Jungian Archetype theory. We would ensure the continued working of the relationship through regular 2- way feedback sessions Industry Leading 3rd Party Programme PMO Accreditation To ensure that we remain aware of industry best practice and can attract top talent. To support the development of our world-class Programme PMO, we will ensure that they are trained up to world-class PMO standards by an industry leading PMO trainer. PMO Capability Assessment Framework To ensure that we continually develop and support our people. To ensure the continued support and development of our Global IT PMO team, we will build a capability assessment and coaching framework aligned to industry standards.
  • 11. #FuturePMO We needed to reset our current ways of working so that we had the bandwidth to support our transformation and refocus our efforts towards Programme PMO activities. To do this we carried out a Current State Assessment. The results were staggering. We were only adding true PMO value 50% of the time. By freeing up this time, we would be able to focus on building our CEO-COO Programme PMO capability. 4. The Challenges Red: Non-value Adding and Non-enabling Eliminate, either by stopping the activity or migrating it back to a more appropriate owner. Amber: Non-value Adding but Enabling Either migrate to a more appropriate owner or make amendments to reduce required PMO effort. Green: Value Adding Continue. We will ensure that these tasks are allocated to the appropriate PMO Capability Pillar and that they become part of our PMO Business As Usual activities.
  • 12. #FuturePMO Jungian Archetype Assessment for pairing Programme Managers withProgramme PMOs To ensure the development of an effective CEO-COO relationship, we will need to “match-make” a Programme Manager to the right Programme PMO. Psychologists agree that we operate best when we are surrounded by people that we can both empathise with and who make us feel “psychologically safe.” Psychological safety in a working environment when an individual is paired with a colleague who has a similar psychological outlook. The aim of our Jungian assessment is to make sure that we are facilitating this. 5. The Benefits
  • 13. #FuturePMO Defined Programme PMO Capabilities: Assessing and supporting the development of “Application” and “Knowledge” against 26 key Programme PMO Competencies. 5. The Benefits
  • 14. #FuturePMO Regular Feedback Cadence Established The Trust Equation is a well known “tool” used to predict high much trust exists between two parties. For our CEO-COO relationship to work, we wanted to make sure that we maximised the trust in their relationship. Ensuring greater levels of trust would not only ensure greater teamwork – it would also give the Programme Manager the confidence to delegate authority for the operational control of the Programme to the PMO. Allowing the Programme Manager to focus more on Stakeholder Engagement, Benefits Realisation and Business Change. We designed a Quarterly, 2-way feedback process, based on the Trust Equation, to measure the effectiveness of the relationship between the Programme Manager and their Programme PMO. 5. The Benefits
  • 15. #FuturePMO Measuring Sponsor and Stakeholder Feedback After the implementation of our new capabilities we held an engagement session with our leadership team to see how they thought our CEO- COO relationship had improved Programme Delivery. The results, shown by the “Before” and “After” diagram on the right, were astounding. 6. The Results
  • 16. #FuturePMO Ensuring Globally Repeatable Delivery Excellence Using our Programme PMO capability we were able to design, build and implement a consistent Project Delivery Framework for Dyson. This PMO Blueprint was deployed globally and has now been configured into a PPM Tool. 6. The Results
  • 17. #FuturePMO Driving Change Ownership We trained over 600 Dyson Colleagues globally, in locations like: Singapore, Chicago, Shanghai and the UK, on our new PMO ways of working – providing them with the practical support and knowledge to bring the PMO Blueprint to life in their Regions, Programmes and Projects. 6. The Results
  • 18. #FuturePMO 7. Our PMO Transformation Journey at Dyson Where We Started Clustered During Transformation Centralised Post Transformation Federated Aims of the Federated PMO Model • Create stability, drive efficiencyand scalability • Evolve and standardise our core processes • Foster easier interaction and collaboration Our Transformation Journey towards a Global Operating Model. We wanted our PMO capability to be globally consistent, but also capable of adapting to local market requirements and priorities. To achieve this, we implemented a Federated PMO Operating Model in 32 local markets. This Federated Operating Model ensures the correct level of consistency but doesn’t mandate overly restrictive or “unhelpful”/ non value-adding governance.
  • 19. #FuturePMO Ensuring we will always align to Dyson’s priorities going Forward. To ensure our PMO capabilities continue to remain aligned to Dyson and its priorities, we developed a self-diagnosing and self- improving continuous improvement cycle. We call this framework “5,127” after the number of prototypes it took to build the first Dyson vacuum cleaner. 8. How we will Ensure Continuous Improvement of our PMO Every process and action has an efficiency value. From making a cup of tea (e.g. optimum distance from kettle to tea cup) to running a £100 million Programme. Step 1: “E” Calculate the Efficiency of a Process The What The How Using Pareto analytics we will identify the biggest root causes of process inefficiency. These will then be hypothesis tested and socialised via workshops to gather feedback and qualitative“at the coal face” feedback. Step 2: “P” Pareto Analysis of the most significant causes For each of the prioritised Pareto inefficiencies, identified and tested during Step 2, an action plan for resolution will be built. All actions must be MECE (mutually exclusive and collectively exhaustive) to resolve the identified areas for improvement. Step 3: “A” Build Action Plan to resolve identified problems The Action Plans to permanently resolve the identified inefficiencies will be implemented using the Global IT PMO “Drive and Release” framework– which combines Business Change management principles with organisational psychology. Step 4: “D” Drive & Release Change Management of Action Plan
  • 20. #FuturePMO Thank you for your time “Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time” Thomas Edison