The document discusses the requirements and capabilities necessary to lead successful Project Management Offices (PMOs), highlighting experiences from London 2012, Oxford City Council, and the BBC. It emphasizes the importance of strategic oversight, benefits management, and the integration of various project management functions to enhance performance and project delivery. The presentation also outlines various approaches to PMO leadership and the lessons learned from past experiences in delivering significant projects and transformation programs.

1. Future PMO
Leading Challenging
PMOs
Ben Brownlee
Programme Assurance Director, BBC
4 October 2018

2. From London 2012 to the BBC
2
Ian Fletcher, W1A

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. Types of PMO and Approach
4
Low < Focus on Capability > High
Low<FocusonProgramme>High
Control Enable
Admin Coach

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. London 2012 – Olympics and Paralympics
6

7. 7

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. 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. 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. 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. 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
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. 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
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

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









Customer
Payments
Management Development planning,
procurement & pilots
Management Development Training
Government
Connect Phase 2
Government
Connect Phase 1 

May 09

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. 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. Leading a PMO at the BBC
• Leading and assuring a portfolio of projects in revenue management
• Supporting decision making
• Delivering benefits
20

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. Decision Support and Change Control
22

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