In late 2019, Durham University’s central PMO was established to help support the delivery of an ambitious new strategy. This session shared insights and lessons learned from Durham’s PMO journey, including why and how the PMO was introduced and the challenges that have been navigated. The session also focused on the approach and tactics the team has employed to build strong foundations to underpin the successful delivery of change and increase P3M maturity across the organisation. This was presented by Suze Clarke - Senior PMO Manager from Durham University at FuturePMO 2023, on the 26th of October. FuturePMO is a 1-day PMO event for practitioners at all levels. The conference brings extraordinary speakers from across industries to challenge your PMO and PPM thinking, helping you work smarter. The next one takes place on the 3rd of October 2024 in London. To learn more and book on to the next conference, visit www.FuturePMO.com LinkedIn - https://www.linkedin.com/showcase/11120292 Twitter - https://twitter.com/FuturePMO Facebook - https://www.facebook.com/futurepmoevent/

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Strange New Worlds: The voyages
of a PMO in Higher Education
Suze Clarke
Durham University

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Suze Clarke
 PMO Senior Manager, Durham University
My role is focused on developing our approach
to defining and delivering Durham's portfolio of
strategic change projects and programmes,
managing the PMO’s development roadmap
and working with stakeholders across the
University to professionalise and build
capability and maturity in project, programme
and portfolio management.
LinkedIn QR Code:

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Context
 Higher Education Sector
 Durham University Strategy
 Delivery Unit
 Change Maturity

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Context
 Higher
Education
Sector
 Durham
University
Strategy
 Delivery
Unit
 Change
Maturity

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First contact
 Why a PMO?
 Size and Shape
 Governance
 How the PMO was introduced

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P3O not (C)P3O Twin objectives
Why a PMO?

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Size and Shape
Size and Shape

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United Federation of Planets (Governance)
Value
- Prioritisation
- Decision Making
- Reporting
- Resourcing
- Building Capability
Conditions
• Clearly defined priorities
• Understood roles &
responsibilities
• Established project lifecycle
• Early engagement with PMO
• ‘Oven ready’ business cases
• Regular reporting
• Change control

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First Contact: How the PMO was introduced
Lessons
• Clarity of purpose
• Conditions for success
• Start small- foundations first
• Demonstrate value

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Make it so
 The Crew
 Discovery
 Developing a Roadmap
 Data
 Lifecycle
 Approvals

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 The crew
 Discovery
 Review lessons
 Learning
 Develop a roadmap
 Strategic alignment
 Capability building
 Delivery Support
The approach to developing the PMO

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Scanning for life forms
 Approvals
 Events
 Project/change lifecycle
 Data & information management

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Make it so – the approach to developing the PMO
Lessons
- Manage expectations
- Run it like a project
- VUCA! Prepare to plan & replan (& flex tactics)
- Progression not perfection
- The importance of data
- Apply learning

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Engage!
 Winning friends
 Influencing people

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Winning friends & influencing people
Demonstrate competence
Insight
Supportive
Flexible
Lead by example
Build capability
Build trust
Establish networks

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Engage!
Lessons
• Credibility
• Supportive (not policing)
• Build a Community
• Focus on key stakeholders

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Per Aspera Ad Astra
 Challenges
 Assurance
 Dark Arts

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Challenges
 Maturity
 Expectations
 Uncertainty
 Transparency
 Engagement
 Data
Assurance
 Independent
Assurance
Dark Arts
 Resource
Management
 Benefits
Management
 Knowledge
Management

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A five-year mission?
Develop product/artefact
Set expectation
Gather data, refine and test
Analyse
Recommend
Decide

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Per Aspera Ad Astra
Lessons
• Foundations
• Small steps & layering
• Maturity roadmap
• Audit and assurance
• Lead with intent

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Thank You
 Being ready
 Demonstrate competence
 Develop a roadmap
 Engage stakeholders
 Build strong foundations
 Resistance is futile!
Suze Clarke
suzanna.clarke@durham.ac.uk
www.durham.ac.uk
Suzanna Clarke | LinkedIn
Boldly go where no PMO has gone before!

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“Things are only impossible until they’re not.”
Captain Jean-Luc Picard