PMOs and organisational change, 23 May 2018

PMOs and organisational change
Welcome
Simon Williams
Chair (Acting), Enabling Change
SIG

Agenda
▪ Lunch and Networking
▪ Welcome
1. The Changing Influence of a PMO under Rebuild: Case Study
– Professor Mark Reeson
2. The PMO as an Agent of Change – Martin Butcher
▪ Break
3. Matthew Hill
4. Delivering Change whilst Undergoing Transformation: TfL
PMO Case Study – Simon Williams
5. Workshop: Creating a SMART Business
▪ Closing Remarks

The Changing Influence of a
PMO under Rebuild: Case Study
Mark Reeson
PMO SIG and Director M R
Project Solutions

Teach to Learn, Learn to Share, Share to Grow
A Project Vision for the Future
Changing the World One Person At a Time
Living Sustainability – SMART Modelling in Action

The Concept
To create one singular standardised method of project
delivery throughout the whole Eastern Province for all
Municipalities and Sub Municipalities
To create greater visibility and transparency for all
projects within the Eastern Province
To optimise all the Municipality resources to add value to
every project whilst improving efficiencies
Develop and maintain a newly created centralised
information management for the tracking and reporting of
all Eastern Province projects
5

Region has been fragmented for many years with Urban
Development and Project Delivery
September 2015 – Decision made to have a new improved
approach by PCP Department Manager
Set up Project Team in main Municipality Building
Aim to change the city for a sustainable and more
efficient future
Meeting the direction of the Crown Prince and his Saudi
Vision
6
Project Justification

7
Centralised coordination of all municipality projects for
both external and internal stakeholders
Produce new Project Delivery Framework for all activities
throughout the municipality
Optimise resources for throughout the Municipality
Develop a centralised information management system
for greater transparency for why projects are selected
Develop a prioritisation procedure for all
municipality projects to eliminate redundant
work
Introduce a new way approach to make the
Eastern Province
Project Objectives

Create a department with greater focus for all municipal
projects without changing accountability
Promote the region and Saudi Arabia that the new
approach would make a real difference
Vision where the department becomes “A Model for
Decision Enabling and Delivery Support for a Smarter
Sustainable City”
8
Project Vision

Draft and then introduce standard project management
governance
Ensure Quality Assurance for all new processes and
procedures
Increase stakeholder engagement throughout the
municipality
Create greater controls over utility permit and licence
issuance
Introduce Mobility, Accessibility and Sustainability to the
Province
9
Project Aims

10
Mayor of the
Eastern Province Municipality
Project Coordination and
Planning Department Manager
P0003
Eastern Province Program
and Portfolio Management
Office Manager
P0005
IT and PMIS Manager
P0013
Contractual Project
Assurance Manager
P0012
Monitoring and Controlling
Manager
P0011
Communications,
Knowledge Management
and Training Manager
P0014
Eastern Province Projects
Governance and
Compliance Manager
P0006
Accessibility, Mobility,
Sustainability, Smart Cities
Compliance Manager
P0016
Quality and ISO
Compliance Manager
P0015
Eastern Province Projects
Coordination Planning
Manager
P0004
Administrative
Communications
Management Manager
P0010
External Authorities and
Liaison Coordination
Manager
P0008
Internal Project
Coordination Manager
P0009
Work Permits
Management Manager
P0007
Organisation
Structure

Quality Assurance and ISO Compliance
Work Permit Issuance
Accessibility, Mobility and Sustainability for a Smart City
11
Quality Management

Project Assurance, Monitoring and Controlling
IT Support Team and System
Improved Accessibility of Information
Knowledge Management and Training
Holistic Project Management
Centralised Database
12
PMO

Coordinated Planning
Internal and External Administration and Centralised
Communication
Long-Term Strategic Management Planning for Annual and
Five-Year Planning
Smart Sustainability Modelling Concept
13
Strategic Management

Governance Documentation
Project Management Framework
Full Suite of Project Documentation
Prioritisation Technique
Asset Register
Annual and Five-Year Plans
New IT System
14
Deliverables

Operational PCP
Regulated maintenance and systematic review of all
documentation
New improved Asset Management System
Introduction of Annual and Five-Year planning through the
launch of the Smart Model and Smart Vision
15
Transition to Change

Three Distinct Challenges
Create an Operational Setup for the Eastern Province
Municipality PCP
Develop and build PCP structures for MOMRA, Jeddah,
Riyadh, Makkah and Madinah
Disciplined maintenance of all governance documentation
New improved Asset Management System
Introduction of Annual and Five Year Strategic Planning
Launch of SMART Modelling Concept and
SMART Vision
16
Making a Difference

Operational PCP for the Eastern Province
Three External Strategic Leads with role to include
training Saudi management staff replacement after two
years
Uplift of the staff for all three departments
Final review of all department processes and procedures
Training of the new staff in the processes and procedures
Three monthly – Six monthly – Annual review to ensure
operational efficiency
17
Going Operational

Use Eastern Province as template for documentation
and processes
MOMRA and Riyadh to support each other in preparation
Jeddah and Madinah to support each other in
preparation
After four months preparation all four Amanas and
MOMRA will be ready for operational launch together
Estimate full operational readiness twelve months after
launch
MOMRA and four Amanas handover of Strategic
Management posts to Saudi personnel Oct 2021
18
Roll Out

Uses physical infrastructure more efficiently, supporting a
strong and healthy economic, social and cultural
development
Reduces usage of environmental capital and supports
SMART growth
Promotes the use of information and communication
technologies
Faster response time to city challenges with simple
transactional relationship providing a high quality of life
for both its residents and visitors
Ecologically friendly, technologically integrated and
meticulously planned
19
Saudi SMART Community

Simple model that defines optimised and efficient
approach to management
Based around proactive change and clear strategy
Based around regulation and legislation
Ensures framework and structure but offers flexibility
between Amana
20

Based on creation linking contextual awareness with
business and operational management
Derivation published August 2017 – ‘Doing It the SMART
Way’ by Professor Mark Reeson and Marilyn Evans
Publication to be translated into Arabic for Kingdom
national distribution
21

Design around the processes and procedures of the
ministry and its Urban Development Plan
SMART Model and the SMART Vision work together
encouraging users to consider what it needed for the best
results
Ministry drives the change
Each Province supports the change
Encourages Annual and Five-Year Strategic Planning
One plan, one standard, one vision delivered FOR ALL
22
Smart Vision TM

23
Smart Vision TM

People impacted by the living environment around them
whether a city, an organisation or a region
Measured by six factors: Safety – Efficiency – Livability –
Health – Prosperity - Sustainability
Based on United Nations SDGs for Agenda 2030 Sustainable
Development
Saudi Arabia to lead the Middle East in growth and
community prosperity
Community Smart TM
24

Model and associated documentation needs translation –
Start July 2018
Smart Vision to be tested and verified by each Amana
individually
Training for Strategic Leaders and Strategic Planning
Department
Launch MOMRA and four Amanas into Operational
Readiness – Start Jan 2019
25
Community Smart TM

26
Conclusion
Eastern Province PCP Development Project has been a
success
Framework and standard is ready for operational roll out
and replication
Next step is for MOMRA and the major Amanas to replicate
structure forming a national governance model
Smart Cities and Smart Communities are the future
Kingdom of Saudi Arabia has the opportunity
to lead Middle East into a stronger more
vibrant future
Cultural and behavioural change towards
Business and Project Management forever

Community Smart Programme
Making a Real Difference

29
Is That the End of the
Story?

A model is a model is a model …….
If you can’t use it, you can’t apply it
Community cares about its community
Smart City cannot be a Smart City if it fails the people
News article that touched me and made me bring theory
into action
Creating a real application that makes a difference
30
Adaptation of Model

31
Not Quite Yet

32
Not Quite Yet

33
Not Quite Yet

The PMO as an Agent of Change
Martin Butcher

THE PMO AS
CHANGE AGENT
MARTIN BUTCHER PMP, FINSTLM

PRESENTATION OUTLINE
• The Critical Success Factors for transformational change
• The PMO in the organisation
• The PMO as an agent for change
• The transformation lifecycle
• Conclusions

CRITICAL SUCCESS FACTORS
POLITICAL
(Stakeholders and impacted groups are
supportive and aligned with the change)
SPONSORSHIP
(The business owns the programme
vision, strategy and budget and still
desires the outcomes)
LEADERSHIP
(Effective delivery team leadership)
TEAM
(Delivery team/supply chain resources,
skills and capabilities)
Momentum
(Pace and energy)
Direction
(Towards the desired business
outcomes)
Change
= +
=

THE PMO IN THE ORGANISATION
PORTFOLIO
PROGRAMMES
PROJECTS
BUSINESS AS
USUAL
OPERATIONS
Executive
Board
Corporate
Organisation
(Sponsor)
Project
Organisation
(Delivery)

THE PMO AS A CHANGE AGENT?
PORTFOLIO
PROGRAMMES
PROJECTS
BUSINESS AS
USUAL
OPERATIONS

THE PMO AS CHANGE AGENT
PORTFOLIO
PROGRAMMES
PROJECTS
BUSINESS AS
USUAL
OPERATIONS
Enterprise/Portfolio Management Office
• Initiates transformational change at the political level,
• Ensures strategic alignment and business/operational sponsorship,
• Prioritises projects and delivery resources at the Enterprise level,
• Builds P3M leadership and change capabilities at the Enterprise level.
Programme Management Office
• Assures momentum (value & schedule) and direction (benefits),
• Capable of developing project team leadership and delivery capability,
• Influences Critical Success Factors via Programme Governance/Board.
Project Management Office
• Traditional focus on assuring and reporting time, cost and quality,
• Seeks to prevent deviation from cost, time and quality baseline,
• Very little influence over Critical Success Factors.

DRIVING CHANGE
• Gate Reviews – conducted with and for the Sponsor
• Based on the APM ‘Integrated Baseline Review’ (IBR)
• Lines of enquiry and themes tailored to checking the CSF’s are in
place over the transformation lifecycle
• Facilitated by the PMO with senior stakeholder, subject matter expert
and peer group participation
• Review recommendations approved by sponsor and appropriate
governance bodies (who may also own the actions)
• PMO tracks and reports progress against recommendations/actions.

ASSURING CHANGE
• Confirming Momentum:
• Track and report, carefully selected, meaningful and forward looking
performance indicators (such as stakeholder engagement)
• Proactively initiate remedial action as required.
• Confirming Direction:
• Ensure active stakeholder engagement and participation in decision
making and governance boards
• Track and report on the delivery of benefit against business case
• Ensure benefit risks and opportunities are being proactively managed

THE TRANSFORMATION LIFECYCLE
Time
ChangeFocus
Prepare for Change:
• Stabilise org leadership & control
• Start delivering ‘Quick Wins’
• Design change programme
• Establish ‘As-is’ metrics
• Establish business case
• Engage Stakeholders
Optimise:
• Implement new organisation structure
• Release operational ‘change champions’
• Implement new roles & training
• Develop supporting systems
• Engage staff
Transform:
• Transition to new Op Model
• Embed new ways of working
• Assess benefits/performance
• Learn lessons and optimise

CONCLUSION
A well led, dynamic and empowered, enterprise level, Portfolio
Management Office (PMO) will have a material impact on corporate
competitiveness and efficiency by facilitating the successful delivery of
transformational change.
Recommendations:
• Establish the PMO before attempting business change programmes
• The PMO works with the sponsor to ensure the Critical Success
Factors (CSF’s) are in place via timely gate reviews
• The PMO assures the momentum and direction of transformational
change by forward looking reporting, effective governance and a
relentless focus on delivering value and business benefit.

PMO
Matthew Hill
This presentation is not available

Delivering Change whilst
undergoing Transformation: TfL
PMO Case Study
Simon Williams
Enabling Change SIG Acting Chair

Introduction:
Simon Williams
▪ 21+ years Transport for London – outgoing
Head of Business Change Project
Management
▪ Shortly joining Cambridge Assessment as
Programme Change Director
▪ Background strategy & planning, projects,
commercial business development
▪ 13 years delivering 60+ change and transformation
programmes and projects
▪ Capability development and 650+ change community
▪ APM Enabling Change SIG Acting Chair and previously
Transportation Practitioner Group Lead

Agenda
▪ Brief Introduction to Enabling Change SIG
▪ TfL PMO Case Study:
– Delivering Change – TfL Capital Delivery Change
Programme...
– ...whilst undergoing Major Projects
Transformation
– Approaches used
– Key Lessons
▪ Q&A

Enabling Change SIG
The SIG’s mission is to‘improve
the change capability of
organisations, teams and
individuals’
Available soon: “Introduction to Managing Change”

Themes Practitioner Groups
Membership,
Communications, Events
Methods & Standards
Collaboration – External
Innovation
(Research, L&D,
Software)
Collaboration – Internal
(SIG’s, Branches)
Transport
PublicServices
Utilities
Change
Community
Enabling Change SIG
Manufacturing

55
This document reflects ongoing work and discussions within TfL on options for the future of TfL/LU. It is not intended to reflect or
represent any formal TfL/LU views or policy. Its subject matter may relate to issues which would be subject to consultation. Its contents
are confidential and should not be disclosed to any unauthorised persons.
TFL PMO CASE STUDY: DELIVERING CHANGE WHILST UNDERGOING TRANSFORMATION
Capital Programme Delivery at TfL
• One of the largest capital investment programmes in Europe
• ~£1.5bn pa for next 5 years even after significant funding cuts
• ~2000 people involved across TfL
Cycle Superhighways
Northern Line Extension
Silvertown Tunnel Bank Station Capacity
Upgrade
Deep Tube Upgrade
4LM

56
Insufficient management and control of high risk, high EFC projects; cost management; and
project change
Blurred focus and accountabilities
Limited capability, breadth, and leadership; coupled with some poor behaviours
Inconsistent delivery and assurance models; with the supply chain used in different ways
Inconsistent approach to project development and specification
Limited resource planning and utilisation
What are we trying to solve?
Ensure focus on the assured delivery of major projects, whilst driving efficiency,
effectiveness and value across all capital delivery

57
Culture
(Create a dynamic, diverse & collaborative team; helping develop &
empower great projects people)
Data & Reporting
(Develop a controlled, performance based environment, with aligned
processes and systems)
Strategy & Value
(Leverage TfL’s position as a major capital delivery business in the UK)
Process, Governance & Assurance
(Deliver an efficient and effective customer focussed service through
lean, risk based process and governance)
Organisation & People
(Enable lean, integrated, high performing teams with visible leadership
and strong management)
Commercial
(Operate an innovative and intelligent commercial environment)
TfL Capital Delivery Change Programme led from TfL PMO

58
Long Term Timelines
2017 2018 20202019
Optimising
(Phase 2)
Leading
(Phase 3)
Brilliant Basics
(Phase 1)
Focussing on “Brilliant Basics” over next 6 months
➢ Realising new kinds of opportunities
➢ Fine tuning how we work
➢ Systematically improving business and
capability
➢ Industry leader and innovator
➢ Exemplar organisation and capability
➢ Systemic efficiency realisation
➢ Identifying the standard activities that we
currently do or need to do to deliver our
service across the business
➢ Identifying where we are doing these well
➢ Standardising this approach across the
business, and ensuring they integrate into a
holistic way of delivering projects

across 14 areas of the business

60
Summary of Major Projects Organisational Changes
• Creation of new Major Projects Directorate:
– Bringing together ca. 14 of largest infrastructure
programmes at TfL
– But separating from residual Projects teams in London
Underground and Surface Transport
• Revised MPD senior management structure
• New PMO Operating Model, with “hub and spoke” matrix
functional services across TfL replacing resources directly
owned by delivery teams
• Net reduction of 65 PMO posts
• Extensive Trade Union consultation
• New ways of working, processes and systems

61
How does the new Capital Delivery Landscape fit together?
The breadth of change is influenced by MPD’s role as a service provider, a customer of other services,
the professional head of project management for all capital delivery, and the functional home of all
embedded controls resources
TfL Clients
MPD
Role as professional
head of Project
Management
Major Projects from
LU & ST
Delivering major projects
on behalf of TfL clients
Providing a great service
to our clients
Professional &
Support services
Working as one
team to deliver
common objectives
London Rail
PPD (Surface)
R&E (LU)
Others (e.g.
Commercial
Development)
CapitalDeliveryTeams
• New pan-TfL Major Projects Directorate, with separate project delivery organisations retained in
other parts of TfL for smaller renewal and enhancement projects, IT, etc.

62
Hub and spoke PMO model – links all programmes
PMO will be the functional home for all embedded controls resources and drive
consistency in delivery, valuable assurance and improvement
Enabling
Improve delivery
Assuring
Reduce risks
Optimising
Deliver savings
Line
Upgrades,
DTUPand
Rail
Network
Extensions
Major
Stations
Central
PMO
Surface
Projects
LU
Projects

63
Delivering Change whilst undergoing Transformation
Culture
(Create a dynamic, diverse & collaborative team; helping develop
& empower great projects people)
Data & Reporting
(Develop a controlled, performance based environment, with
aligned processes and systems)
Strategy & Value
(Leverage TfL’s position as a major capital delivery business in the
UK)
Process, Governance & Assurance
(Deliver an efficient and effective customer focussed service
through lean, risk based process and governance)
Organisation & People
(Enable lean, integrated, high performing teams with visible
leadership and strong management)
Commercial
(Operate an innovative and intelligent commercial environment)
Head of
Performance
Management
Head of PMO
Head of
Performance
Development
Data &
Performance
Manager
Quality &
Assurance
Manager
Senior
Process &
Guidance
Manager
Value
Management
Manager
Professional
Manager - Project
Management
Professional
Manager –
Construction Mgmt
PMO Professional
Managers x4
Portfolio and
Resourcing Lead
All assigned PMU
employees will
be wired into one
of the
professional
managers
1. Project Planning
2. Project Risk &
Opportunity
3. Project Controls
4. Project
Specialists &
Information
Management
PMU Heads /
Managers x 5
PMO Central Team employees
So the PMO was trying to
deliver all this across TfL...
...whilst applying for their
own jobs to create this

64
Change capacity is limited...Amount
Time
Demand for Change
Capacity to Change
“I can’t cope...
my brain is
full!”

65
Individual reactions to change

66
Why do people react negatively to change?

67
So what did we actually do?
• Clear leadership Sponsor for each element of the change programme
• Significant consultancy support to MPD Change Programme during PMO
organisational change to reduce demand on BAU resources
– but TfL subject matter experts still required
• Some elements of the programme rephased to avoid peaks of selection and
assessment activity
• Full range of support to people affected:
– Managers and TU Representatives separately hosted drop-in sessions and
surgeries
– Change Champions
– 24/7 Employee Assistance Helpline
– Be Supported website
– TfL WellMent SharePoint site and community
– Support through Transformation training courses
• Extensive programme of engagement activity, largely separating
organisational change messages from wider change programme

68 MAJOR PROJECTS DELIVERY BUSINESS
Business Engagement at Multiple Levels
Directors and
Leadership Teams
Teams
• Cascade
• Team & Individual
Conversations
Direct engagement
Direct engagement
BAUCommunicationChannels
Direct
engagement
Peer
engagement
Change Programme:
• Working Groups
• Workshops
• Presentations
• Roadshows
• Drop-in sessions
• 1-1 meetings
• Videos
• Etc.
• Change Champions
• Local conversations
• Cascade
• Team & Individual
Conversations
• Other Stakeholder
influence
• Yammer
• Etc.
Indirect/informal
engagement
Line Managers

69
What’s happened in practice?
• New organisational structure about to go live, although ca. 2 months later than
originally hoped and with some vacancies
• A number of key deliverables from wider change programme achieved broadly
on time – however some others delayed or descoped
• Head of PMO has been spread very thinly in trying to lead across both the
organisational change and the wider programme
• Availability of key resources has been a challenge:
– Specialist expertise
– Considerable time needed to consult with delivery teams on PMO services at the
same time as undertaking selection and assessment activity
• Have led to even greater use of consultancy resource than intended, and
consultants sometimes making strategic decisions which should sit with the
business
• Stakeholder reactions have been variable despite extensive engagement
• Some evidence of impacts on stress and staff morale – although people
generally more positive once outcomes confirmed

70
Recommendations
1. Prepare people for a world where continual change is the norm, and
help build resilience
2. Be realistic about how much is achievable at the same time
3. Consider whether different leaders can Sponsor the change affecting
the PMO and the change being led by the PMO, to give sufficient focus
to each
4. Focus on the people more than the tasks, remembering that every
individual will react differently
5. Think carefully about how key resources are prioritised
6. Consider deploying external resource to backfill BAU work, enabling
permanent resources to focus on the change and maximise ownership
and control
7. Ensure there is strong engagement and good support available for the
people affected
8. Be honest in communications

Workshop: Creating a SMART
Business
Mark Reeson

Email: mark.reeson@binternet.com www.mrprojectsolutionsltd.com © 2017 M R Project Solutions Ltd
Business SMART Template
Step-by-Step Workshops: How do you create a SMART Business?
72
1. Strategy & Asset Workshop
TASK - Using the Strategy and the Assets element of the SMART
Model and create PEOPLE Awareness for CHANGE- discuss, design
and build your idea for the future of your team.
2. Project and Process Management Workshop
TASK - Using the Operations element of the SMART Model, discuss,
design and build a working process that will enhance your team
environment.
3. Define the Future - Route to Success Workshop
TASK - Using the Change element of the SMART Model, discuss,
design and then define what you believe needs to change and when
to retain a sustainable and stable team and business.
4. CHANGE Awareness Workshop – Learn to CHANGE
TASK - What enables us to accept and go along with the CHANGE?
What is your individual style to deal with CHANGE?

Identify Strategic Factors
Strategy: Develop your strategy around your
Governance
Vision 3-5 years: Aim for long-term success
supported by short-term goals. How could it look
like?
Intention behind: Understand why you are
heading in the direction you are and why you
chose it
Identify Soft Factors
Mindset: What kind of team-mindset is needed?
Teamwork: How should the teamwork look like?
Interaction: How would you like to interact?
73
Your ideas:
Your ideas:
1. Strategy Workshop
TASK - Using the Strategy element of the SMART Model and create
PEOPLE Awareness for CHANGE- discuss, design and build your idea for
the future of your team.

Identify Strategic Factors
Assets: What assets do you already have
available? Realise: What assets do you really need
to deliver your Strategy?
Alignment: Align your assets to your Strategy and
within your Governance
74
Your ideas:
1. Asset Workshop
TASK - Using the Assets element of the SMART Model and create PEOPLE
Awareness for CHANGE- discuss, design and build your idea for the future
of your team.

Identify Project and Process Management Factors
Operational Processes: What processes are
currently in place and how can these be
improved?
Project Management Processes: Is there currently
a standardised project management framework
within the business and how does it function?
Operational Efficiency: Does the business run
smoothly currently or are there specific areas that
fail to deliver efficiency?
75
Your ideas:
2. Project and Process Management Workshop
TASK - Using the Operations element of the SMART Model, discuss,
design and build a working process that will enhance your team
environment.

Prioritising the Change
Priority One: What change do you believe can be
implemented first to maximise an early impact?
Governance Implications: By implementing such a
change will it have an influence on the
Governance structure of your organisation?
Strategic Implications: How will this change alter
the strategic direction or goals of the
organisation?
Asset Implications: Will the change alter the
working patterns or the numerical volumes of the
assets within the organisation?
Operational Implications: To make such a change
will this alter or require new operational
processes to be introduced?
76
Your ideas:
3. Define the Future - Route to Success Workshop
TASK - Using the Change element of the SMART Model, discuss, design
and then define what you believe needs to change and when to retain a
sustainable and stable team and business.

77
Strategy
▪ Design application landscape
▪ Select, introduce & develop
app.
▪ Better support business
processes to raise efficiency
Governance
▪ Where are we now? - (As-is)
▪ Where are we going? - (To-
be)
▪ What will it take to get
there? - (How)
Assets
▪ What assets do we have?
▪ Are they the right assets?
▪ What assets do we need in the
future?
Operations
- What operational processes are
in place?
- Is there a standardised project
management framework?
- Does the business run efficiently?
Learn to Change
▪ What to prioritise?
▪ How does that change impact
Governance and Strategy?
▪ How does that change impact
Assets and Operations?
Proposal: 3 - 5 year Programme
Building the Future
Seeing the Full Picture: Having a
clear picture for the next three to
five years allows the organisation a
greater strategic perspective. “Do what is right, not what is easy
Do what is needed, do what is SMART”

This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events

PMOs and organisational change, 23 May 2018

Recommended

Recommended

More Related Content

Similar to PMOs and organisational change, 23 May 2018

Similar to PMOs and organisational change, 23 May 2018 (20)

More from Association for Project Management

More from Association for Project Management (20)

Recently uploaded

Recently uploaded (20)

PMOs and organisational change, 23 May 2018