Setting up a Programme Management Office (PMO)

 

OVERVIEW

Our client, had a large number of digital projects underway. The problem was, there was no overall framework to manage them. The Cross 8 team worked in close collaboration with the client putting new PMO processes, a governance model and framework in place to align with strategic goals.

THE CHALLENGE

Our client’s portfolio consisted of around 50 projects with a value of c. £120m but managing them had become disparate. There was no clear governance framework.

Stakeholders didn’t understand the interdependencies, priorities, risks and schedules across the whole portfolio and operational teams were overloaded by the delivery of change into their areas. An overall lack of priorities was delaying critical, high impact projects at significant cost.

OUR APPROACH

Cross 8’s Project Management Office team began by carrying out a rapid and comprehensive assessment of the as-is processes, organisation and systems. They analysed existing forums and decision making flow, identified key stakeholders and roles and looked at the delivery methodology for each project. They also looked at the strategic objectives of the portfolio, tools and techniques used and the effectiveness of information given to the Exec.

At the heart of the new PMO processes was a combined view of every change in the portfolio: the Integrated Master Schedule (IMS). Creating an IMS gave an integrated view of all the projects. It improved the client’s ability to optimise resources, mitigate risks, promote collaboration and facilitate strategic decision-making.

 

THE RESULTS

The IMS helped the client to have an overview of all the projects and understand the change impacting each area. It showed where resources were being allocated, helped to prioritise and mitigate risks and facilitate effective stakeholder communication. Overall, the client was able to make better strategic decisions to align the portfolio with their objectives.

Our PMO also put a check in place to assess the health of each project. Each one was routinely measured against a set of key indicators with findings reported monthly to the Executive Team.

Finally, we provided the business change support needed for the client to fully embed the new processes and we continued to monitor it. We encouraged feedback from stakeholders and put regular reviews in place. Our transparent approach meant that everyone could understand why some projects were being prioritised over others. Within the first 6 months, we’d made sure that all critical pieces of work, from strategic reviews to roadside operational technology, were delivered on time.

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