Category: Case Study
PMO Transformation Programme
Working with the Major Projects Directorate for TfL, read on to understand how we created, designed and implemented the PMO target operating model for their projects.
Tasked to design, develop and implement a central Project Management Officer (PMO) to the Major Projects Directorate for Transport for London (TfL), Subash Tavares was appointed as the Programme Management Office Lead for the Major Stations and Infrastructure Portfolio
The aim of the project was to create a PMO that would support the delivery of projects and programmes for TfL, through one of the largest capital investment programmes in Europe.
The target operating model was broken down into the following core elements:
- Enabling – improving delivery
- Assuring – reducing risk
- Optimising – delivering savings.
Below, we discover each of the elements required as part of these three elements, which combined to create an increasing portfolio value and effective PMO team.
The first step is the Enabling step, which means getting all the foundations in place prior to the project starting.
Enabling
- Establishing the delivery model
- Building a performance measurement framework
- Creating integrated baselines to build a scope, as well as cost, time and risk assessments and forecasts
- Designing integrated programme controls
- Building a reporting framework, with governance processes
- Following enabling, the next step is Assuring, with the aim to reduce risks along the project lifecycle.
Assuring
- Building an assurance programme
- Using organisational development to communicate with teams
- Creating a central, single source of data to monitor
- Benchmarking data along the way, measuring against KPIs
- Implementing a framework to manage forecasting, early warnings and impending risks
- Beyond the Assuring phase, the next step is Optimising, with the goal to deliver savings along the way.
Optimising
- Leveraging economies of scale throughout
- Workforce, cost and resource planning
- Portfolio, programme and project-level optimisations and trade-offs, as required
- Collaboration among teams and programmes
- Understanding and recycling lessons learnt.
Overall, this core framework and target operating model was developed with the use of some key change programmes. This included understanding the strategy and values, process governance, understanding data and reporting, creating a culture, and developing the organisation and people within it. This wider project therefore included elements of Integrated Programme Controls (IPC), Business Change & Transformation, Governance, Organisational Development and Reporting to create an effective and robust long-term strategy.