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Background
The company was a major UK broadcaster. It had been planning the migration to an iconic building in a development area of a major British city for several years. The building was in the final, snagging, stage of construction and was about to commence fit out with latest generation digital production technology and new desktop environments as well as the furniture and fittings. This new technology required new roles and ways of working.
Objectives
1,200 people were scheduled to move from the old to the new premises over a period of 4 months, the programme had a budget of GBP188m. The migration project was part of a 4 year change programme which was targeted to deliver 25% improvements in performance. The role was to rationalise and manage the programme management office for the migration and change programme.
Approach
The assignment commenced in July 2006, initially for 3 months but was extended to the end of 2006. Working with the newly appointed programme manager, the role involved a radical overhaul of the governance, planning, monitoring and reporting of the programme.
The migration covered the property and technology upgrade and the movement of staff to the new building. In addition there were 9 Work Stream Leads (WSL's) and 5 project managers (PM's) charged with driving improvements to culture, processes and procedures in the new operational environment.
I rationalised the programme management office (PMO) from 5 people to 2, revised role descriptions, redefined the workflow processes for controlling milestones, risks and issues, produced a programme dependency plan and worked with the Project Managers and Work Stream Leads to improve the quality and monitoring of the detailed delivery projects.
I also worked with the change manager responsible for Benefit Realisation to define and establish the management process, which required the tracking of 60 initiatives driven by senior executives through 5 qualification gates to ensure opportunities were prioritised, quantified, validated and introduced into the operational environment effectively and efficiently.
I stabilised the new ways of working for the PMO into a business as usual state and mentored one of the staff into the manager role.
Conclusion
The processes for monitoring milestones, issues, risks and change requests were revised and rationalised. New reporting capabilities were designed and implemented, staff were trained and inducted into new ways of working and a benefit realisation process introduced. At the end of the a reinvigorated and refocused PMO was handed over to a freshly trained manager.
Customer Quote: Programme Manager, Migration
"Jeff reinvigorated our Project Office and introduced new policies and procedures that turned the Project Office from a bureaucratic burden on our Project Managers into the core information exchange for all of the stakeholders in the programme."