In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.

1. Creating & Sustaining An
Environment for Success
B&Q’s Journey To Creating & Delivering Sustainable
Change
6th March 2014
Karan Bawa – Head of B&Q Programme Management Office
B&Q Programme Management Office (PMO)

2. The B&Q Journey
Understanding The Business Context & Ambition - Externally &
Internally
Engaging The Leadership
Making Some Choices
Setting Up The PMO
Striking The Balance Between Rigour & Agility
Tools & Techniques
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B&Q Programme Management Office (PMO)

3. The Context
B&Q is the largest home improvement and garden centre
retailer in the UK, employing more than 30,000 people
nationwide with 362 stores. We offer around 45,000
inspirational home improvement and garden products
aimed at DIY'ers and trade professionals
The UK home improvement market is around £44bn (£28bn
retail and £16bn trade) and this market has largely been flat
since 2008
B&Q’s turnover has been hovering around the £4bn mark
since 2005
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B&Q Programme Management Office (PMO)

4. The External Context - Top Brands In The UK
Who recognises the B&Q brand?
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B&Q Programme Management Office (PMO)

5. The External Context – Our Sector
Multi-channel
Sheds
Specialists
Discounters
Trade players
Generalists
Online players
Grocers and general retailers
The market is not growing and we’re under greater pressure from new entrants
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B&Q Programme Management Office (PMO)

6. The Internal Context
Past
Current
Strategy
Strategy
The right stuff at
the right time
Agreed portfolio
& measures
Standard process and
methods
Executed in
the right way
Projects
Projects
• Weak linkage between strategy and
projects
• Lack of / non-standard process and
method across B&Q
• Up skill project management
capabilities
• No strategic view of initiatives
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• Create strong linkage between
strategy and projects
• Introduce standard processes,
methods and Project & Financial
governance
B&Q Programme Management Office (PMO)

7. Creating a Virtuous Circle
Strategy
Strategy
• A clear measurable strategy
• At the right level
New Operating Model
PMO
• Create the roadmap
• Apply process and method
• Deliver desired outcomes
PMO
• OM supports the strategy
• Informs the organizational
design
• Creates a responsive business
Landing Change
• Land change and make it stick
• Handover to business as
usual
• Extract value
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B&Q Programme Management Office (PMO)

8. What Type of PMO?
Weather Station
The weather presenter who reports what’s going on but does not influence or
change anything in any way
Air Traffic Control
Provides standard process and method, alerts to potential issues and
problems, assists and guides where required
Command & Control
All project resources report into the PMO. The PMO is responsible for process,
method and execution, there is absolute adherence to methodology, provides
project approval or rejection recommendations to the board
Air Traffic Command (Hybrid)
Provides standard process and method, takes ownership and is responsible for
ensuring projects are set-up for successful delivery, does not own the resources
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B&Q Programme Management Office (PMO)

9. The PMO Set-Up
Our Purpose:
To enable our projects, programmes & sponsors to be successful
Process
• To ensure
standard world
class processes
exist for all
projects
• Provide standard
project
management
training
• Establish the B&Q
Functional
Operating Model
and to drive
improvements
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Quality
Planning
• To embed quality
in every stage of
the project
lifecycle
• To be the
custodian of the
business project
portfolio
• To strive to
eliminate defects
and rework
• To plan all
business projects
in a standard way
• To ensure lessons
learnt from
previous projects
are incorporated
into future
projects
• To balance
capability and
capacity between
project delivery
and business
ability to consume
Business
Change
Financial
Governance
• To deliver
sustainable change
within B&Q
• To apply a
consistent lens to
all investment
projects to ensure
they are set up for
success
• To provide a
consistent
approach to
change
management
execution
• To ensure high
levels of
consistent
communication
and stakeholder
engagement
• To be the single
point of financial
approval and to do
this with reference
to agreed budgets
B&Q Programme Management Office (PMO)

10. Spreading The Word
A talk about the PMO to the whole of
the B&Q Head Office
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B&Q Programme Management Office (PMO)

11. Engaging Our People
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B&Q Programme Management Office (PMO)

12. Tailored Service & Governance
New
Gold
Silver
Streamline / Re-design
Extent of Change
Transformational
Governance & Rigour tailored to match scale & complexity
Bronze
Business Function
Pillar
Multiple Pillar
Enterprise
Scope of Change
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B&Q Programme Management Office (PMO)

13. Effective Project Management Framework – Gold/Silver/Bronze
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B&Q Programme Management Office (PMO)

14. Reporting
Portfolio Summary:
Project RAG Status
Portfolio Highlights
Red
1
•
Amber
Portfolio Risks & Issues
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Green
3
•
Decisions
Required/ Pending:
Priority Projects:
Initiative
Status Current Stage
Project A
A
Delivery
Project B
A
Delivery
Project C
R
Delivery
Project D
A
Implementation
Project E
G
Implementation
Project F
G
Closure
Project G
G
Strategy
Project H
G
Status Summary
Strategy
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B&Q Programme Management Office (PMO)

15. Access for All – PMO SharePoint Site
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B&Q Programme Management Office (PMO)

16. The PMO ‘Nerve Centre’
All key projects are documented in a standard way and managed in a highly visual manner
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B&Q Programme Management Office (PMO)

17. What Value Do We Deliver?
• Robust decision making, active risk management and
robust benefit tracking alone have resulted in multiple £m
savings
• 60% increase in projects delivered to original time, cost,
quality & the right value for our customers, B&Q & our
colleagues
• Ability to select the right projects that help deliver our
strategy
• Business focused, standardised processes and tools
• Single view of all B&Q project costs and benefits
• Full alignment between strategy, financial planning,
capacity planning and PMO
• Business talks a common language
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B&Q Programme Management Office (PMO)

18. The PMO Motto…
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B&Q Programme Management Office (PMO)