It is all too easy to establish a governance process, develop templates and tools for PPM and implement a training regime. So why then do 50% of PMOs fail within 3 years of start-up? Mike Webb talks through his experiences of establishing PMOs and the part that change management has played in building a capability embedded within the psyche of the organisation. How through treating the establishment of a PMO as a change programme in its own right can ensure enduring success for the capability.

1. Change Managing a PMO
Future PMO Conference
Mike Webb – Head of PMO Leidos Europe*

2. 2
 What does successful mean?
− Benefits realised?
− TCQ?
− Risks avoided?
− Engagement in the business?
− Shiny processes?
− Awards?
©2016 LEIDOS. ALL RIGHTS RESERVED.
Building a successful PMO
You shall not be
remembered for the
projects you delivered but
for how easy it was to
engage with you
Transport Industry MD

3. 3
 A compelling reason ‘why’?
− Why is the PMO needed?
− Why should the business engage?
− Why add to the overhead?
− What’s in it for me?
©2016 LEIDOS. ALL RIGHTS RESERVED.
Awareness – PMO Who?
Why should I give you
accountability over an
area in my business?
Justice Industry MD

4. 4
 Be easy to engage with and
celebrating successes (not self
aggrandising!)
 Choosing your target (not everyone at
once)
 The PMO does not directly deliver
value… the operation does
 The best PMO manager has a
relationship management focus
©2016 LEIDOS. ALL RIGHTS RESERVED.
 If the operation does not benefit
from interacting with the PMO it
won’t
Desire
Fill out this form…
I need help!

5. 5
 Process alone is a torrid thing
− People first – most companies are
people companies!
− Process second!
− Technology third!
 What training does your organisation
need to:
− Deliver projects and change
− Work with a PMO
− Understand your role
− SRO training
©2016 LEIDOS. ALL RIGHTS RESERVED.
Knowledge
Misinformed
Mistakes
Mastery
Smart
Actions
Uninformed
Paralysis
Doubt
Hesitation
Confidence
Knowledge

6. 6
 Coaching
 Mentoring
− Assign relationships by need
 Junior Talent
 High performing teams
 Informing decision making
 Easily accessible tools that suit
the majority, not the minority
©2016 LEIDOS. ALL RIGHTS RESERVED.
Ability – let’s do this!

7. 7
 Institutionalising the PMO
 Velvet gloved iron fist
 Deliver on your promises!
 Don’t boil the ocean!
 Collective accountability for
improvement
 Bridge the gap to the
business
 Now you can add process,
forms and more rigour. Pain
is more easily borne by the
happy man
©2016 LEIDOS. ALL RIGHTS RESERVED.
Reinforcement – When are you successful?
Innovators Early Adopters Early Majority Cynical Majority Laggards
2.5% 13.5% 34% 16%34%
Sponsor Support Reinforce Engage Communicate
Hypothesis:
Institutionalisation occurs when
a given % of the cynical
majority are engaged with
change management.

8. 8
 Overly bureaucratic
 Lack of clarity
 Ivory tower
 Pure process focus
©2016 LEIDOS. ALL RIGHTS RESERVED.
Summary
 People led
 Collaborative approach
 Eliminate politics
 Flexible rigidity

9. Mike Webb
Head of PMO | Leidos Europe Ltd
Michael.webb@leidos.com