1. THE PMO JOURNEY
Auckland Council case study

2. NOW My PMO just
isn’t getting
traction – people
are just not
interested
And if you also just
tell the programme
managers, then
things will get done
Just
communicate
more – send
emails every day
– that should do
it!
Besides, we’ve
advised the
ELTso……
And if you just get
people to do online self
service training then
they’ll know how to
work the new system /
process
Ooh!
That’s
good! Well,
then –
that’s sure
to work!
I did
everything
and yet my
PMO still
isn’t
delivering
benefits!!!!

3. NEW
I ensure that
whenever my PMO
needs to implement a
new process or
system that I have a
solid change
management approach
I also develop change
communication
toolkits for my
sponsor and business
owners, coaching
them so they become
the voice of change
I use the
‘Nemawashi’ principle,
factoring in extra
time collaborating
with the impacted
people to understand
their real needs and
dependencies, co-
creating integrated
solutions
Me too! I use a CM
methodology and spend
time engaging with my
stakeholders. It’s
important I understand
how they want to be
communicated with and
why they are resisting
I spend a little bit
of extra effort on
training so that
people know how to
do things properly,
first time
And – most importantly – I
now make sure my project
timeline and budget ensures
embedding takes place after
I’m long gone
Yes! Your PMO needs
Change Management.
Ensure your projects
deliver benefits.
Tery Everett
LinkedIn

4. Implementation approach – building project maturity
People capability
Consistency
Common understanding
Visibility/clarity
•Integrated
and Optimised
•Efficient and Effective
•Project processes are efficient and effective and are
regularly reviewed for on going improvements
•Consistent and Reliable
•Projects produce reliable results for the organisation and our
customer . Results are repeatable across time and in different
locations
•Established and Ad Hoc
•Individuals and teams recognize and use projects “as needed” to establish or modify
products or services that have value for our customers
Line of competence Line of competence
Alignment
Prioritisation
Benefits/value
Adaptive
•Project processes are
linked to across all
participants and related
process to deliver
optimum value
Delivering maturity over time
•4

5. hand, what’s been happening in the project space at Auckland Council.
The following highlights the new tools and frameworks we’ll be sharing with you:
1. When is a project a
project?
Project complexity
assessment tool
Measured and tracked
through concept, business
case, and Gateway
2. What happens when?
Project management
framework
Measured and tracked
through Gateway
3. Who does what?
Project roles at
Auckland Council
Measured and tracked
through Sentient, Gateway,
Gateway panels
4. How do we do it? Sentient business
rules
Measured and tracked
through Sentient reporting
5. How are we managing
capital expenditure?
Progress monitoring
and project reporting
Measured and tracked
through PMPR reporting and
the Capex steercom
6. How do we manage
change to projects?
Contingency and
variation
Measured and tracked
through PMPR and project
steering group
7. Do we do it well?
PM quality assurance
framework
Measured and tracked
through CoE quality reporting
Making it real for the project community

6. Changed behaviours – high
performing project management -
Capex
• Pilot hub launched
• Gateways - implement
• PMPR - implement
• Sponsor training
• PMF launched
• Sentient training launched
• BSR project support
• Gateways – monitor and
track, action
• PMPR – monitor and track,
action
• Sponsors – monitor and
track, action
• PMF training launched
• Project assessment tool
• Sentient training, usage
monitored, audits
• Recommendations for hub
placement across council
• Gateways – monitor and
track, action
• PMPR – monitor and
track, action
• Sponsors – monitor and
track, action
• Sentient training, usage
monitored
• Hub rollout launched
• Gateways – monitor, track, embed
• PMPR – monitor, track, action, embed
• PM refresh
• Sponsor assessments
• Hub
Aug 2014 Dec 2014 April 2015 Aug 2015
CHANGE AND ENGAGEMENT
• PM community launched
• Engagement, comms
• Engagement, comms
• Initiate competency
framework
• Engagement, comms
• Competency framework
developed
• Launch AC Best Projects
Awards
• Engagement, comms
• PDP alignment with competency
framework
• AC Best Projects Awards
• Gateways - implement
• Sponsor training
• PMF launched
• Sentient training launched
• Support / hub
• Gateways – monitor, track, action
• Sponsors – monitor and track, action
• Sentient training, usage monitored
• Hub launched
• Gateways – monitor, track, embed
• PMPR – monitor, track, action, embed
• PM refresh
• Sponsor assessments
• Hub
Launch Monitor, audit
Monitor, audit,
action
Launch
Monitor, audit,
action
Changed behaviours – high
performing project
management - OPEX
OPERATIONS TO MANAGE

7. Success stats: Aug – Dec 2014
• 98% sponsors* attended training and signed the Sponsor Charter (*$1m+ capex)
• 30% of projects moved to Sponsors on lower tiers
• 60% project community engaged (forums, roadshows, training)
• 50% all project managers / co-ordinators attended Sentient training
• 60% of project community have full understanding of Gateway
• Sentient usage increased 16%
• 98% compliance with Capex reporting ($1m+ projects on PMPR)
• Project management intranet site – the leading sub-site in its category based on click
throughs (Dec, 2014)
• Auckland Tourism Events and Economic Development (ATEED) – Sponsor Training,
and Sponsor Charter

8. SIX KEY TAKEOUTS
Change management - contributing factors to success

9. Yes! Your PMO needs change management!
1. Run it like a project - 90 day change management plans rock!
2. Sponsor must be visible and mandate your change activities
3. Proactive communications is the ‘glue without the goo’
4. Collaboration is key with all stakeholders, especially early on
5. Self managed team with clear roles
6. Stakeholders must be of influence and involved

10. 90 DAY CHANGE
MANAGEMENT PLANS ROCK!
Takeout 1

11. ANKAR - High Level Change ‘Get Started’ Plan
Business case
Buss case
Design; Planning Execution
Handover and closure
Benefits tracking
AWARENESS
• Create awareness of
the need for change
• About the project
• Benefits
NEED & DESIRE
FOR CHANGE
• Stakeholders
• What do people need
to make this a
success?
• What is the level of
resistance?
KNOWLEDGE
• What knowledge /
training is required so
that people know what
to do how, when,
where and by whom?
ACCEPT AND
USE
• Call to action
• Business readiness
and acceptance
• Transition from
project to BAU
• Support
REINFORCE
• Support
• Test BAU
• What’s working?
• What needs to be
addressed?

12. CREATE AWARENESS UNDERSTAND NEEDS CREATE
KNOWLEDGE &
ACCEPTANCE
CALL TO ACTION EMBED AND
REINFORCE• Recruit and induct newcomers;
project team regroup
• Initiate community and
collaborators
• Clearly identify stakeholders per
initiative & identify touchpoints
• Determine needs / impact /
resistance / influencers /
champions – work with
collaborators
• Business Owner / sponsor
analysis
• Develop a clear roadmap, what,
why, when, who, how
• Prioritise activities
• PMPR
• Gateways
• Pilot hub
• Sponsor training
• PMF
Celebrate
Successes
• Checkpoint with
collaborators, sponsors –
needs met analysis
• Review, retrofit, regroup
• Assess benefits been met /
felt
• Surveys, focus groups,
interviews - community
Benefits & value
delivered
Lessons learnt
• Set up new intranet with
roadmaps, and assign
ownership
• Create segmented
stakeholder lists
• Design and develop
newsletters
• Targeted email campaigns
• Meetings with key
stakeholders
• Collaboration workshops
• Design and plan launch – PM
Forum
• Package all communication
• High engagement – test
what’s working and levels
of acceptance
• Manage stakeholder
engagement and monitor
outputs
• Oversee all collaborative
workshops
• Rewards & recognition
• Proactive comms:
• Sponsor comms
• Intranet
• Emails - collaborators
• Newsletters
• Meetings
• Facilitate workshops
Reward &
Recognition
Regional
roadshows
• Endorsements from
collaborators, Sponsors and
Business owners on:
• Sponsor training
• PMPR
• Gateways
• PMF and Sentient
training
• PMF
• PCAT
• Contingency and
variation
• Project roles model
• Sentient business rules
• QA policy and framework
• Celebrate successful usage
and application
C
H
A
N
G
E
C
o
m
m
s
• Revert to collaborators with
proposed solutions
• Address needs, gaps,
resistance
• Impact analysis
• Identify what it’s going to take
to make this successful, roles,
responsibilities
• Articulate value proposition
• Patricia and Dean to endorse
sponsor training
• Training needs analysis
• Develop training materials
• Develop frameworks, models
• Test all materials with
collaborators – gain
endorsement
• Launch
• Visible leadership
communication –
Sponsors (Patricia & Dean)
• Launch project
deliverables at PM Forum
• Create understanding
about roles in projects
• Celebrate quick wins e.g
PMF, Gateways, PMPR
• Targeted emails e.g.
collaborators
• Show progress against
roadmap and milestones
• Intranet and sharepoint
update
• Sponsor training
• Project management training
(PMF and Sentient)
• Extend knowledge library –
make info and knowledge
Lite and easy to read,
understand and use
• Manage resistance, impacts
• Business readiness
• Continue to engage
collaborators – develop new
frameworks and models
based on needs,
collaborators to approve and
endorse
• Monitor and track usage
• Retrofit, if required
• High engagement – test
what’s working and levels
of acceptance
• Proactive comms:
• Sponsor comms
• Intranet
• Emails - collaborators
• Newsletters
• Meetings
• Workshops
May – July 2014 July - Sept 2014 Sept - Nov 2014 Nov - Dec 2014 Jan 2015+
Launch Project
Central
+

13. June July Aug Sept October
Week starting 9 16 23 30 7 14 21 28 4 11 18 25 1 8 15 22 29 3 10 17 24 31
Stakeholder analysis
Collaborators – initiate, set the scene, co-
design workshops, feedback, improve,
endorse, release version one
Identify impacts and map stakeholders
Nemawashi and collaboration
Develop and finalise intranet material , launch
PMF – map change management docs
PMF - engagement and collaboration
PMF launch
PMF awareness / comms
Sentient awareness / comms
Sentient – training
Sponsor training and Charter mandated by
Sponsor
Develop and test sponsor material
Sponsors – awareness /comms
Sponsors – support and host training
Capex Hub – create awareness
Capex Hub pilot launch
Support, monitor, track
Integrated change engagement activities

14. ROLE OF THE SPONSOR
Takeout 2

15. The indecisive sponsor:
Um – I don’t know!
The over consultative
sponsor: Stop! I need to
consult everyone
The micro- manager
sponsor:
I need to know everything!
The overstretched sponsor:
No! I’m too busy
The blaming sponsor:
It’s your fault!&*^%$
The invisible sponsor: Has
anyone seen our sponsor?

16. We, as Auckland Council project sponsors, commit to the following:
We are committed to delivering world-class projects / programmes and will participate to the end as much as is possible,
including Post Implementation Reviews. We are the voice, champion, coach and influencer of our project teams and will
always endeavour to make time to be available for our project managers.
We will engender a high level of trust and will not micro manage the project manager or any other project team member,
and will ensure that quality reporting is done on Sentient.
If required, we will build effective Steering Groups and will ensure we review (and approve) key documents through the
Gateway process and will make thoughtful, tough decisions on a timely basis.
We will ensure we know the big issues and what is required to resolve them and will be prepared to halt projects, if
required. If necessary, we will report upwards and will always protect the project team from interference so that they
remain focussed. In turn, as a project sponsor at Auckland Council, we will maintain focus on the benefits, value and risks.

17. PROACTIVE COMMS IS KEY
Takeout 3

19. Engagement and communication:
building momentum, trust and credibility
90 day delivery plans - collaboration
Forum:
This is what we delivered – progress report
This is what we’re going to deliver
Forum:
This is what we delivered – progress report
This is what we’re going to deliver
Newsletter every three weeks =
~ 4 newsletters between forums
Newsletter every three weeks =
~ 4 newsletters between forums
90 day delivery plans - collaboration
Intranet update prior to forum Intranet update prior to forum
Update databases after every newsletterUpdate databases after every newsletter
Develop presentation material
and confer with sponsor. Dress
rehearsal
Package all materials,
develop and produce all
collateral for forum
Develop presentation material
and confer with sponsor. Dress
rehearsal
Package all materials,
develop and produce all
collateral for forum
This list is not exhaustive, but indicates the primary comms activities

20. COLLABORATION IS KEY
Takeout 4

21. Nemawashi in Japanese means an
informal process of quietly laying the
foundation for some proposed change or
project, by talking to the people concerned,
gathering support and feedback, and so
forth. It is considered an important element
in any major change, before any formal
steps are taken, and successful
nemawashi enables changes to be carried
out with the consent of all sides.
根回し

22. Turning “Japanese”
“Day 1”
Effort
Time
Principle: Change effort invested up front results in smoother transition to BAU and less
effort to embed later in the project lifecycle
Pattern of change effort over the duration of a project

23. Core team / workstream lead – ‘doers’
Collaborators – ‘validators’
Council - steering committee / business owner –
‘approvers’
Checkpoint – ‘feedback: review, improve’
Community - people impacted by the project /
initiative. Plus Champions
12
17168
3
4
5
67
9
1011 1415
13
18
12
Collaboration at work

24. Benefits of ‘going east’
A participatory approach places the impacted community / customer at the heart of a project /
initiative and is a means to:
• Understanding the real gaps or issues that need to be addressed so that there’s minimum
resistance
• Gathering useful data and ideas so that the best solution is developed
• Improving communication so that there’s a better understanding of the need and required
outcome
• Obtaining a common enduring agreement, ownership and support for a project through co-
design
• Obtaining wider support so that implementation is easily accepted and changes embedded
• Developing change champions through capability building within business who will enable
the change where it matters
Without this, the likelihood of success is lessened.

25. SELF MANAGED TEAM, WITH
CLEAR ROLES
Takeout 5

26. • Workstream lead
• Business owner
• Influencer
• Collaboration team
• Workstream lead
• Business owner
• Influencer
• Collaboration team
• Workstream lead
• Business owner
• Influencer
• Collaboration team
WORK
STREAM
1
SPONSOR
CAPEX
steering
group
• Programme Manager
• Change manager
• Project Manager
• Graphic designer
• Comms support
• Analytics
CORE TEAM
WORK
STREAM
2
WORK
STREAM
3
WORK
STREAM
4
• Workstream lead
• Business owner
• Influencer
• Collaboration team

27. Role Responsibility Outcome
Change manager • Integrated, collaborative 90 day
plans
• Coaching,supporting workstream
leads
• Integrated communication
• Resistance management
• Conflict resolution
• Direct access to Sponsor, ensuring
continued visibility and endorsement
• Stakeholder management
• Integrated training approach
• Monitor and track usage, identifying
risks and issues and providing
solutions
• Ensuring momentum
• Take up and embedding of new
tools, etc
• Increase in usage
• Change seen, felt, heard and
talked about
WORK
STREAM
• Change manager
CORE TEAM
SPONSOR

28. INVOLVED, INFLUENTIAL
STAKEHOLDERS
Takeout 6

29. Mapping stakeholders: PMPR
PM
BOCM
S
Sponsor – endorsed and supported
Business owner – visible and involved
Project manager – proactive and engaged
Change manager – set the approach,
guided, coached, consulting role
SH

30. PULLING IT ALL TOGETHER
And in the end….

31. 根回し
Aiming for consistency and reliability by creating
clarity, capability and a common understanding
of how we do projects at council
March 2014 - BSR DM Projects roadmap
developed with initial focus on ‘quick
wins’, setting up a pilot hub, and
establishing a Centre of Excellence
May 2014 - Project roles and
responsibilities agreed to,
stakeholders identified along with
impact assessment
May 2014 - ‘Nemawashi’
collaboration philosophy adopted
May 2014 - ‘Nemawashi’ change
management and engagement plan
implemented
Quick wins
Capex Hub
PMPR
PMF Sentient training
Sponsor training
Gateways
Intranet site
根回し
13 & 14 Aug -
PM Forum
根回し
Quick wins
PMF
PCAT
Project roles
C&V
QA Policy
Sent. Business
rules
4 Nov -
PM Forum –High
endorsement and support
18 x regional roadshow
PMF
PCAT
Project roles
C&V
QA Policy
Sent. Business
rules
根回し Project
Central
Value delivered
through BSR DMP
Visibility and
clarity
Common
understanding
Consistency People
capability
Adaptability
and flexibility
Benefits /
enduring
capability
‘Nemawashi’ collaboration to
develop new tools and frameworks
4 x newsletters
Newsletter following
4 Nov Nov & Dec 2014 -
Intense roadshows – high engagement,
uncovered concerns and issues. Engaged with
multiple business units
2 newsletters
(Dec ‘14 and Jan 2015)
Creating awareness, understanding needs
Understanding needs, creating knowledge and understanding, call to action
Creating knowledge and understanding, call to action
20 Feb 2015 –
Project office
operational
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32. ?
Thank you for your time
Tery Everett, Auckland Council
021 762374

33. ADDENDUMS
Extras … in case people ask

34. Why + What + Where + When + Who + How = Change
+ What + Where + When + Who + How = Hesitation
Why + Where + When + Who + How = Apathy
Why + What + When + Who + How = Disappointment
Why + What + Where + Who + How = Frustration
Why + What + Where + When + How = Resistance
Why + What + Where + When + Who = Confusion
When the Change Recipe Flops
16/03/2016 Tery Everett

35. ‘Elevator speech’
The BSR Deliver Manage Projects workstream is
collaborating with council’s project community to
create clarity, consistency and a common
understanding of how we do projects at council.
This first bit of work (May – Dec 2014), involves a
number of ‘quick wins’ i.e. frameworks,
methodologies and models that will set the
baseline in our maturity journey in delivering great
project outcomes for Auckland.

36. SUCCESS STATS
More detail about

37. Benefits of a CoE
Value Delivered through… Evidence
Visibility and
clarity
• Clearer governance and accountability
on project roles, Sentient business
rules, templates
• Increased visibility of project activity
across the council, including quality
assurance
• Project roles model, Sentient business
rules, contingency and variation
(C&V), 98% sponsors signed the
Sponsor Charter
• Usage of Sentient increased by 16%
• Baseline measures in place
Common
understanding
• Methodologies and tools developed,
owned, maintained and supported
• PMF, PCAT, C&V, Gateways, project
roles, PMPR usage monitored
Consistency • Accountability for the Enterprise
project competency framework
and standardised role definitions
• Endorsed role definitions, which
people are applying
People
capability
• Development and delivery of sponsor
training and PMF Sentient training
• Knowledge sharing through project
forums, roadshows and dept. training
• 98% sponsor training attendance,
Sponsor Charter
• 55% Sentient training attendance, with
majority of attendees stating they are
confident with the product
• Four forums (60% of community)
• 16 roadshows (60% of community)

38. Benefits of a CoE
Value Delivered through… Evidence
Benefits /
value
• Continuous improvement of project
performance in the organisation i.e.
PMF templates, project roles and
finance model for sponsors, PCAT
• Positive culture shift
• Promotion of a performance reputation
for Auckland Council (CCOs wanting
to use frameworks, etc)
• Easy access to all project related
information
• Establishment of a project centre of
excellence that is accountable for
developing frameworks, and
embedding those in building project
maturity at council
• PMF extensions – IS live
• Project roles and finance model for
sponsors
• PCAT, Gateways, C&V
• 60% of population actively engaged
and positive about new frameworks,
etc
• CCOs applying current thinking and
approach e.g. ATEED applying
sponsor charter
• Project management intranet site – the
leading sub-site in its category based
on click throughs (Dec, 2014)
• Establishment of the new project
centre of excellence – Project Central
Adaptability/
flexibility
• Hub establishment
• Business partner roles
• High level operating model developed
• Business partner roles established

39. ROLES AND
RESPONSIBILITIES
Who did what and expected outcomes

40. Roles, responsibilities and behaviours – delivering value
Role Who Behaviours Responsibility Outcome
Programme
manager
OM • Collaborative
• Value and outcome focussed
• Supportive
• Visible , transparent and
approachable
• Leadership
• Facilitative
• Honest and reliable
• Empathetic
• Accountable
• Committed
• Provide clear direction
• Figurehead, spokesperson
• Engagement with key
stakeholders, providing
feedback to core delivery team
• Conflict resolution; problem
solving, negotiator
• Delivering to time, scope and
budget
• Coaching, developing others
• Get resources (budget)
• Direct access to sponsor
• Present to Capex Steering
Group
• Cohesive team, high
engagement with
communities,
stakeholders, delivery
on key initiatives that
addresses initial
needs
Collaborative
work groups
Selected
stakeholders
representing
their
community
• Collaborative
• Value and outcome focussed
• Visible and approachable
• Honest and reliable
• Responsible
• Committed
• Open to new ideas
• Keen understanding of
community’s needs
• Attending all collaborative
sessions, participating in
consensus decision making
• Testing ideas, collaborating
• Communicating with
respective communities and
providing feedback to the core
delivery team
• Being a responsible
communication channel
• Meeting expectation of
community and key
stakeholders so that
the core delivery team
delivers the right
thing, in the right way

41. Role Who Behaviours Responsibility Outcome
Workstream leads JD, MC, SC, NL,
DM. TE, CR
• Collaborative
• Value and outcome focussed
• Supportive
• Delivery focussed
• Visible and approachable
• Honest and reliable
• Understanding
• Responsible
• Committed
• Keen understanding of
community’s needs
• Testing, collaborating,
delivering to needs
• Delivering to time
• Facilitating workshops
• Seeking consensus
• Stepping in to help other
team members
• Delivering their
specific allocated work
to add to the whole, in
a collaborative,
consultative way
Project manager KM • Collaborative
• Value and outcome focussed
• Supportive
• Delivery focussed
• Visible and approachable
• Honest and reliable
• Understanding
• Responsible
• Committed
• Proactive
• Plan tasks per initiative
• Monitor and track
deliverables
• Manage risks and issues
register, reporting on them
• Working closely with the
workstream lead
• Resource identification and
planning
• Work with the integration
lead
• Controlling, planning,
leading
• Disseminator of info
• Visibility of tracking to
proactively monitor
risks and issues
• Development of
timelines
• Capture lessons learnt
• Identify integration
points and build these
into the delivery
timelines

42. Role Who Behaviour Responsibility Outcome
Change
manager
TE • Collaborative
• Value and outcome
focussed
• Supportive
• Visible , transparent and
approachable
• Leadership
• Facilitative
• Honest and reliable
• Empathetic
• Accountable
• Committed
• Integrated, collaborative
plan
• Coaching and
supporting workstream
leads
• Integrated
communication
• Resistance
management
• Conflict resolution
• Direct access to
Sponsor, ensuring
continued visibility and
endorsement
• Stakeholder
management
• Integrated training
approach
• Monitor and track
usage, identifying risks
and issues and
providing solutions
• Take up and
embedding of new
tools, etc
• Increase in usage
• Change seen, felt,
heard and talked
about