The role of the Programme PMO Lead is evolving. Historically, these individuals have often been seen as competent followers of process; perfectly suited to taking direction and operating within tightly defined. Whilst those parameters are essential to a well-managed Programme, they are not the most value-adding things for the Programme PMO Lead to focus on. At Dyson we are pioneering a concept where the Programme PMO Lead takes more ownership for the operational control of a Programme – effectively becoming the Chief Operating Officer; with the delegated authority to not just report on problems, but fix them too. During this presentation, Steve will take delegates through how this approach not only speeds up problem resolution but increases engagement with PMO Customers. Bobby Binns spoke at FuturePMO 2019; 1 day PMO Conference in London www.FuturePMO.com

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Programme PMO’s – The
Programme Manager’s
COO
Bobby Binns
Head of PMO - Dyson

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Contents
1. Introductionto Dyson
2. Problem Statement
3. The Solution
4. The Challenges
5. The Benefits
6. The Results
7. Our PMO Transformation Journey at Dyson
8. How We Will Ensure Continuous Improvementof our PMO

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1. Introduction to
Dyson

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Founded in 1993
14,000+ Employees
40% Growth
£3.5bn+ Turnover
1. Introduction to
Dyson

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Our rate of growth is staggering and is getting faster.
As we continue to expand into new markets and develop innovative, new products, our internal delivery processes
and capabilities also need to continuously improve and iterate to keep pace with our vision and ambition.
To do this, we need to constantly innovate and disrupt our ways of working, just as we do with our products.
As Sir James Dyson said, “having an idea is 0.5% of the process,prototyping it is 3% and
getting it to market is the rest.”
2. Problem
Statement

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In the Autumn of 2018, after lengthy reflection, the Dyson PMO team realised that it had to do something radically
different to support a Portfolio of ever increasing size and complexity.
A portfolio that was not only growing in size by 25% each year, but that was also involving Programmes of greater
complexity, with Go Lives in multiple regions and across multiple technology stacks and SKU’s.
Historically, the PMO team had operated on a “Clustered Model” basis. PMO standards and processes existed, to
varying standards and accuracy, in pockets across the organisation.
2. Problem
Statement

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How could we develop an effective and perpetually self
improving PMO capability to ensure that PMO both continues
to deliver value and remain aligned to our changing priorities
and growth targets?
2. Problem
Statement

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The Global IT PMO team decided to undertake a radical, 12 month transformation of its capabilities. This
transformation would be focused around 4 key strategic outcomes:
3. The Solution
World-Class
Programme
PMO Delivery
To develop an innovative new
approach for Programme PMO
Leads. Modelling them as the Chief
Operating Officer for the
Programme, to the Programme
Manager’s Chief Executive Officer.
Future Proofed &
Rapidly Scalable
Globally Consistent
PMO Service
Consistent delivery processes to
ensure repeated Project delivery
excellence and economies of scale.
A streamlined Central Team to
produce world-class MI that enables
decisions rather than just presenting
Data.
An efficient Stage Gate Process to
expedite controlled delivery of
Projects. Faster Funding Approval
process for new Projects.
Federated PMO Operating Model to
allow Regional Growth of a
consistent Operating Capability.
Automated
& Agile by
Design
Selection and Implementation of
a PPM Tool and cutover of data
to the PPM Tool.
Design, build and test an
Iterative Delivery Framework.

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Of these 4 Strategic Drivers for our Transformation, the
most revolutionary was what we wanted to do with
setting up our Programme PMO capability.
The core of this would be resetting the relationship
between the Programme Manager and the PMO
Programme Lead to operate in a similar style to the
relationship between a Chief Executive Officer (CEO) and
a Chief Operating Officer (COO) of a large company.
3. The Solution
World-Class
Programme
PMO Delivery

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To build this CEO-COO relationship, we would need to both massively upskill our capabilities and also focus on building
trust with the Programme Management Community. We decided that the best way to achieve this was through the
delivery of 4 key outcomes:
3. The Solution
Deliverable Why? How?
An Outcome based Delivery
Framework
To ensure repeatable delivery
excellence.
We would set up an Annual Planning Cycle and Central Change Board with all
business units. This would allow us to plan delivery requirements in advance.
Personality Based “Pairing”
between a Programme
Manager and a Programme
PMO
Using Jungian analysis to “match”
Programme Managers to a
suitable Programme PMO.
We would develop a personality based questionnaire based on Jungian Archetype
theory. We would ensure the continued working of the relationship through regular 2-
way feedback sessions
Industry Leading 3rd Party
Programme PMO Accreditation
To ensure that we remain aware of
industry best practice and can
attract top talent.
To support the development of our world-class Programme PMO, we will ensure that
they are trained up to world-class PMO standards by an industry leading PMO trainer.
PMO Capability Assessment
Framework
To ensure that we continually
develop and support our people.
To ensure the continued support and development of our Global IT PMO team, we will
build a capability assessment and coaching framework aligned to industry standards.

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We needed to reset our current ways of working so that we had
the bandwidth to support our transformation and refocus our
efforts towards Programme PMO activities.
To do this we carried out a Current State Assessment. The results
were staggering. We were only adding true PMO value 50% of
the time.
By freeing up this time, we would be able to focus on building
our CEO-COO Programme PMO capability.
4. The Challenges
Red: Non-value Adding and Non-enabling
Eliminate, either by stopping the activity or migrating it back to a more appropriate
owner.
Amber: Non-value Adding but Enabling
Either migrate to a more appropriate owner or make amendments to reduce required
PMO effort.
Green: Value Adding
Continue. We will ensure that these tasks are allocated to the appropriate PMO
Capability Pillar and that they become part of our PMO Business As Usual activities.

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Jungian Archetype Assessment for pairing
Programme Managers withProgramme PMOs
To ensure the development of an effective CEO-COO relationship,
we will need to “match-make” a Programme Manager to the right
Programme PMO.
Psychologists agree that we operate best when we are
surrounded by people that we can both empathise with and who
make us feel “psychologically safe.”
Psychological safety in a working environment when an individual
is paired with a colleague who has a similar psychological
outlook. The aim of our Jungian assessment is to make sure that
we are facilitating this.
5. The Benefits

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Defined Programme PMO Capabilities:
Assessing and supporting the development of “Application” and
“Knowledge” against 26 key Programme PMO Competencies.
5. The Benefits

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Regular Feedback Cadence Established
The Trust Equation is a well known “tool” used to predict high
much trust exists between two parties.
For our CEO-COO relationship to work, we wanted to make sure
that we maximised the trust in their relationship. Ensuring
greater levels of trust would not only ensure greater teamwork –
it would also give the Programme Manager the confidence to
delegate authority for the operational control of the Programme
to the PMO. Allowing the Programme Manager to focus more on
Stakeholder Engagement, Benefits Realisation and Business
Change.
We designed a Quarterly, 2-way feedback process, based on the
Trust Equation, to measure the effectiveness of the relationship
between the Programme Manager and their Programme PMO.
5. The Benefits

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Measuring Sponsor and
Stakeholder Feedback
After the implementation of
our new capabilities we held
an engagement session with
our leadership team to see
how they thought our CEO-
COO relationship had
improved Programme
Delivery.
The results, shown by the
“Before” and “After” diagram
on the right, were astounding.
6. The Results

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Ensuring Globally
Repeatable Delivery
Excellence
Using our Programme PMO
capability we were able to
design, build and implement
a consistent Project Delivery
Framework for Dyson.
This PMO Blueprint was
deployed globally and has
now been configured into a
PPM Tool.
6. The Results

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Driving Change Ownership
We trained over 600 Dyson
Colleagues globally, in locations
like: Singapore, Chicago,
Shanghai and the UK, on our
new PMO ways of working –
providing them with the
practical support and
knowledge to bring the PMO
Blueprint to life in their Regions,
Programmes and Projects.
6. The Results

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7. Our PMO Transformation
Journey at Dyson
Where We Started
Clustered
During
Transformation
Centralised
Post Transformation
Federated
Aims of the Federated PMO Model
• Create stability, drive efficiencyand scalability
• Evolve and standardise our core processes
• Foster easier interaction and collaboration
Our Transformation Journey
towards a Global Operating
Model.
We wanted our PMO capability
to be globally consistent, but
also capable of adapting to local
market requirements and
priorities.
To achieve this, we implemented
a Federated PMO Operating
Model in 32 local markets. This
Federated Operating Model
ensures the correct level of
consistency but doesn’t mandate
overly restrictive or “unhelpful”/
non value-adding governance.

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Ensuring we will always
align to Dyson’s priorities
going Forward.
To ensure our PMO
capabilities continue to
remain aligned to Dyson and
its priorities, we developed a
self-diagnosing and self-
improving continuous
improvement cycle.
We call this framework “5,127”
after the number of
prototypes it took to build the
first Dyson vacuum cleaner.
8. How we will Ensure Continuous
Improvement of our PMO
Every process and action has an efficiency value. From making a cup of tea
(e.g. optimum distance from kettle to tea cup) to running a £100 million
Programme.
Step 1:
“E”
Calculate the Efficiency
of a Process
The What The How
Using Pareto analytics we will identify the biggest root causes of process
inefficiency. These will then be hypothesis tested and socialised via
workshops to gather feedback and qualitative“at the coal face” feedback.
Step 2:
“P”
Pareto Analysis of the
most significant causes
For each of the prioritised Pareto inefficiencies, identified and tested during
Step 2, an action plan for resolution will be built. All actions must be MECE
(mutually exclusive and collectively exhaustive) to resolve the identified areas
for improvement.
Step 3:
“A”
Build Action Plan to
resolve identified
problems
The Action Plans to permanently resolve the identified inefficiencies will be
implemented using the Global IT PMO “Drive and Release” framework–
which combines Business Change management principles with
organisational psychology.
Step 4:
“D”
Drive & Release
Change Management of
Action Plan

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Thank you for your time
“Our greatest weakness lies in giving up. The most certain way to succeed is always to try just one more time”
Thomas Edison

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