John Lewis is seeing a huge increase on on-line sales, and recognised the need to significantly increase the investment in developing its on-line platform. This led to an increase in the number of projects, work packages and teams involved in building the on-line presence.
There is a clear need to have visibility across the entire portfolio of work, but the absence of a Programme Office was making this almost impossible to achieve, especially in the fast-moving world of retail. It was putting an extra burden on project managers /scrum masters in terms of reporting to senior management.
How did we help?
John Lewis asked us to set up and run a PMO for the on-line team, initially to support the project managers in regular reporting. This quickly expanded into providing tools and guidance for forward planning as well as governance, including inter-working with other governance bodies and PMOs in the business.
In addition, because of our methods and frameworks expertise, we were asked to provide guidance to the development teams on : outcome-driven planning, pipeline management and release management.
Benefits to John Lewis
Through establishing a high-performing PMO, John Lewis now have :
- More predictable projects in terms of scope delivered, within budget, benefits delivered and to schedule
- Increased productivity of staff due to improved communication and access to processes and templates instead of creating deliverables from scratch
- Improved ability to scale-up resources as ‘on-boarding’ is faster