John Lewis

 Case Study: John Lewis

Client challenge

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
David Walton
About the author
David Walton

I am David Walton, Programme,Project and Portfolio Management specialist and director of Bestoutcome here in the UK. We make the PMO tools PM3, PM3time and PM3change, the only PMO tools designed by practitioners for practitioners.

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