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BT is the largest British telecommunications provider, with 18 million customers and an annual revenue of £24.062 billion (2016). Its internal division, called ‘BT Design’, utilised the P3O® framework to create a centre of excellence during a period of significant operational change, as the company responded to the technological demands of the 21st century.
The development of a portfolio, programme, and project office as a singular entity, enabled BT Design to make strategic decisions based upon seniority of project management roles and upon statistical evidence provided by the P3O® analyst.
Given the multifaceted nature of the portfolio, BT Design was keen to create a repeatable and applicable project management standard that could be utilised across the division. Hence, the P3O® method was tailored to fit the organisation’s business objectives and corporate management set-up, whilst ensuring that the framework was simple, streamlined, and understandable by all regardless of project management experience.
BT Design faced a common operational change issue, regarding resistance and reluctance to altering activities, functions, and business norms that have been in operation for a lengthy period of time, and are still in effect during the transformation. However, the ability to link programmes and projects at a higher managerial and ‘big picture’ view, without being bureaucratic, was one of the key P3O® elements that attracted BT Design to the method.
Skipton Building Society is the UK’s fourth largest bank, with assets exceeding £14 billion. Skipton struggled, along with most British banks, to respond to the the financial crash of 2008. Hence, a portfolio office was created in order to prioritise 80 projects that were necessary and of ‘business value’ - ensuring that business decisions were made with a consideration for the ‘bigger picture’ and that projects followed a standardised method.
The biggest challenge for Skipton was ensuring that transformational change did not impinge upon or hinder ‘business as usual’ operations - which is why an overarching and, in effect, omniscient portfolio office aligned with the organisation’s objective. The organisation’s size - exceeding 1000 staff - meant that the delivery and execution of the standardised framework had to be simple, versatile, and easy to understand - which upon reflection they attained due to using tools that directly supported the governance process and pre-existing techniques.
Sector: Council and Government
The Tameside Council fully embraced the P3O® guidance to create a platform for transformational change that could conjoin principles, processes, and techniques in accordance with the organisation's change objectives. Tameside, despite being one of the initial P3O® pilots, discovered that the method could help them establish and utilise the best-practice portfolio management methods, whilst solidifying a structure of accountability.
The council experienced an elevated project portfolio management, in terms of operational capacity, productivity, resource management, and effectiveness, as a result of adhering to the P3O® guidance.