Situation:

The Production department for a major energy provider on the East coast of Australia had needed to significantly improve the cycle time of delivered projects. Many projects would limp towards and then stumble through project stage gates, with few being successfully executed and even fewer successfully executed with high quality outcomes. The existing Project Management Office (PMO) was proving to be ineffective and project management accountability was fractured across multiple reporting lines and numerous budget owners, further compounding the issue. The company was losing a competitive advantage as key technology projects faltered for progress and Senior Management were exasperated as to who they could hold accountable for project delivery.

Task:

Deploy an Agile project delivery framework across the department of 60+ headcount and build in interfaces with the existing PMO structure to allow for priority projects to be high graded through Agile, whilst still allowing many smaller projects to continue to be delivered with less change impact. Additionally, work with HR to identify a new fit for purpose organisational structure that is optimised to meet the needs of the Agile philosophy, with downsizing options also explored and exploited if available.