This presentation was given by Stuart Collins of the BBC to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.

1. Strategic Governance of P3M
A corporate PMO perspective
Stuart Collins
Head of Project Portfolio
October 2015

2. 1
What is governance of project management
• Why governance matters
• Overview of the BBC PMO
• Lessons we’ve learnt along the
way
• Future considerations
Governance of Project Management,
the framework in which:
• Direction is set
• Responsibility is assigned
• Decisions are made
• Relationships are managed
• Performance is understood
• Problems are solved
• Checks & balances operate

3. 2
In order to…
• Strategic alignment - keep eyes on the
prize
• Support accountability
• Open and honest appraisal
• Confidence in outcomes
• Mitigating risk of failure &
• Create conditions for success
• Supports capability development
• Get it right…
Ensures value for money for audiences
• Getting it wrong…
Waste, reputation, trust
Drives lessons and scrutiny
40p
/day
97%
UK
Reach
300m
Global
20hr
/week

4. 3
HOT MICROWAVES!
TROUBLE COOKING
AT THE BBC
BBC spends
£6million in six
months on
Broadcasting
HouseBBC bans staff
kickabouts at its
new HQ
BBC staff battle with
revolving doors at
new £1 billion HQ
BBC hawk
kills
pigeon as
staff look
on

5. 4
DMI, a hard lesson

6. 5
New Broadcasting House Sale and Redevelopment of TV Centre
Development of mediacity Salford &
migration of Sport, Childrens, Radio 5
Digital Switchover help schem
L2012 Olympics
On-line
Successful BBC Projects
Sponsorship &
Governance
Portfolio
Management
Assurance &
Set-up for
Success
Lifecycle &
Common
Approach

7. 6
A project community, training courses and
careers portal
Delivery support and assurance for critical
projects, including healthchecks
An introduction to the PMO
A Portfolio of pan-BBC critical projects
A standard approach - with guidance
and tools
• Formed 2010
• 10 Staff
• Right project
• Right way
• Right people
• Objectives change 2013

8. 7
Critical Projects Portfolio
APM GoV SIG
Directing
Change

9. 8
Critical Projects Portfolio
Value
consideration
Risk /
Complexity
APM GoV SIG
Directing
Change
• Critical Project Portfolio (CPP) comprises
projects assessed as carrying high
strategic value combined with a high
level of complexity or delivery risk
(PAC 2014)
• Outcome confidence assessment,
performance monitoring and executive
reporting
• Impartial assurance and critical friend
support
• Building skills and capability, supporting
SPOA’s
• Mitigate the risk of failure

10. 9
HR TransformationBBC Studios

11. 10
Accountability
• Project Sponsor – the single most important
factor?
• Accountable for the business case and outcomes
• Right experience and commitment
• Single point of accountability (SPOA)
• With clear supporting structures and
accountabilities
• Fit for purpose and including the right people
• Facilitating decisions

12. 11
Approvals and delivery frameworks
GatedLifecycleProjectGovernanceCorporateGovernance · Requirements, deliverables
and benefits are defined
· Outline Investment Proposal
(OIP) focusing on affordability
and deliverability developed
and approved in accordance
with Investment Case
Guidelines
· Peer review of OIP with BBC
PMO for Critical Projects
· Final Investment
Proposal (FIP) developed
and approved in
accordance with
Investment Case
Guidelines
· Resources allocated
· Peer review of FIP with
BBC PMO for Critical
Projects
· Formal acceptance
into the business
· Benefits and residual
changes are managed
and tracked
Final
Investment
Approval
Outline
Investment
Approval
· Business articulates rationale for
project and strategic alignment
· Project Sponsor identified as
accountable for outcomes (Single
Point of Accountability)
· Divisional budget planning
communicated to BBC PMO
· Project pipeline and forecast dates
communicated to Corporate
Finance and BBC PMO
· Strategic Investment Proposal
(SIP) developed and approved in
accordance with Investment Case
Guidelines
· BBC PMO supports
management of all Critical
Portfolio projects and other
complex projects according
to the “BBC Way”
· Project Brief developed
· High level costs and
benefits identified
· Outline Project
Management Plan (PMP)
developed
· Integrated Assurance and
Approval Plan (IAAP)
developed and owned by
Sponsor
· Project Governance
established with gated
approvals agreed as part
of IAAP
· Project Plans including
full Project Management
Plan (PMP) developed
· Deliverability
Confidence Assessment
(BBC PMO)
· Agreed deliverables produced
· Business accepts project
outputs
· BBC PMO assures delivery of
Critical Projects
· Formal handover into the Business
· Benefits plan allocated to a
Business owner
· Project closed down
· Plan for future PIR
Strategic
Investment
Approval
Transition
Assurance
APPROVAL GATE
· Entry / exit criteria
· Affordability and
deliverability
assessment
Additional project
gates as per IAAP
Acceptance
Assurance points and Approval gates defined in the Integrated Assurance and Approvals Plan (IAAP)

13. 12
• Honest forward look, supporting project
• Delivery confidence – avoiding bias
• Assurance integrated with plans,
agreed at inception
• Three levels
• Set up for success review
Supported by impartial assurance
notes

14. 13
Honest appraisal, right response
12 month trend
Pj A Pj B Pj
C
GREEN:
Success appears highly likely and
there are no major outstanding
issues at this stage that appear to
significantly threaten delivery.
GREEN/AMBER:
Successful delivery appears
probable. Constant attention will be
needed to ensure risks do not
materialise into major issues
threatening delivery.
AMBER:
Successful delivery appears
feasible but significant issues
already exist requiring
management attention These
appear resolvable if addressed
promptly.
RED/AMBER:
Successful delivery is in doubt with
major risks or issues apparent in
an number of key areas. Urgent
action is needed to address these
issues.
RED:
Successful delivery outcomes* appear
to be unachievable. There are major
issues which at this stage do not
appear to be manageable or
resolvable. Re-baselining and/or
overall viability to be re-assessed.
*…

15. 14
A word on capability
• You can’t govern, assure in or hope for success
• Capable Sponsors
• Competence in delivery
• Right approaches
• Right support
• Promote job family
• Lessons Learnt
• Training & Masterclasses
• Community
• Outside thinking

16. 15BBC PM Forum: Practitioners top 10 lessons
Evolving the body of governance

17. 16
Charter & the future BBC
http://www.live.bbc.co.uk/corporate2/insi
dethebbc/whatwedo/bbc-for-all-of-us
https://www.gov.uk/government/consultations/bbc-
charter-review-public-consultation

18. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events