Setting up & manning a PMO at Obvion

The situation at the client

The task of the Octopus program is to implement a new model for calculating capital and provisions, and to adapt underlying processes and systems. The name Octopus has been chosen because of the different workflows within this program and the many relationships and dependencies with other projects and programs. Marieke Keij, Project Manager at Obvion says:"Within a program of this size you have to deal with many (external) developments. Think, for example, of new regulations of the European Central Bank. In addition, Rabobank remains our parent organisation. Octopus’ is an Obvion programme, but we report to various projects within Rabobank. Within Obvion there are also dependencies with other projects and initiatives.

Obvion felt the need to better structure the Octopus program and complement it with resources in the supporting area. Marieke came to the following conclusion together with the manager of Project Management at Obvion: “Due to the complexity and dynamic environment of the program we need better project support by setting up a structural Project Management Office. Good project support also contributes to our strategy.”

“Due to the complexity of the program, we needed a structural PMO. Good project support also contributes to our strategy”.

The solution from MOJEO

There was already a cooperation between MOJEO and Obvion in the field of project management. ”We could easily switch with MOJEO to see to what extent they could help us set up a project management office.” Marieke explains. ”We discussed with MOJEO what role the PMO building blocks could play in this. MOJEO provided a concrete working method with a clear planning on how this could be implemented within 3 months.”

”Subsequently, Hans Leenders of MOJEO started at Obvion as Project Manager for setting up a structure for support within the Octopus programme.” At the request of the Project Management Manager, Hans looked at all the PMO building blocks for the project management organisation as well. Recommendations were therefore not only applicable to the Octopus program, but also to other programs and projects of Obvion.

Marieke liked the approach of MOJEO. ”Hans held many interviews with project staff, managers and other stakeholders in the first 3 weeks. The inventory phase was completed quickly and consistently. Within 2 to 3 weeks MOJEO had formed an overall picture of the programme organisation. With this information Hans made a plan how – based on the building blocks – we can structure the programme better and set up the support more efficiently. It was also useful that Hans, as external Project Manager, was able to contribute his insights”.

”We discussed with MOJEO what role the PMO building blocks could play in this. MOJEO provided a concrete working method with a clear planning on how this could be implemented within 3 months.”

After the inventory phase, Hans presented a clear plan of approach to the steering committee of the programme. Subsequently, he set to work energetically on setting up the PMO building blocks within Octopus. "In this phase ”Hans presented the planning and progress once every 2 weeks to me, as Project Manager of Octopus, and to the Project Manager manager at Obvion.''Hans always had everything in order within these meetings and carefully monitored the progress of the project. The building blocks that would be implemented to give the project the necessary structure have been completed. "At a certain point we entered a transitional phase in which we as an organisation needed someone who could structurally implement the PMO in the operational field.”

Together with Obvion, Hans made an estimate of the required effort. ”Then a PMO from MOJEO started at Obvion to man the PMO on a structural basis. Hans trained this colleague and taught her all the in’s & out’s of the program.

This allowed her to make a flying start in her role. She now performs what Hans initially set up. In addition, she has also further developed a number of things, such as a resource planning tool. ‘’

The added MOJO

Marieke is very clear about the result and the added value of the MOJEO PMO. ”The PMO has a clear added value for the Octopus program. We have structured the project organisation better and made real steps in the execution of the project. Mojeo’s knowledge and support has helped us with this”.

Prior to the project Marieke had some concerns about the complexity of the content of the Octopus program. Because the employees of MOJEO had made enough preparations beforehand and started discussions with many Obvion colleagues, they were able to work independently at a good level at Obvion. ”During the project this was not a problem for a moment. The employees of MOJEO really did an excellent job. I am positively surprised about the speed with which MOJEO has developed the PMO. It has developed further than I had expected beforehand.”

In addition, the Project Manager of Obvion has also really experienced the concept of MOJO. ”The name MOJEO is derived from the word mojo and that mojo really comes across. I only meet enthusiastic people from MOJEO who know very well what they are doing and with a certain professionalism enter the projects. Your team is characterized by people who have an enormous drive and passion for the project management profession.”

”The PMO has a clear added value for the Octopus program. We have better structured the project organisation and really made steps in the implementation of the project. Mojeo’s knowledge and support has helped us with this.‘’

Discover the facts of a high-performing pmo

Discover all the facts about the added value that a PMO can bring to a (project) organisation in one clear infographic.