PROGRAMME MANAGEMENT November 2014 1. Pragmatix Limited | Creative Insightful Leadership of Property...

PROGRAMME MANAGEMENT

November 2014

1

2Pragmatix Limited | Creative Insightful Leadership of Property Developments www.pragmatix.co.nz

What Will We Talk About Today?

Programme Management

Auckland Council’s workplace strategy/CBD delivery

A few things that really matter in large complex projects


Programme Management

across multiple linked projects as if they were one

Let’s look at a live example in the context of Local Authority amalgamation

Control

Plan

Organise

Lead


Auckland Council

Amalgamation

Establishment Q&D

Legacy issues:

o Organisation fragmented

o Some dept locations not ideal

o Some accommodation under par

o Behaviours & performance held

back


The Big Legacy Challenge

Fix this!


Auckland Council

Post-amalgamation

Push to improve performance

Resolve spaghetti: right configuration, right size, ideally

located & co-located, improved engagement, better behaviours & service to customers

CBD property options assessed in detail

Financial modelling, business case

Political support

CBD tower acquisition


Auckland Council CBD Consolidation

Graham Street - retain

135 Albert – fitout & renewals

Bledisloe– fitout & renewals

360 Queen – Terminate Lease

Town Hall - retain

Civic - Close

Pitt Street – Terminate Lease

Hereford – Terminate Lease


What will Auckland Council finish on 15 December 2014?

Spending $150m+ over 3 years on:

Buying a CBD tower

Developing workplace and ICT strategies

Refurbishing & fitting out 40,000sqm in two CBD buildings

Terminating leases on three CBD buildings, closing another

Upgrading a street

Optimising locations of 38 departments

Engaging with and relocating 3,000 employees


What will Auckland Council finish on 15 December 2014?

Managing departure of a CCO

6 babies, 3 grandchildren, 3 weddings, 2 civil unions, a Council election, countless people changes, department restructurings, new-hires, promotions, redundancies

Mostly in the 15 months between ASB leaving Albert Street and leases ending at Hereford and Queen

A programme taken on by Property for and involving the wider organisation, especially Transformation and People & Capability


Programme Management Case Study: Auckland Council CBD Consolidation

Workplace strategy

Project strategy

Project planning

Management & delivery

Communications & engagement

Culture

Lessons learned

Where are we now?


Workplace Strategy

Sort out the spaghetti

Realise the business case

Improve efficiency and performance

Engage & satisfy


Project Strategy

Time: once lost, never recovered. Deliver within book-ended timeframe with penalties for failure

Procurement

Ritual governance Formal Informal

Risk & mitigation

Open your eyes

Money

Biggest Risk


Project Strategy

Team, organisation


Project Strategy

SustainabilityLeverage the idealists

H&S

CultureAccountability, timeliness, openness, no-blame, solutions focussed, perform or be dropped


Project Planning

Start simple, build, maintain and sweat the detail


Project Planning

Estimate, validate

Importance of Plan B

Cope with change

3rd parties

Blind spots


Management & Delivery

Sponsor(s), wide constituency

Tight 5

Urgency, accountability

All about the money

Rocks

Fatigue, commitment, perseverance

The H&S monster

Vital ordeal of Steering Groups


Communication & Engagement

Now

Generosity

Crew

Keep the Faith

Broad Involvement


Culture

If you don’t understand it, no-one will

Collaboration & trust

Face and talk time, e-mail

Blame

Passion

Celebrate

Feedback

Fix it fast


Lessons Learned

Workplace strategy timeline

Extent of change, increased scope

Value of ICT strategy

Brand integration

AV


Lessons Learned

Refurbishment risk

Regional demand


Where are we now?

Will finish 15 December

All objectives in hand

Unified culture

H&S performance incredible

Staff value workplace


Where are we now?

Outperformance

Workplace mobility

Greenstar 5, NABERS

Experience Centre

Bledisloe House

+11,000sqm

Bledisloe Lane

Elected Representatives,

Mayor & ELT co-located

Takapuna subleased

Pragmatix Limited | Creative Insightful Leadership of Property Developments www.pragmatix.co.nz

Plan, know the

plan & work it until it’s finished

A few things that really matter

Fear

Delegate

Courage Leadershi

p

Rely on others to do their

jobs

Celebrate

Nettles

Flexibility to cope

with change

Work & sweat

the detail


Take Home Messages

PLOC

Ritual governance

Formal

Informal

Tight 5

Open your eyes

Engage sound people

Plan, Plan, Plan. Work the plan hard in all its detail

ALWAYS have a Plan B


The Team

SponsorsAuckland Council Property Department, City Transformation ProjectsProperty AcquisitionAuckland Council Properties LimitedWareham + Cameron & CoProgramme Management, Project ManagementPragmatixWorkplace StrategyWork Place LogicArchitecture & Interior DesignCreative Spaces

StructuresHolmes Consulting GroupBuilding ServicesNorman Disney & YoungInformation ServicesAuckland CouncilQuantity SurveyingDavis LangdonFaçade EngineeringMott MacDonaldConstructionFletcher InteriorsFurniture, RelocationsAuckland Council Corporate Accommodation

PROGRAMME MANAGEMENT November 2014 1. Pragmatix Limited | Creative Insightful Leadership of Property...

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