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Tesco PMO HR Strategy v2

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Rachael Moore

on 18 September 2014

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Transcript of Tesco PMO HR Strategy v2

Human Resources Strategy

Getting to know us
We sit within the Information Technology Group, which is headquartered in Welwyn Garden City UK, with virtual teams of project professionals spanning the globe.

Our mandate is to
deliver a program of work to implement new systems or improve existing systems to help deliver the Tesco strategy

Information technology is integral to Tesco's business operations and with the need to deliver technological change ever faster and efficiently it is evident that we play a critical role in the success of company. You could say
we are an organizational strategy for delivering strategy!
By 2017 we want to be a
recognized leader
in project management amongst our clients and peers, with a reputation for
delivering successful outcomes
. We intend to achieve this through:
Project management
, reducing inefficiencies within the next three years
Focusing on critical success factors to continually improve our project
success rates
, aiming for 80% by 2017
Having the
right people
working on the right projects at the right time
Building a team that is the "best of the best" through a comprehensive
mentoring and development program
Motivating the team to be
about what we do
1. To have the right people working on the right projects at the right time
Creating a need to re-strategize and capitalize on our greatest asset
3. Team performance, improving project success rate
Human Resources

Recognition we have internal issues to address
All these challenges have led to...
and some high profile failures...
The world we live in today
4. Value our people, motivate our people
2. EQ, Mentoring and Development
Where do we want to go?
Our HR strategies, based on Tesco's core values
Supporting the individual's
journey of change
5. Weaving changes into cultural fabric
How will we know when we
have got there?
How we make it last, inbed changes into the organisation
Where to from here?
1. Endorsement of the PMO vision and the
four supporting human resources strategies
2. Approval to proceed with project costing
3. Presentation of the implementation plan
with detailed roll-out and time phasing
We place significant importance on our people to build our team so that we create more value. We will do this by:
1. Having the right people working on the right projects at
the right time
2. Focus on actively increasing the emotional intelligence of
our people, whilst supporting them with the best
mentoring and development
3. Promoting teamwork and adaptability to improve
performance and our project success rate
4. Giving and receiving recognition, so that we remain
motivated and passionate about results
Become a Level 5 PMO !
Whilst the majority of the proposed changes are positive some resistance is expected. To manage it the following change management activities will be undertaken:
Regular and frequent communication on vision, benefits, upcoming changes and progress
Workshops, surveys etc to enable staff to contribute and provide feedback
Comprehensive training program, including ability to take refresher courses
Use of champions for particular changes e.g., Lean and Agile
Introduction of "coffee" teams that meet on a regular basis to talk about impact of change
Our team will gain recognition as a Level 5 PMO with the PMI
Our overall project success rate will increase to 70% , with the average project timescale reducing by 3 months and cost by $150,000
Our stakeholders and project team members will report greater satisfaction with the way we run projects and deliver change
Our staff retention will have increased to 94% and absence rates reduced by 20%
Our staff will progress taking on projects of increasingly complexity and scale
Our reward and recognition system will resonate with staff, fit within the greater Tesco rewards system, and comply with the financial model
1. Introductions
2. The case for change
3. Human resources strategies
4. Implementation pathway
5. Supporting our people
6. Embedding the change
7. Critical success factors
8. Next steps
Part 1.
The Case for Change

Credit Crunch +
Increasing Competition
= Reduced Profits
Part 2.
Human Resources Strategies

Part 3.
Implementation Pathway

Focus on our permanent committed employees, rather than temporary contractors
Enhance our remuneration and career development packages
Develop a series of monthly building and networking activities
Introduce emotional intelligence testing to our recruitment process
Introduce a mentoring program and set-up a buddy system for all new staff
Introduce mandatory training and development plans for all staff
Improve our organizational knowledge by working on a wide variety of projects and arranging regular guest speakers from other business units to speak to the team on their functions and technology needs
Embrace Agile and Lean principles, tools and techniques by:
- Introducing Agile and Lean Six Sigma certification
- Incorporate Agile and Lean techniques into the
Tesco project management framework
Implement a social media tool, such as Yammer, to enable our team to share ideas, request help and provide assistance and socialise
Introduce a reward and recognition program that is developed by the team for the team
Part 4.
Supporting our People

Part 6.
Critical Success

Part 7.
Next Steps

Part 5.
Embedding the Change

The Contextual Drivers
Full transcript