PROGRAMME MANAGEMENT

1. PROGRAMME MANAGEMENT November 2014

2. 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

3. 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 Plan Lead Organise Control

4. Auckland Council Amalgamation • Establishment Q&D • Legacy issues: • Organisation fragmented • Some dept locations not ideal • Some accommodation under par • Behaviours & performance held back

5. The Big Legacy Challenge • Fix this!

6. 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

7. Auckland Council CBD Consolidation Graham Street - retain 135 Albert – fitout & renewals Bledisloe– fitout & renewals 360 Queen – Terminate Lease Civic - Close Town Hall - retain Pitt Street – Terminate Lease Hereford – Terminate Lease

8. 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

9. What will Auckland Council finish on 15 December 2014? • Managing departure of a CCO • 6 babies, 3 grandchildren, 3weddings, 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

10. Programme Management Case Study: Auckland Council CBD Consolidation • Workplace strategy • Project strategy • Project planning • Management & delivery • Communications & engagement • Culture • Lessons learned • Whereare we now?

11. Workplace Strategy • Sort out the spaghetti • Realise the business case • Improve efficiency and performance • Engage & satisfy

12. 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

13. Project Strategy • Team, organisation

14. Project Strategy • Sustainability Leverage the idealists • H&S • Culture Accountability, timeliness, openness, no-blame, solutions focussed, perform or be dropped

15. Project Planning • Start simple, build, maintain and sweat the detail

16. Project Planning • Estimate, validate • Importance of Plan B • Cope with change • 3rd parties • Blind spots

17. 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

18. Communication & Engagement Now Keep the Faith Broad Involvement Generosity Crew

19. 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

20. Lessons Learned • Workplace strategy timeline • Extent of change, increased scope • Value of ICT strategy • Brand integration • AV

21. Lessons Learned • Refurbishment risk • Regional demand

22. Where are we now? Will finish 15 December All objectives in hand H&S performance incredible Unified culture Staff value workplace

23. 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

24. A few things that really matter Fear Courage Leadership Nettles Work & sweat the detail Flexibility to cope with change Plan, know the plan & work it until it’s finished Delegate Rely on others to do their jobs Celebrate

25. 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

26. The Team • Structures • Holmes Consulting Group • Building Services • Norman Disney & Young • Information Services • Auckland Council • Quantity Surveying • Davis Langdon • Façade Engineering • Mott MacDonald • Construction • Fletcher Interiors • Furniture, Relocations • Auckland Council Corporate Accommodation • Sponsors • Auckland Council Property Department, City Transformation Projects • Property Acquisition • Auckland Council Properties Limited • Wareham + Cameron & Co • Programme Management, Project Management • Pragmatix • Workplace Strategy • Work Place Logic • Architecture & Interior Design • Creative Spaces