NEXT GENERATION PMOs

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1 NEXT GENERATION PMOs Enabling profitable growth in Asia

2 Despite slowing economies in a number of markets, expansion in Asia remains the number one priority for a significant number of multi-national companies. These organisations are actively trying to enter multiple locations, often against very aggressive timelines, as they seek to capture a rapidly expanding middle-class demographic before their competitors. However, the key challenge is not just about getting set up, but around delivering the right product, in the right location, quickly and cost effectively. With margins under greater scrutiny than before, success will not be defined by traditional parameters of time, cost and quality alone, but through the creation of a infrastructure and associated capability, that provides sustainable competitive advantage to the business. 2

3 The Next Generation Programme Management Office In the past many organisations have found that trying to deliver a multi-site or multicountry expansion programme as a series of individual projects has resulted in higher costs, project overruns, resource constraints, and significant variances in the quality and consistency of the final product in each location. To address this challenge, many firms have appointed advisors to establish a Programme Management Office (PMO) to oversee the development of their portfolio in a more controlled and cost-efficient manner. This approach remains valid however evidence within the market indicates that most PMOs are failing to deliver on their strategic intent. The capability of a PMO must evolve if it is to deliver real value to companies seeking further growth in Asia. 3

4 What is a PMO and how should it be structured? A PMO comprises of a core team that defines the vision, direction, governance and performance management of a programme, and then works with to steer them through the complexity of project in each individual market. Fig 1. Sample structure of a typical Programme Management Office in Asia Programme Steering Group Regional or Global Business / Board Local Business Units / End Users PMO Leader Multidisciplinary Regional PMO Local contractors & suppliers 4

5 How are best-in-class Programme Management Offices evolving? The next generation PMO will continue to provide core services however it should also serve as a genuine business partner rather than just a vehicle. Today, best-in-class PMOs are operating across a much wider spectrum and engaging with a larger number of stakeholders than ever before. As a result, they are able to provide advice on business related issues that extend beyond just real estate. To deliver this level of service, PMO require a broader range of skills including project finance expertise, governance, risk management, knowledge of the supply chain, and access to a wealth of benchmark data. The PMO team must also have the ability to see macro trends and market changes, helping organisations to define their plans to respond to these and realise future business benefits. At Arcadis we see the next generation PMO delivering better value by integrating capability in these key areas: Fig 2. Areas of enhanced capability in the next generation PMO Stakeholder Management Benefits Management Financial Planning/ P&L Modelling Supply Chain Management NEXT GENERATION PMO Design Standards MI & Real Time Reporting Benchmarking & Value Engineering Project Controls & Risk Management Whole Life Costing & Sustainability 5

6 VALUE ADDED OUTCOMES: If the next generation PMO is fully integrated and acting as a business partner within a client s organisation, it will deliver the following value added outcomes: 1 Stronger integration between finance and real estate The influence PMOs can have within an organisation allows them to balance the need to secure short-term fiscal improvements and drive long-term shareholder value. With an understanding of both finance and real estate, next generation PMOs will be better placed to optimise revenue generation by managing capital and operating costs. 2 Greater visibility on how decisions impact the bottom line Built around clear, consistent processes and a more streamlined management reporting approach, the PMO can provide the real estate and corporate finance with data on all of the variables that ultimately influence financial performance. If interpreted correctly, this information can enable them to better understand how decisions will impact their P&L. This will allow them to make more informed choices about the size, scope, specification, sequence and timing of projects and their associated capital allocation. 3 Increased speed to market Having a common approach can optimise the efficiency of project, enabling businesses to trade earlier and increase sales revenues. Next generation PMOs will create a more industrialised method of project. This extends beyond just standard processes and documentation; it comprises a fully integrated end-to-end process with greater levels of pre-fabrication and proven pre-assembled supply chains aligned to common objectives. 6

7 4 Greater consistency and predictability By standardising the programme approach, a PMO can reduce risk and provide greater certainty around the final product. In emerging markets in Asia where the understanding of health and safety, global standards and sustainability may be less mature, having established processes in place not only drives a more efficient solution, but also helps to reduce potential reputational risks facing organisations. 5 Better supply chain management Organisations who can leverage their knowledge and long standing relationships with the supply chain will be better placed to extract the best performance and value for money from multi-project roll outs. 6 Reduced operating costs Next generation PMO s will, through capital projects, influence the design and selection of materials, components and equipment to drive down operating costs. This will include maintenance and energy costs, all of which will ultimately result in better operating margins. 7 Cost effective fees PMO s are starting to outsource various back office activities to lower cost centres resulting in improved cost efficiency and the potential for round the clock working. 7

8 A track record of OPERATING successful PMOs in Asia: 1. Global Financial Institution: In a volatile global economy, leading financial institutions are looking for effective solutions to help transform their business operations and drive cost savings, deliver performance improvements and reduce risks. Our client was looking for a new approach to transform their fragmented capital projects model into a lean and efficient solution, that could drive greater competitive advantage from their real estate portfolio. Arcadis was appointed on a five-year contract to establish a Global Programme Management Office and to manage the regional of their CapEx Programmes. The remit of the PMO is to provide strategic direction, consistent policies, and ultimately greater control over the of capital projects within the client s global property portfolio. In Asia our regional hub in Hong Kong is creating and implementing Standard Operating Procedures and establishing an environment for more robust performance management and continuous improvement. Our in region manage the supply chain working on client projects including other consultants and contractors. The scope of our role covers 70+ countries globally, including 13 in Asia. Key outcomes include: Developed transparent rate card for client that provides greater visibility of their projects. Standardised, real time and rolled up project reporting across the region to facilitate timely decision making. Centralised and dynamic capital planning process enabling optimised deployment of capital resulting in improved return on investment. 2. Leading Sports Retailer: Over the past decade, rapid economic growth in markets across Asia has created a larger middle-class demographic. This has led a number of global retailers to expand their store networks within the region. One of the world s leading sport companies set a vision to transform from a distributor of sports equipment and apparel into a true retailer. To achieve this they set a goal of increasing their presence in Asia by opening thousands of stores in multiple locations in a short period. Over the last 12 years Arcadis has supported the client in helping to deliver their store roll-out programme. We created a regional PMO which provided an end-toend solution from store planning, design, sourcing of fixtures and components, procurement, off-site fabrication, through to construction commissioning and handover of a fully-fitted store. Our established processes helped to deliver an efficient roll out, driving cost and time savings and maintaining consistent brand standards in every location. Key outcomes: Successfully delivered 18,000 stores comprising 12 different concepts for three of the major brands 55% reduction in overall costs compared with European baseline figures provided at the outset of the programme 30% reduction in the time to deliver projects (from initial planning to store opening) Exceptionally high quality finish with 99.6% of interior fixtures and components without defects 8

9 3. Luxury Car Manufacturer Urbanisation and the emergence of a rapidly growing middleclass population has created an increasing demand for new cars across Asia. The world s top selling luxury car manufacturer approached Arcadis for help in expanding its production and sales within the region to respond to this opportunity. Over the last three years we have helped the client to roll out a number of projects including factories, assembly plants and distribution centres in several different locations across the region. We have delivered a range of services including project management, design management, cost management, construction management and permitting. To ensure a greater degree of consistency, we set up and now manage dedicated PMOs in Shanghai and Malaysia. Our PMO s provide the client with a single point of contact and a greater level of governance and certainty of outcome. They do this by implementing global standard operating procedures, developed with the client, and modified to suit industry practices. Project performance against pre-agreed targets is monitored and reported on a regular basis together with the corrective actions required to keep the projects on track. Key outcomes: Streamlined and integrated reporting of project performance with single point interface to client in Germany Achieved two million working hours without health & safety incidents in China Completed a new 800,000ft 2 distribution centre in Korea 3 months ahead of schedule Our PMO s provide the client with a single point of contact and a greater level of governance and certainty of outcome 9

10 Delivering Long-term value & better outcomes The cost of designing and operating a best-in-class PMO is not a quick win but it can be easily recovered. We typically find that setting up a PMO may cost between 1-2% of the total capital spend, however it will typically deliver a 10-15% reduction in capital costs over the duration of the programme, as well as on-going reductions in operating costs. Increased speed to market, improved consistency, and a better end product all add up to provide an excellent return on that investment. Those organisations who partner with firms that have the necessary geographic coverage, a best in class model, and appropriately skilled resources, will enjoy a significant competitive advantage over the next decade as they seek to secure greater market share in Asia and improve profitability. 10

11 Shenyang Beijing Tianjin Dalian Qingdao Seoul Delhi Chengdu Xi an Nanjing Suzhou Shanghai Wuhan Hangzhou Chongqing Changsha Mumbai Pune Kolkata Guangzhou Dongguan Foshan Shenzhen Macau Hong Kong Hengqin Hanoi Haikou Taipei Hyderabad Manila Chennai Bangalore Bangkok Ho Chi Minh City Cebu Bandar Seri Bagawan Penang Kuala Belait Kuala Lumpur Petaling Jaya Johor Sarawak Singapore Sabah Jakarta Bali About Arcadis Arcadis is the leading global Design & Consultancy firm for natural and built assets. Applying our deep market sector insights and collective design, consultancy, engineering, project and cost management services, we work in partnership with our clients to deliver exceptional and sustainable outcomes throughout the lifecycle of their natural and built assets. We are 27,000 people active in over 70 countries that generate 3.4 billion in revenues. Within Asia we can call upon the skills and experience of over 5000 colleagues based in almost 50 offices across the region. Over the last decade our dedicated team of PMO experts have helped clients in Asia, across a broad range of markets sectors, to drive improved business outcomes through technical knowledge, insight and international expertise. Over 80 years of knowledge Unrivalled cost benchmark data Established supply chains Integrated, end to end capability Regional Centres of Excellence in Manila & Bangalore 11

12 Contact us If you would like to discuss any of the points raised in this paper in further detail then please get in touch: Andrew Macpherson Head of Project & Programme Management, Asia M E andrew.macpherson@arcadis.com Jack Xu Project & Programme Management, China M E jack.xu@arcadis.com Matt Fletcher Global Head of Retail M E matt.fletcher@arcadis.com Frank Kwok Head of Financial Institutions, Asia M E frank.kwok@arcadis.com Yin Lee Project & Programme Management, China East M E yin.lee@arcadis.com Peter Hurst Head of Retail, Asia M E peter.hurst@arcadis.com Teoh Wooi Sin Head of Project & Programme Management, Singapore M E teoh.wooisin@arcadis.com William Quek Head of Project & Programme Management, Thailand M E william.quek@arcadis.com Ben McGeachie Project & Programme Management, Singapore M E ben.mcgeachie@arcadis.com Biju AK Head of Project & Programme Management, India M E biju.ak@arcadis.com Arcadis Arcadis_Asia

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