Outcomes
- £465m private/public partnership sustained through a transformed PMO
- 33% increase in PMO High Performing Team attributes
- 34 business-critical initiatives executed and embedded
- 100+ workflows redesigned, aligned across 50+ senior stakeholder requirements
- Renewed investor and stakeholder confidence restored through transparent governance and communication
Background
The PMO had inherited outdated, disjointed workflows from a parent company that were not fit for purpose at nuclear programme scale. Governance structures were unclear, decision-making roles were poorly defined, and escalation paths were absent. Integration across cost, design, schedule, and risk management was failing. Stakeholder trust — critical for a privately/publicly funded programme of this complexity — had been significantly damaged, putting the entire programme at risk.
Curzon Approach
Curzon delivered a four-workstream transformation: Process Redesign — 100+ workflows were redesigned and implemented, unified across 50+ senior stakeholder requirements. Governance Framework — Robust decision-making structures, accountability mechanisms, and escalation pathways were implemented, improving cross-functional integration across cost, programme, and risk. Capability Uplift — High-Performing Teams (HPT) methodology and strengths-centric coaching were deployed to build PMO team capability, with 1-1 coaching accelerating individual development. Digital Strategy — A bespoke PMO intranet platform and digital suite were designed, built, and embedded, alongside a defined future-state digital strategy. A strategic transformation plan covering 74 initiatives across critical capability areas was created and delivered.
