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Enhancing PMO Maturity & Project Management Capability

Guy’s and St Thomas’ NHS Foundation Trust (GSTT) faced a critical setback when its PMO was dismantled during a restructure, leaving a vacuum in governance and delivery oversight. The new Central PMO focused on administering a PPM tool but lacked the strategic functions to support the project management community. As a result, GSTT’s organisational maturity declined significantly (scoring 3/10), project delivery faltered, and risks escalated. 

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Executive Summary

Veracity partnered with GSTT to deliver a phased, capability-building solution to rebuild the PMO. Through a discovery-led approach, we identified key skill gaps and delivered targeted coaching, training, and process standardisation. The strategy prioritised quality control, improved reporting, and empowered Programme Managers with actionable insights. 

The transformation enabled project management competency to surge and delivery timelines to stabilise. GSTT’s organisational maturity improved significantly, enabling consistent, high-quality outcomes. With a full knowledge transfer completed, Veracity exited promptly, leaving the Trust equipped to sustain its PMO independently. 

The Challenge

After a major restructure, GSTT dismantled its PMO, which had provided governance, delivery oversight, and quality assurance for programmes. It was replaced by a Central PMO with a limited role focused on managing project artefacts and administering a new PPM tool, lacking the strategic functions and capability to guide or support the project management community.

This shift triggered a cascade of delivery challenges: 

  • Capability Concerns: Project Managers were left without structured training, guidance, or essential support functions. 
  • Operational Blind Spots: Programme Managers struggled to make informed decisions due to unreliable project status data and inconsistent reporting. 
  • Low Maturity & High Risk: Organisational maturity dropped to 3/10. Basic project management practices were frequently missed, leading to missed deadlines and cost overruns. 
  • Fragmented Documentation: Project repositories were poorly maintained, threatening continuity amid high resource turnover. 
  • Disconnected Delivery: The Service Introduction team was excluded from early project phases, compromising quality outcomes. 

GSTT’s delivery environment had become fragmented and reactive, placing strategic outcomes at risk. 


Our Solution

To restore delivery confidence, Veracity deployed a four-phase solution focused on strengthening governance, uplifting skills, and embedding sustainable practices. 

Phase 1: Discovery (1 Month) 

  • Interviewed key stakeholders to assess maturity, delivery quality, and skill gaps. 
  • Mapped existing processes and identified breakdowns in governance, reporting and documentation. 
  • Evaluated the Central PMO’s effectiveness and alignment with strategic needs.

Phase 2: Remediation & Design (2 Weeks) 

  • Developed a standardised Project Delivery Lifecycle (PDLC) framework. 
  • Structured Teams sites to align with PDLC phases for consistent documentation. 
  • Defined mandatory and optional artefacts for each delivery stage.

Phase 3: Execution (4 Months) 

  • Delivered coaching and blended training to Project Managers on planning, risk, and reporting. 
  • Established weekly Project Review Boards (PRBs) to improve visibility and accountability. 
  • Partnered with the Transition team to embed Service Acceptance Criteria early in delivery.

Phase 4: Strategic Uplift (3 Months) 

  • Used enhanced reporting to support portfolio-level decision-making. 
  • Assessed delivery capacity and skill quality to inform future resourcing. 
  • Introduced governance boards to approve project progression and enforce quality standards. 
  • Veracity advised GSTT to defer the PPM tool implementation, prioritising foundational improvements to ensure any tool could be utilised effectively long-term.

Key Success Factors and Value Delivered

The transformation of GSTT’s PMO was driven by a combination of strategic enablers and tangible outcomes: 

  • Leadership and Governance: Strong leadership with a clear vision ensured alignment with strategic goals. 
  • Comprehensive Training and Coaching: Targeted development uplifted project management competencies in planning, risk management, and reporting. 
  • Structured PMO Framework: A robust PDLC and governance model provided consistency and quality assurance. 
  • Effective Communication and Collaboration: Transparent engagement fostered trust and improved coordination. 
  • Data-Driven Decision-Making: Enhanced reporting enabled Programme Managers to make informed decisions.

These success factors translated into measurable value: 

  • Re-established governance and delivery oversight. 
  • Increased organisational maturity and autonomous delivery capability. 
  • Reduced skill gaps and improved adherence to project standards. 
  • Achieved cost and time efficiencies while safeguarding patient outcomes. 
  • Empowered Programme Managers with actionable insights. 
  • Secured stakeholder support and embedded a culture of continuous improvement.

Director of Portfolio Delivery , Guy's and St Thomas' NHS Foundation Trust

“Upskilling the team through coaching enabled the project teams to identify areas where they could reinstate lost ways of working and good practise. The approach was sensitive and flexible and was able to facilitate  different skill and maturity levels. 

This not only improved the morale with the team building up confidence but also improved the delivery of projects as a whole as learning was put into practise” 

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