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Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Project Governance
Ian Williams Head of Project Management - Maritime Services
1
15th October 2012
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• Introduction
• Terminology and definitions
• Project governance principles
• BAE Systems Operational Framework
• Lifecycle Management
• Responsible Behaviour
• Application in Maritime projects
Topics
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• Governance has become a more widely used term in recent years to the
point that common usage now implies a strong personal responsibility as
well as the role of authority. Clear terminology is important for those
seeking to understand the project governance responsibilities that apply
to their role.
• This briefing will help project managers and others involved in project
delivery, understand what comprises good project governance as they go
about the task of delivering increasingly complex projects.
Introduction
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• Law n. a system of rules and guidelines which are enforced through
social institutions to govern behaviour. Laws are made by Governments.
• Governance n. the act of governing
• In Business, governance relates to consistent management, cohesive policies,
guidance, processes and decision rights for a given area of responsibility
• Project Governance is the management framework within which project
decisions are made
• Mandate n. Authoritive command
• Compliance n. Acting in accordance with a request or command
Terminology
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
‘Governance refers to the set of policies, regulations, functions, processes,
procedures and responsibilities that define establishment, management and
control of projects, programmes and portfolios.’
APM Body of Knowledge 6th Edition
Definition
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Three Pillars of Project Governance
6
People
Structure
Information
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• This refers to the governance committee structure. As well as there being
a board or project steering committee, the broader governance
environment may include various stakeholder groups and perhaps user
groups.
• Additionally, there may be some form of portfolio decision making group.
The decision rights of all these committees and how they relate must be
laid down in policy and procedural documentation. In this way, the
project’s governance can be integrated within the wider governance
arena.
• All of the above must take into account the project management
capability that exists in the organisation.
Project Governance Structure
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• A key role is that of a project sponsor
• The project sponsor; has three main areas of responsibility which are to
the board, the project manager and the project stakeholders.
• For the board, the sponsor provides leadership on culture and values,
owns the business case, keeps the project aligned with the organisation's
strategy and portfolio direction, governs project risk, works with other
sponsors, focuses on realisation of benefits, recommends opportunities to
optimise cost/benefits, ensures continuity of sponsorship, provides
assurance and provides feedback and lessons learnt.
Project Governance People
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• For the project manager, the sponsor provides timely decisions, clarifies
decision making framework, clarifies business priorities and strategy,
communicates business issues, provides resources, engenders trust,
manages relationships, supports the project manager's role and promotes
ethical working.
• For stakeholders, the project sponsor engages stakeholders, governs
stakeholder communications, directs client relationship, directs
governance of users, directs governance of suppliers and arbitrates
between stakeholders
Project Governance People
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
• This concerns the information that informs decision makers and consists
of regular reports on the project, issues and risks that have been
escalated by the Project Manager and certain key documents that
describe the project, foremost of which is the business case.
Project Governance Information
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
What does project governance mean to …
• Chief Executive
• Alignment with key business objectives
• Controls are in place
• Peace of mind
• Project Sponsor
• Management of the Business Case
• Alignment of key stakeholders
• Represent the project
• Clear direction and decision making
• Learning from experience
• Project Manager
• Clear framework of responsibility, accountability, delegated authority
• Management of issues, change, risks and opportunities
• Reporting, review, audit, (more!) work
11
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
What does project governance mean to …
• Stakeholders
• Communication of status
• Open and honest reporting
• Timely and reliable project forecasts
• Customer
• Peace of mind?
• Delivery on time?
“In high performing organisations, the timeline is driven by the customer’s
procurement programme and timescales, not the business’ internal process”
12
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
1. Ensure a single point of accountability for the success of the project
2. Project ownership independent of Asset ownership, Service ownership
or other stakeholder group
3. Ensure separation of stakeholder management and project decision
making activities
4. Ensure separation of project governance and organisational governance
structures
,
Project Governance Principles
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
1. A compelling business case
2. Mechanism to assess compliance
3. All stakeholders identified
4. A defined method of communication
5. Agreed business level requirements
6. Agreed specification
7. Appointment of a project manager
8. Clear roles and responsibilities assigned
9. Up to date project plan
10. Systems in place to report progress
11. Process for management and resolution of issues
12. Process for recording and communicating risks
,
Elements of good project governance
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Sponsor
• Do not confuse governance with measurement
• Don’t ask for a report just because you can!
Project
• Beware implied mandates, e.g. shall, must, will, should, etc.
• Challenge the ‘norm’ you may find it’s not mandated;
All
• Clear and consistent terminology
• Rules will be bent/broken so minimise number of rules, but make the
penalty fit the non-compliance
• Open and honest approach
• Good Project Governance helps ensure that we do the right things and
meet time, cost and quality commitments
Making it work
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
APM Governance of Project Management Specific Interest Group
Sponsoring Change: A guide to governance of project sponsorship
Directing Change: A guide to governance of project management
Further Reading
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE Systems
BAE Systems is a global defence and security company with
approximately 100,000 employees worldwide. The Company delivers
a full range of products and services for air, land and naval forces, as
well as advanced electronics, security, information technology
solutions and support services.
• Customers in more than 100 countries
• 2010 sales of £22.4 billion
• Majority of revenue is achieved through delivering projects
• Project governance is directly linked to the Operational Framework
17
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 18
Operational Framework
• Outlines our values, policies and processes
• Provides clarity on top-level roles, responsibilities and delegated authorities
• Sets out how we will meet our Group Strategic Objective
• Mandates policies, processes & charters to be used across the Company
• BAE Systems plc Board approved
• Applicable to all employees
“It provides a stable foundation from which to deliver our strategy, improve our
Company Performance and develop our culture of Total Performance”
“The Operational Framework sets out the way we do business across our Company”
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 1
9
What is in the Operational Framework ?
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Corporate Business Management System Model
…four interlinking elements that together comprise BAE Systems’ system of internal controls
Chief Executive – Introduction to the Operational Framework
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Five Core Business Processes
Lifecycle Management
Mergers, Acquisitions
and Disposals
Total Performance Leadership
Performance Management
Integrated Business Plan
Report &
Reviews
(Core Business
Processes)
…five core business processes mandated by the Operational Framework
….key elements of BAE Systems’ Business Management System
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE SYSTEMS PROPRIETARY
Project Performance Management through LCM
• LCM is the process for Performance
Management of our Projects
• LCM establishes the framework for
effective planning and review of
Projects
• The LCM Framework is the link
between the Operational Framework
and the embodiment of LCM in the
Business Management Systems
LCM Framework defines the What, Who, When and Why – BMS defines How
Business
Management
System
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Request for Bid Approval
Bid Status Review
Contract Review
Technical Bid Review
Design Review
Phase Review
Lifecycle Management Framework
…a series of 6 reviews define by the
Review and Overarching Mandates in
the Lifecycle Management Framework
… Two types of Gate Reviews
… Two types of Regular Reviews
… Two types of Approval Reviews
…the Lines of Business specify how
they are to be achieved by tailoring at:
…business level
…project level
“a structured approach
to managing the company's commitments
for all types of projects throughout
their lifecycles”
…guidance (not mandates) provided in
the LCM asset library of Guides and
Handbooks, best practice sharing
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE SYSTEMS PROPRIETARY
LCM Framework – Fundamentals
• Clear Purpose
• Clear and concise set of mandates
• 47 mandates define all that has to be
done
• LCM Threshold
• Set of Appropriate and effective
Regular and Gate Reviews
• Emphasis as much on Business
Winning as Contract Execution
• Tailoring is fundamental
• Roles and responsibilities clearly and
concisely summarised
• Terms specific to LCM defined
The LCM Framework is Simple and Clear
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE SYSTEMS PROPRIETARY
LCM Mandate Summary
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Winning Business
Support M
obili
se
Dis
pose
Design & Build
2B 3A 4 5 6 8 3B 1A 1B 0 7 2C 2A
Phase Reviews
Generic Lifecycle
Design Reviews Bid
Ap
pro
va
l Regular Bid Status Reviews Regular Contract Reviews
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE SYSTEMS PROPRIETARY
LCM & Business Implementation, Application & Tailoring
Line of Business Responsibility
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
A Culture of Total Performance
It’s not just what we do, but how we do it.
• We are committed to developing a culture of Total Performance
• Our culture is key to delivering our strategy and keeping
the Company in good shape for the future
• Total Performance is about customer focus, financial
performance, programme execution and responsible behaviour,
all together
• Our culture is underpinned by our values - Trusted, Innovative
and Bold
28
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Code of Conduct
• Responsible behaviour with an
environment and culture that
allows people to speak out
29
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Our commitment to Corporate Responsibility
BAE Systems is committed to becoming recognised as a
leader in Responsible Business. It is integrating corporate
responsibility (CR) across the Company. BAE Systems’ CR
agenda is focused on:
• Business conduct
• Safety and well-being
• Diversity & Inclusion
• Environmental Sustainability
• Community Involvement
The CR agenda is externally assured to measure progress
and effectiveness.
30
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
BAE Systems – UK Maritime business
The UK’s only provider of through-life naval capability,
providing design, manufacture, integration, support and
information systems for the UK’s nuclear powered and
conventional submarines, surface warfighting fleet, as well
as support for surface ships globally.
BAE Systems Maritime comprises three businesses:
• BAE Systems Maritime Services
• BAE Systems Maritime - Submarines
• BAE Systems Maritime - Naval Ships
31
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Maritime – UK Locations - Areas of Expertise
32 32
Chelmsford
Frimley
Hillend
Portsmouth
Barrow-in-Furness
Filton
Scotstoun
Govan
New Malden
Cowes Dorchester
Naval and Land Radar
Chelmsford / Cowes
Torpedoes and
Underwater Systems
Portsmouth
Trainers & Training Systems
Portsmouth
Torpedo, Radar and
Electronics Manufacturing
Hillend / Portsmouth /
Cowes
Ship building / fitting
Scotstoun / Govan/Portsmouth
Submarines
Barrow-in-Furness
Naval Command &
Information Systems (NCIS)
New Malden / Frimley /
Portsmouth / Dorchester
Naval Base Services
HMNB Portsmouth
Warship Availability
HMNB Portsmouth
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Maritime Services Overview
Maritime Services is a £600M business with
3,500 employees
Our end-to-end maritime services include:
• Warship Availability & Sevices
• Naval Base Service
• Product & Training Services
Our operations are delivered across six sites
• Chelmsford
• Cowes
• Frimley
• Hillend
• Portsmouth Broadoak
• Portsmouth Naval Base
33
Chelmsford
Frimley
Hillend
Portsmouth
Cowes
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Maritime Services
• Comprised of approximately 600
projects
• Around 100 project s with a value
greater than £1million
• Three delivery (portfolio) areas
• A project management function of
more than 300 people
34
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Warship Availability & Support
• We use our manufacturing, supply chain, engineering and logistics expertise to ensure our customers get the optimum availability from their platforms and equipment.
Key Programmes & Activities
• Warship Availability
• Surface Ship Support Alliance and Programme
• Class Output Management & Joint Project Teams
• Contractor Logistic Support
• Engineering & Information Services
• Oman EAS
• Design Management Services
• Maritime Coast Guard Agency
• Maritime Record Data Centre (MRDC)
• Equipment Management
• Hunt Class Re-propulsion
• Waste Management
35
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Naval Base Services
• Our extensive experience managing Portsmouth Naval Base for the UK Royal Navy, enables us to provide everything a navy needs to affordably live and work in the base.
• We tailor our expertise in fleet time engineering, ship upkeep and naval base services to deliver engineering support across the globe.
• Our design, development and through-life support for small boats brings continuous operational advantage to our UK and international customers.
Key Programmes & Activities
• Naval Base and Dockyard Management
• Warship Support Modernisation Initiative (WSMI)
• Ship Upkeep
• HMS Victory restoration
• International Support
• Saudi Mid Life Update
• Brazil OPV
• Small Boats
• Build
• In service Support
36
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Products & Training
• Our design, development, manufacture and through-life support for Torpedoes & Radar brings continuous operational advantage to our UK and international customers.
• We design, develop and deliver training services and systems to ensure personnel are capable and ready for maritime action.
Key Programmes & Activities
• Torpedoes
• Centre of Excellence for torpedoes
• Sting Ray Mod 1
• Spearfish heavyweight torpedo
• Radar
• Sampson multi-function radar
• Artisan 3D
• Commander 3-Dimensional, Long Range Tactical Air Defence Radar
• High Frequency Over-The-Horizon Surface Wave Radar (HFSWR)
• Training
• Maritime Composite Training System
37
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 38
Maritime Services - Support Facts
• We deliver support to over 50% of the Royal Navy’s Surface Fleet
ensuring vessels are available and ready for operations wherever and
whenever
• Maritime Services’ Contractor Logistics Support (CLS) is the only project
of its type in the world that delivers operational ship availability to the
Royal Navy
• We provide 24/7 logistics support to the UK Royal Navy on a global
basis as part of our Naval Base support services.
• As Class Output Manager for the Type 45 Destroyers, we are a single
point of contact for all in-service support to the fleet.
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 39
Maritime Services - Torpedoes Facts
• We are a Centre of Excellence for torpedoes, offering unparalleled
performance assuring crucial operational advantage and mission
capability through-life.
• Sting Ray Mod 1 is the world’s most advanced lightweight torpedo. It is
currently in service with the Royal Navy, Royal Air Force and the
Norwegian Armed Forces
• Our Spearfish heavyweight torpedo sets new standards in underwater
weapon performance.
• Spearfish delivers decisive advantage against the full range of
submarine and surface threats in all operational environments.
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 40
Maritime Services – Naval Radar Facts
• Our Sampson multi-function radar is virtually immune to enemy
jamming and can identify and track all types of air and surface
targets at distances of up to 400km
• Artisan 3D is the next generation medium range 3D surveillance
radar for the Royal Navy, replacing the Type 996 surveillance and
target indication radar. It exploits the full potential of the up-dated
Seawolf system and also serves as a secondary navigation facility
• It will be fitted from build to the Queen Elizabeth Class Aircraft
Carriers to provide Air Traffic Management and will be retrofitted to
Type 23 Frigates and amphibious assault ships.
• Artisan 3D will also be fitted to the Type 26 Frigates due to enter
service in the 2020s.
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services 41
Maritime Services - Training Facts
• Our Maritime Composite Training System is a world class warfare
operator training simulation environment giving individuals and teams the
knowledge and confidence required to operate and fight before taking to
the seas
• The system can replicate every platform type of the surface warfighting
fleet – six in-service ship classes and BAE Systems’ three surface
Command Systems; DNA(2) in almost endless configurations.
• Since September 2011, it has been training crew for HM Ships York,
Montrose, Westminster, Illustrious, Sutherland, Daring, Diamond and
Dragon.
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Maritime Services
‘It’s not just what we do, but how we do it.’
42
BAE Systems Maritime Services
Victory Point
Lyon Way, Frimley, Camberley
Surrey, GU16 7EX
United Kingdom
Telephone +44 (0) 1276 603000
Fax +44 (0) 1276 603001
email [email protected]
www.baesystems.com/maritimeservices
Date/reference/classification [INTERNAL USE ONLY/IN STRICT CONFIDENCE] © BAE Systems 2012 Maritime Services
Thank you
43