Implementing “the basics” as a change programme

+44 (0)1225 820980 www.bmt-hqs.com

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Implementing “the basics” as a change programme

Ewan Glen, 2 March 2016

+44 (0)1225 820980 www.bmt-hqs.com [email protected] ©BMT Hi-Q Sigma Ltd

The project control “basics”

Why a change programme?

Change programme Programme phase overview

Some key lessons and experiences

Summary

Presentation Agenda


“the basics”




“…a temporary, flexible organisation created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives”

Managing Successful Programmes, Axelos

Change programme definition

Outputs Outputs Outputs Outcomes Benefits

Projects Programme Organisation Programme


High level overview of a change programme

Identify

Deliver

Define Close Governance

Monitoring & control

Governance Monitoring &

control


Active SRO and dedicated Programme Manager

Senior Responsible

Owner

Change Programme

Manager

• Accountable for the delivery of the programme

• Strategic direction and guidance

• Obtain and maintain buy-in from the wider organisational management

• Responsible for the delivery of the programme

• Tactical direction, cognisant of business drivers

• Focus on overall programme


Governance structure in place and resource secured

to implement the programme

Governance Organisation Wider Engagement

As required

Sponsoring Layer Steering Board

Chair: SRO Members: Senior managers from each Business Unit / Function, Project Sponsors Attendees: Programme Manager Frequency: Monthly

Senior Responsible

Owner

Programme Board Chair: Programme Manager Members: Business Change Managers, Functions, Project Leads, Programme Core Team Frequency: Monthly

Programme Manager

Business Change

Managers

Programme Core Team

Programme Layer

Project Reviews Chair: Project lead Members: Business Change Managers, Project Team members. Frequency: As required

Project Lead Project Lead Project lead

• Key stakeholders • Sponsors of related change

programmes • Customers

Example from DE&S Ships OC

Project Layer



Identify

Deliver

Define Close

Programme mandate

Case for change (business need)

Vision & mission Scope boundaries


control

Benefits Current State

Future State B

luep

rin

t


Develop understanding of the Case for Change

In January 2014 it was recognised that the [organisation] did not have a coherent view of the resource used (money and people), levels of performance and risk, and relative priority of each of the organisations programmes and projects. This made it difficult to have informed Board level discussions on how we could optimise output delivery and balance risk (for example, through the allocation of resource).

There was a lack of commonality of approach across key programme & project management disciplines and in some areas a lack of rigour. The links between the Ships Portfolio Office (SPfO) and team level Programme Support Offices was weak. We did not have a clearly defined system of governance.

Combined these issues hampered effective strategic decision making, the delivery of core outputs, and the confidence the Customer and key stakeholders had with our organisation.

High level initial view (symptom driven)


Establish Definition Projects

Programme Context | Benefits | Definition | Governance | Success Factors

2. Performance Management Ensure a coherent and integrated performance management system exists that supports internal, customer and industry performance management requirements. The

system should include a comprehensive set of agreed metrics and targets, systems to generate trusted performance outturn management information, and a robust system of governance to ensure proper Holding to Account for delivery

1. Portfolio Management Information Develop a single living Management Information picture that provides a coherent view of Ships OC activity (the Portfolio). This MI picture should identify the required resource

(money and people), risk and performance profile, and strategic priority of each element of the Portfolio, to enable effective strategic decision making

Management Information

Performance Summary

3. Approvals & Assurance

Ensure approvals and assurance

activity is conducted iaw OC,

DE&S and Departmental

process as efficiency as

possible through sharing of experience

4. Assumptions Management

Ensure that an optimised assumptions management process is

used that drives coherence between all

stakeholders in the enterprise and exposes and manages both the

inter and intra dependencies of Ships

programmes and projects

5. Commercial Management

Ensure that the commercial legal

and process requirements are understood and

planned for by all those involved in programmes and projects. Ensure more effective

contracts management

6. Planning & Scheduling

Implement an Integrated planning & scheduling

Methodology in the Ships OC that drives a consistent

approach to planning into the heart of the business, allowing a Portfolio level view to be automatically

generated showing peak load periods, resource constraints

and dependencies.

7. Risk Management Design, document and implement an

optimised Enterprise level risk

management system that drives effective collective decision making on

key risk issues

8. Financial Management

Take the Corporate Finance Systems and

processes and the local methodologies

and refocus them into a single set of

systems and processes which are focused on providing support and control

within the P3M management system

9. Resource Management

Develop a workforce planning system that enables all Ships OC

manpower resources to be matched to a

prioritised set of programmes and

projects

10. Programme Office Constructs Define optimal organisational arrangements for central programming function in the Ships OC including how to optimise the relationship between the Ships Programme

Office and team level Programme Support Offices

Organisation & Roles



Develop understanding of the Case for Change

In January 2014 it was recognised that the [organisation] did not have a coherent view of the resource used (money and people), levels of performance and risk, and relative priority of each of the organisations programmes and projects. This made it difficult to have informed Board level discussions on how we could optimise output delivery and balance risk (for example, through the allocation of resource).

There was a lack of commonality of approach across key programme & project management disciplines and in some areas a lack of rigour. The links between the Ships Portfolio Office (SPfO) and team level Programme Support Offices was weak. We did not have a clearly defined system of governance.

Combined these issues hampered effective strategic decision making, the delivery of core outputs, and the confidence the Customer and key stakeholders had with our organisation.

High level initial view (symptom driven)

then Detailed assessment

(cause driven)

Performance Management

• Subjective data (internal & external)

• Lack of analysis

• Significantly different report formats between similar teams

• Insufficient holding to account (H2A)

Planning & Scheduling

• Front door doesn’t work

• Lack of (integrated) baseline describing work

• Schedule and budget not always aligned

• Very little programme schedule analysis

Risk Management

• Risks not routinely captured, reviewed and approved

• Unrealistic assessments, not linked to finance process

• Mitigation strategies not turned into actions

• No clear escalation routes

• No list describing the projects and programmes it was delivering

• In almost every team, where management reports were generated they were bespoke for the team

• There was no senior management H2A around a performance dashboard

Specific Examples from 2014

• Open door policy for changes from the customer

• Some business units had one schedule and lots of projects others had lots more schedules than projects

• There were no integrated schedules outside

• No structure to organisations risk management

• Inconsistent use of risk toolset• Use of corporate risk tool to

manage project risks, confusing corporate reporting of risk with risk management


Establish clear view of programme outputs & benefits

Optimise Processes

& Tools Improve Structures

Develop Skills Generate Portfolio

Management Information

Higher level policy and process

CONOPs

Project Control Framework

Detailed process/procedures

Organisation

PfO

PROG PROG PROG PROG PROG

PgO PgO PgO PgO PgO

Programme Benefits

• More effective use of

resources

• Increased stakeholder

confidence and greater

standing

• More efficient use of

industrial capacity

• Right decisions made at

the right time

• Professional and

confidence people

working as one

• Enhanced effectiveness

year on year


http://www.msp-officialsite.com/home/Home.aspx

http://www.apm.org.uk/

http://www.mop-officialsite.com/home/home.aspx

http://www.mor-officialsite.com/home/home.aspx



Identify

Deliver

Define Close

Current State

Future State


control

Blu

epri

nt

Controls framework, policy & processes

Organisation

Tools & Information

Implementation strategy & plans (projects in tranches)

Programme mandate


Vision & mission Scope boundaries

Benefits


BLUEPRINT

Future State

Clear direction of travel

Current state

Maximise re-use of existing good process

Be realistic on how much there is to do, the resource available to make the change

and the capability to deliver the future process


Involvement the delivery community in developing

the process framework

Delivery team involvement in developing process framework

Ensure staff act as owners of the projects developing the improved processes, ensuring buy-in across

business units

Provides a consistent message of what you’re doing, what staff need to

do and why

Process Framework

Method-ology

Process & Tools

Cycle

Management involvement in approving process framework

Achieve via briefings and face-to-face communication (at various levels)


• Clarity around what responsibilities exist at each level within the project controls framework

• Build information from the bottom up to underpin the top-down strategy

Recognise differences between projects,

programmes and the portfolio

Customer / stakeholder

Organisation Portfolio

Programme

Project

Enablers

Portfolio Management

Programme Management

Project Management

Recognise

that these

are each

doing a

different

job!

Requirements & budget

Business plan

“Front door”

Programme plan

Baseline project schedules

KSE resource Process Tools

Programme Information

Project Information

Portfolio Information

Programme Reviews

Project Reviews

Portfolio Reviews

Customer / External Reviews


Planning implementation –

Understand the business & culture

Consistency

Build consistency & rigour in P3 management and controls from the project level

Consider “key principles based approach” to allow flexibility

Embedded support

Embed the change programme staff within the definition project teams, providing upskilling, mentoring and training

Culture awareness

Overcome resistance to change through an understanding of the culture, with real-time feedback



Identify

Deliver

Define Close Governance

Monitoring & control

Issue policy & process

Training, briefing, coaching

Communications

Establish enablers

Progressive implementation (within tranches)

Feedback and learning

Programme mandate


Vision & mission

Current State

Future State

Scope boundaries

Blu

epri

nt

Benefits


Organisation

Tools & Information



Implementation Approach – Communicate!

Key Implementation Themes: ‒ Introducing a standardised project control

approach and toolset

‒ Bringing all schedules into a single environment

‒ Educating & training staff

‒ Using the resulting information to support performance management and decision making


Establish a simple briefing message to ensure programme intent is clearly understood

BOSS


Establish Maturity Progressively

Enablers

Management Plans, Policy, Process

Guidance / Templates (ASG)

Training / Coaching / Briefing

Programme Office Constructs (PfO and PgO Established)

Financial Management (Funding – project alignment)

Planning & Scheduling (Project schedules established)

Performance Reviews (OF5/B1 to 2* reviews updated)

Portfolio Management Information (fed progressively as projects deliver)

Resource Mgt (data & schedules)

Commercial Mgt (data & schedules)

Risk & Opportunity (Risks captured & managed)

Approval & Assurance (best practice & action tracking)

Incre

asin

g M

atu

rity



Communicate Implementation Plan

Ongoing P3M Programme Management & Stakeholder Engagement / Communications tasks

Process Definition

Establishing Enablers

Establishing Foundations (Project level)

Executing Using Project Controls (Programme & Portfolio level)

Initial Operating

Capability

PHASE 1 PHASE 2

Managing



Create and maintain the demand

It is necessary to create and maintain the demand for good project controls data.

If this is not the case, then good practice will wither at a rapid rate and maintaining configuration control of scope, schedule and cost will become increasingly difficult.

Performance Management

A performance reporting framework which demands and demonstrates use of the performance measurement output, up through the management organisation, should be created to drive the cultural change.

Create the demand

Deliver Projects

Project Information

Decisions

Programme Information

Decisions

Portfolio Information



Identify

Deliver

Define Close

Steady state process

Recognised benefits


control

Lessons learned

Assurance & compliance established

Programme mandate


Vision & mission

Current State

Future State

Scope boundaries

Blu

epri

nt

Benefits


Organisation

Tools & Information




Communications

Establish enablers




1. Document & communicate the Control Environment Assess the risks to its use

2. Assign appropriate compliance management oversight

3. Give delivery responsibility to staff equipped to deliver

4. Implement regular monitoring and auditing of PCF application

5. Enforce the process consistently

6. Learn from non-compliance issues and improve PCF as a result

Get the balance right!

Ensure sustainability, continued compliance and

learning



Identify

Deliver

Define Close

Programme mandate


Vision & mission

Current State

Future State

Steady state process

Recognised benefits

Scope boundaries


control

Blu

epri

nt


Organisation

Tools & Information


Benefits

Lessons learned



Communications

Establish enablers



Assurance & compliance established


The project control “basics”


Change programme Programme phase overview

Some key lessons and experiences

Summary

Clear Roles & Responsibilities

Control Over Scope

Agreed Plans & Targets

Performance Information

Management Decisions

Satisfied Customer

Thank you


BMT Hi-Q Sigma Ltd Berkeley House, The Square Lower Bristol Road Bath, BA2 3BH United Kingdom www.bmt-hqs.com Tel: +44 (0) 1225 820980 Fax: +44 (0) 1225 820981 Mob: +44 (0)

Ewan Glen, Capability Manager

[email protected]

7747 011703

Education

Implementing “the basics” as a change programme