DIST portfolio management 1st Oct 2013

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DIST portfolio management 1st Oct 2013

  1. 1. Portfolio Management How do I even get this on the executive agenda? Alan Dinsdale DIST Military Solutions Dep Hd 1st Oct 2013 Portfolio Management 1st October 2013 1
  2. 2. WHY AM I PRESENTING TONIGHT? • Not because I am an expert! Certainly far better qualified people within APM! • Not because I have done everything right or super quick! • Just because I have a story to tell which hopefully will resonate with you all and get you thinking about what you would have done in my situation! • What am I hoping you take away tonight? That with a simple vision, a structured approach, dogged determination and an eye for an opportunity, anything is possible. Portfolio Management 1st October 2013 2
  3. 3. WHATS MY BACKGROUND? • 9 years direct experience of delivering major IS Programmes. • 31 years direct experience of delivering and maintaining IS Services. • Wider experience of HR Management, Financial Management, Internal Audit. Portfolio Management 1st October 2013 3
  4. 4. What “Getting It Right” Looks Like • Delivery against demanding requirements, short timescales & unprecedented complexity • Battle winning capabilities • Once initiated just a few weeks/months from Concept to Delivery • • • • • Focus on what we need to develop Maintain the front-line imperative Manage customer expectations Ever stronger partnership with industry Raise from Platform to Information layers Portfolio Management 1st October 2013 4
  5. 5. WHAT WAS I TRYING TO FIX? “HE NOTED THAT ON AVERAGE IT TOOK THE PENTAGON 81 MONTHS TO GET A NEW COMPUTER SYSTEM ONLINE AFTER ITS INITIAL FUNDING, WHILE APPLE DEVELOPED THE IPHONE IN 24 MONTHS, "LESS TIME THAN IT WOULD TAKE THE PENTAGON TO PREPARE A BUDGET AND RECEIVE CONGRESSIONAL APPROVAL FOR IT".” Deputy Defence Secretary William Lynn said on 26 Aug 10 Portfolio Management 1st October 2013 5
  6. 6. ACTION PLAN TO IMPROVE P3O ACTIVITY • Strategy –Vision • Organisation –Confirm Governance Model • Process and People –Common Operating Model –Management Information and Drumbeat • Technology –Concentrate on EPM 2003 with Key Supplier. Portfolio Management 1st October 2013 6
  7. 7. VISION OF THE FUTURE An organisation that does the „RIGHT THINGS‟ and does them „RIGHT FIRST TIME‟ : • Thinks about what it wants to do and documents it. • Considers what is important and prioritises activities against each other. • Estimates how much effort is required to complete activities. • Makes considered decisions as to where resources are to be expended against prioritised activities. Portfolio Management 1st October 2013 7
  8. 8. ACTION PLAN TO IMPROVE P3O ACTIVITY • Strategy –Vision • Organisation –Confirm Governance Model • Process and People –Common Operating Model –Management Information and Drumbeat • Technology –Concentrate on EPM 2003 with Key Supplier. Portfolio Management 1st October 2013 8
  9. 9. WHAT IS DII PROGRAMME MANAGEMENT The role of DII Programme Management is to govern, manage and assure the end to end programme of delivery activity from registration as a requirement through to delivery and final customer acceptance. SUMMARY OF DII GROUP QUALITY CONTROL POINTS Joint Management Board Programme Management and Control Board Investment Board First Pass Second Pass Consider new requirements when there is need to invest resource into determining what the recommended service will be. For major/ innovative requirements/ services, there may be a need to repeat this as the definition and design of the service evolves. For simple requirements this may not be needed as the service is easily identifiable. Consider new requirements for which a service has been identified and recommended for an investment decision. A decision to proceed with a service should only be given when quality/time/ cost are acceptable and the resources required to deliver the service are available to be scheduled, including authorisation from the MOD Network Technical Authority (NTA) that the service fits within the wider MOD Architecture and has achieved IG Functional Case Sign Off in accordance with the ISS Operating Model. Service Operations Board Preliminary Design Review Critical Design Review Authority To Deploy Customer Acceptance Consider the preliminary service design and confirm that it meets the requirements. A decision to continue should only be given when time/cost/ quality all continue to be acceptable, the resources required to deliver the service are available to be scheduled, including authorisation from the MOD NTA that the service satisfies the Compliance of HLD & Assurance of ITEAP criteria in accordance with the ISS Operating Model. Consider the critical design and confirm that it meets the requirements as requested of the service. A decision to continue should only be given when time/ cost/quality all continue to be acceptable, the resources required to deliver the service are available to be scheduled, including authorisation from the MOD NTA that the service satisfies the Design Assurance criteria within the ISS Operating Model. Confirm that that the delivered service meets the requirements requested, with clear evidence including test and trialling results. A decision to allow the service to go into live should only be given when quality is acceptable, the resources required to deploy and sustain the service in live are available to be scheduled, including authorisation from the MOD Network Operational Authority (NOA) that the service has Authority to Deploy in accordance with the ISS Operating Model. Confirm that the service has been delivered into the live environment and has no unacceptable issues. A decision to accept the service should only be given when the quality of the service is acceptable for final payment including authorisation from the Network Capability Authority (NCA) that it fully meets the service requested and can be accepted as fully operational in accordance with the Customer Acceptance criteria within the ISS Operating Model. Portfolio Management 1st October 2013 Service Performance Review Confirm that the performance of the services during the month have met the Key Performance Indicators and that payment can be authorised. A decision to proceed with payment should be based on an objective measurement of service performance based on clearly defined performance indicators specified during solution definition to remove subjective assessment and consequent disagreement. 9
  10. 10. ACTION PLAN TO IMPROVE P3O ACTIVITY • Strategy –Vision • Organisation –Confirm Governance Model • Process and People –Common Operating Model –Management Information and Drumbeat • Technology –Concentrate on EPM 2003 with Key Supplier. Portfolio Management 1st October 2013 10
  11. 11. Portfolio Management 1st October 2013 11
  12. 12. ACTION PLAN TO IMPROVE P3O ACTIVITY • Strategy –Vision • Organisation –Confirm Governance Model • Process and People –Common Operating Model –Management Information and Drumbeat • Technology –Concentrate on EPM 2003 with Key Supplier. Portfolio Management 1st October 2013 12
  13. 13. WHAT IS YOUR ROLE - WHAT IS THE DRUMBEAT Successful Programme and Project Management depends heavily on constant monitoring of the schedules and work packages for all projects/programmes of delivery and then prompt management of the escalation process to ensure that timely decisions are made based on objective information at the right time rather than fitting everything into a monthly Formal Board cycle. DELEGATED AUTHORITY PMCB VIEW ESCALATIONS DASHBOARD VIEW PROGRAMME VIEW 28-Jun-11 Data Point Programme Project ATLAS L1 MSPS Milestone Forecast vs Tolerance Anchor Milestone Description Svc Line DII Increment 1/2A Alamein Ready for FUL(R) DASL R2B Alamein CP8 (R) Ready for FUL DASL R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 r Anchor Date & RAG 1 Indicative MODIS % Benefit 31-Aug-11 Complete DII Increment 1/2A Alamein Ready for FUL(S) DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 m 07-Dec-11 DASL R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 m 22-Dec-11 6% (inc secret) DII Increment 1/2A Release 2B Blenheim WCM FUL(R) DASL R2B Blenheim T3: WCM - Ready for FUL [R] 25-Jan-12 k 26-Jan-12 DASL Complete 12-Aug-11 1 31-Aug-11 DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 m 07-Dec-11 DII Increment 1/2A Alamein Ready for FUL(R) DASL DII Increment 1/2A Alamein Ready for FUL(S) DASL Programme R2B Project Alamein ATLAS L1 MSPS Milestone CP8 (R) Ready for FUL Forecast vs Tolerance r Complete Anchor Date & RAG R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 m 22-Dec-11 6% (inc secret) DASL R2B Blenheim T3: WCM - Ready for FUL [R] 26-Jan-12 r EV CPI r R2B Cambrai IOG NATO Mail & Web CP9 NSCD DASL R2B Cambrai IOG CCEB Mail & Web CP9 NSCD DASL R2B Cambrai IOG Web II - (NATO & CCEB) CP9 NSCD SUSL Fixed Implementation Increment 3A LUL (does not include elements where Rqt is unclear or there are scaling issues) TPSL B/L Value of Work Remaining (ETC) N/A N/A N/A N/A Applications Services AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 m 1.00 1 3,160 TPSL Applications Services AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11 1 21% R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 1 31-Aug-11 R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 m 07-Dec-11 DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R) DASL R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 m 22-Dec-11 6% (inc secret) DII Increment 1/2A Release 2B Blenheim WCM FUL(R) DASL R2B Blenheim T3: WCM - Ready for FUL [R] 2% (inc secret) DASL R2B Cambrai IOG NATO Mail & Web CP9 NSCD DASL R2B Cambrai IOG CCEB Mail & Web CP9 NSCD 25-Jan-12 k 26-Jan-12 15-Dec-11 1 1 30-Jun-12 1 Cambrai IOG Web II - (NATO & CCEB) CP9 NSCD SUSL Increment 3A LUL (does not include elements where Rqt is unclear or there are scaling issues) Applications Services AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 m 1 TPSL TPSL Applications Services AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11 Applications Services AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 Overseas Cyprus Complete 08-Nov-11 TPSL Overseas Cyprus Episkopi (S) 0.98 1 DII Increment 1/2A Overseas Gibraltar (R&S) Complete TPSL Overseas Gibraltar NSCD (R) Gibraltar TPSL Overseas Gibraltar 2,616 TPSL Overseas Washington TPSL Labyrinth Phase 2 Phase 2 CP10 MOD/FOC MOD. Applications Services AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 31-Mar-12 31-Mar-12 TBC r B/L Value of Work Remaining (ETC) DII Increment 1/2A Overseas Cyprus (S) Complete TPSL Overseas Cyprus Episkopi (S) N/A N/A DII Increment 1/2A Overseas Gibraltar (R&S) Complete TPSL Overseas Gibraltar NSCD (R) Gibraltar 1 3,160 DII Increment 1/2A Overseas Gibraltar (R&S) Complete TPSL Complete 0.76 m 1 0.90 0.69 m 0.58 1 m 0.98 1 3,090 5,066 2,370 Overseas Gibraltar N/A TPSL Overseas Gibraltar NSCD (R) Gibraltar DII Increment 1/2A Overseas Gibraltar (R&S) Complete TPSL Overseas Gibraltar TPSL Overseas Washington TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC MOD. 24-Oct-11 14-Jul-12 TBC TBC TBC 1 1 1 31-Mar-12 30-Jun-12 1% 30-Jun-12 0.67 m 1 0.98 2,616 30-Jun-12 31-Mar-12 Complete 24-Oct-11 1% 2,616 Pending 3a BL Agreement TBC TBC Complete 0.76 m 1 0.90 N/A 1,890 N/A 06-Jan-12 SUSL LAN-Side Encryption Exception Summary Risks TBC 0.76 m 1 0.90 Issues (Risk Register impact) Pending 3a BL Agreement TBC (Issues Log impact) Complete N/A Benefits Stage Deviation 24-Oct-11 (wks/days/hours) (wk/days/hours) Cost (£) Ranked Options 2 Do nothing Cost (£) (1 = preferred) N/A 06-Jan-12 Risks m Issues (Risk Register impact) (Issues Log impact) 1 Instigate senior management support for a joint commercial meeting to resolve support wrap Cost issues. MEP4 designs can not be assured, FUL Delayed indefinitely. Capability delivery delayed 2 Do nothing – except delay TBC 0.87 0.92 1,271 24-Oct-11 11-Jan-12 1 1 1 Stage: Closure of Legacy Services ARM ID 10573 Liability: Legacy 1 System LUL delays incurred due to GFA / Network Ready slips 01-Aug-11 26-Sep-11 incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the 19-Jul-12 Project Deviation • Project Stage: Overseas site delivery & on-going support. ARM ID 7222. agreement for support of ECB’s is causing Oversea site delay. Cost saving ATLAS of RS END Nil Nil 1 £1.6 m to MOD DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for resolution of this issue are totally exhausted. Cost is not • Recommendation: 1 Nil Nil RS END Nil £1.6 m 2 avoided NIL – Incr 3a 1 Generate flexibility• the RS in Cause: Lack of commercial has a stability of period that will save the Liability: 50% can • MOD £1.6 delivery that MOD – 50% NIL Million. Request from PMCB to generate firmer SCARS board. timelines for RS • Consequences: Delivery of end 1,890 14-Jul-12 TBC TBC TBC TBC Delivery can not be achieved UNCLASSIFIED Risks Issues (Risk Register impact) (Issues Log impact) Benefits Stage Deviation Project Deviation Cost (£) Inc 3a timescales can be achieved Stage Deviation Project Deviation (wks/days/hours) Benefits PMCB **-Jul-11 Delivery can not Nil be achieved (wk/days/hours) Sequence delivery Years HIGH 1 Sequence delivery Years HIGH Ranked Options 2 (1 = preferred) 5 Ranked Options • Project Stage: Overseas site delivery & on-going support. ARM ID 7222. agreement for support of ECB’s is causing Oversea site delay. Cost saving ATLAS of RS END Nil Nil 1 £1.6 m to MOD DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for resolution of this issue are totally exhausted. Cost is not • Recommendation: 1 Nil Nil RS END Nil £1.6 m 2 avoided (wks/days/hours) (wk/days/hours) (1 = preferred) NIL – Incr 3a 1 Generate flexibility• the RS in Cause: Lack of commercial has a stability of period that will save the Liability: 50% can • MOD £1.6 delivery that MOD – 50% NIL Million. Request from PMCB to generate firmer SCARS board. timelines for RS • Consequences: Delivery of end 06-Jan-12 m 2,370 SUSL LAN-Side Encryption Exception Summary N/A TBC 0.87 0.92 1,271 24-Oct-11 11-Jan-12 1 1 1 Stage: Closure of Legacy Services ARM ID 10573 Liability: Legacy 1 System LUL delays incurred due to GFA / Network Ready slips 01-Aug-11 26-Sep-11 incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the 19-Jul-12 3,090 1 SUSL RSP for Legacy Closure Exception Summary 1,890 • Cause: NSCD (S) Washington DII LABYRINTH Phase 2 Impl Complete 5,066 1 SUSL RSP for Legacy Closure Exception Summary 30-Jun-12 • Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue. • Recommendation: 1 NSCD (S) Gibraltar • Project DII Increment 1/2A Overseas Washington (S) Complete 1 NSCD (S) Gibraltar • Project Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present 1 SUSL RSP for Legacy Closure Exception Summary DII Increment 1/2A Overseas Gibraltar (R&S) Complete 0.58 TBC 0.87 0.92 1,271 24-Oct-11 11-Jan-12 1 1 1 Stage: Closure of Legacy Services ARM ID 10573 DII Increment 1/2A Overseas • Cause: Liability: Legacy 1 System LUL delays incurred due to GFA / Network Ready slips TPSL Overseas Washington NSCD (S) Washington 01-Aug-11 26-Sep-11 Washington (S) Complete incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the DII LABYRINTH Phase 2 Impl TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC 19-Jul-12 14-Jul-12 TBC TBC TBC TBC m MOD. Complete Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue. • Red = Forecasting a Tolerance Breach; Grey = No RAG at present SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date • Recommendation: 1 SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date ESCALATION DECISIONS Episkopi (S) TBC m 18-Aug-11 EV CPI • Cause: NSCD (S) Washington TBC 15-Jul-11 15-Dec-11 04-May-12 TBC A/W Baseline NSCD (S) Gibraltar • Project DII Increment 1/2A Overseas Washington (S) Complete 2,370 Pending 3a BL Agreement 3,160 0.69 30-Jun-12 30-Jun-12 31-Mar-12 Complete 18-Aug-11 TPSL 1% AHE Stage3 AHE Stage 3 Tranche 3 DII Increment 1/2A Overseas Cyprus (S) Complete 5,066 1 27-Jan-11 TPSL DII Increment 1/2A Overseas Cyprus (S) Complete 0.67 0.58 30-Jun-12 R2B Fixed Implementation TPSL DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service m 01-Sep-11 N/A ESCALATION DECISIONS Applications Services 3,090 0.69 30-Jun-12 04-May-12 TBC A/W Baseline DASL DII Increment 3A Last User Live (LUL) 1 DII LABYRINTH Phase 2 Impl Complete DASL 3% (inc secret) k 1 1 31-Mar-12 DII Increment 1/2A Overseas Gibraltar (R&S) Complete DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R) DII Increment 1/2A Release 2B Cambrai Gateways Complete DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service 25-Jan-12 15-Dec-11 04-May-12 N/A 1 ESCALATION DECISIONS 1.00 21% TBC A/W Baseline AHE Stage3 AHE Stage 3 Tranche 2 m 18-Aug-11 DII Increment 3A Last User Live (LUL) Applications Services r 27-Jan-11 N/A 0.97 Complete EV SPI Complete r N/A 1.00 27-Jan-11 TPSL N/A 2% (inc secret) DASL DII Increment 1/2A Release 2B Cambrai Gateways Complete Indicative MODIS % Benefit 1 EV SPI 3% (inc secret) DASL DII Increment 1/2A Release 2B Blenheim WCM FUL(R) 28-Jun-11 Data Point Svc Line 25-Aug-11 0.67 CP8 (R) Ready for FUL CP8 (S) Ready for FUL DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R) DASHBOARD VIEW LUL (does not include elements where Rqt is unclear or there are scaling issues) AHE Stage3 AHE Stage 3 Tranche 1 N/A Alamein Alamein DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R) Anchor Milestone Description Web II - (NATO & CCEB) CP9 NSCD Increment 3A Applications Services 0.97 Anchor Date & RAG R2B R2B ATLAS L1 MSPS Milestone Forecast vs Tolerance Indicative MODIS % Benefit r DASL Project CCEB Mail & Web CP9 NSCD Cambrai IOG Fixed Implementation DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service 28-Jun-11 DASL Programme NATO Mail & Web CP9 NSCD Cambrai IOG R2B SUSL TPSL DII Increment 1/2A Alamein Ready for FUL(S) Svc Line Cambrai IOG R2B DII Increment 3A Last User Live (LUL) DII Increment 1/2A Alamein Ready for FUL(R) Anchor Milestone Description R2B DASL DASL Data Point EV CPI N/A m 2% (inc secret) DII Increment 1/2A Release 2B Cambrai Gateways Complete DASHBOARD VIEW r N/A 21% 3% (inc secret) DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R) PROJECT VIEW B/L Value of Work Remaining (ETC) EV SPI N/A 0.97 Complete DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R) 2 Do nothing UNCLASSIFIED PMCB **-Jul-11 4 TBC • Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue. • Recommendation: 1 Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date Risks Risks Issues (Risk Register impact) (Issues Log impact) Benefits Stage Deviation Project Deviation Cost (£) (wks/days/hours) (wk/days/hours) (1 = preferred) Risks Issues (Risk Register impact) (Issues Log impact) 1 Instigate senior management support for a joint commercial meeting to resolve support wrap Cost issues. MEP4 designs can not be assured, FUL Delayed indefinitely. Capability delivery delayed 2 Do nothing – except delay Delivery can not be achieved UNCLASSIFIED UNCLASSIFIED Stage Deviation Project Deviation (wks/days/hours) Benefits (wk/days/hours) Sequence delivery Years HIGH Years HIGH PMCB **-Jul-11 Delivery can not Nil be achieved Project Deviation (wk/days/hours) Cost (£) Ranked Options Sequence delivery Sequence delivery Years HIGH 1 Years HIGH 2 (1 = preferred) 5 MONTHLY/AS REQUIRED 2 Cost (£) Ranked Options (1 = preferred) UNCLASSIFIED Inc 3a timescales can be achieved Inc 3a timescales can be achieved PMCB **-Jul-11 Delivery can not Nil be achieved Stage Deviation (wks/days/hours) Benefits 1 Sequence delivery Capability delivery delayed Delivery can not be achieved UNCLASSIFIED NIL – Incr 3a 1 Generate flexibility• the RS in Cause: Lack of commercial has a stability of period that will save the Liability: 50% can • MOD £1.6 delivery that MOD – 50% NIL Million. Request from PMCB to generate firmer SCARS board. timelines for RS • Consequences: Delivery of end 2 Do nothing MEP4 designs can not be assured, FUL Delayed indefinitely. 2 Do nothing – except delay Ranked Options • Project Stage: Overseas site delivery & on-going support. ARM ID 7222. agreement for support of ECB’s is causing Oversea site delay. Cost saving ATLAS of RS END Nil Nil 1 £1.6 m to MOD DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for resolution of this issue are totally exhausted. Cost is not • Recommendation: 1 Nil Nil RS END Nil £1.6 m 2 avoided (Issues Log impact) 1 Instigate senior management support for a joint commercial meeting to resolve support wrap Cost issues. SUSL LAN-Side Encryption Exception Summary Issues (Risk Register impact) PMCB **-Jul-11 4 5 PMCB **-Jul-11 4 WEEKLY/MONTHLY DAILY/WEEKLY Portfolio Management 1st October 2013 13
  14. 14. HOW DID WE DO? Paperwork Activities • • • • • • • • • Demand Management and Pipeline • Joint Investment Board • Joint Programme Management and Control Board • Improved MI and Decision making Material • ATLAS Migrated EPM2003 to EPM 2010 • Wider DES EPM Activity • Developed Portfolio Team and PMO • DIST Operating Model • Quality Control Points Mandate Blueprint for P3O Office Staff TOR‟s and Job Descriptions Draft Portfolio and Level 0 Plan Draft Programme and High Level Plan Management Information Confidence Metrics Operating Model Portfolio Management 1st October 2013 14
  15. 15. WHAT IS GOING WRONG? • Senior Managers not engaged • Crisis Management • Wasted Resources • Missing Deadlines • Poor Board Behaviour Portfolio Management 1st October 2013 15
  16. 16. AIMS AND OBJECTIVES Portfolio Management 1st October 2013 16
  17. 17. SENIOR MANAGEMENT! • Who are they? –Management Board – Team Leader +8 Deputy Heads • What were they after? –Clear guidance on P3O and how to transform without breaking normal business. • How did I achieve it? Architecture Management Financial Management Commercial Management SME with a Project Codes –Early individual engagementEngagementclear presentation pack. Resource planning Financial Tracking Timely Contract Renewals Safety and Security Forecasting –Personalised views of the information they valued most. –Personalised views of what they each needed to do. –Clear alignment with BAU activities. Service Management Programme Management Strategic Management –Early circulation of the presentation pack. Protect Live Service Planned Activities Prioritisation Easy Transition Resourced Tasking Demand Signals –Personal attendance at Management Board to present. Trend Management Positive Control –Personal commitment to drive the transformation forward. Portfolio Management 1st October 2013 17
  18. 18. ISSUE • The DIST Management Board requires confidence that it is managing the overall performance of DIST through predictable and trustworthy evidence. • This will allow the Board to prioritise resources against key objectives, ensuring that the „right things‟ are being delivered, whilst achieving value for money. • As the Board approaches the uncertainty of DCNS and the exit from current commercial arrangements this is essential. Portfolio Management 1st October 2013 18
  19. 19. ACTION PLAN FOR A P3O Portfolio/PMO/PSO APPROACH • Strategy – Produce a long term vision backed up by a set of principles – Back it up with a tactical schedule of transformation activity • Organisation – Agree and Use Common Processes and Governance – Enforce Application and Commitment to Governed Processes • Process and People – – – – – Agree, Publish, Walk and Talk an Operating Model, Standards and Processes Focused Transformation Project Senior Team Focused on the Transformation Up skilling Programme across DIST (promoting and focusing the way we wish to do things) Empowerment at all levels to simplify decision making • Technology – Improve consistency of usage of current technology – Further exploit or introduce new technology where justified Strategic Direction Collaboration Long Term Vision Clear Priorities Shared Processes Tactical Planning Successfully Delivers Improved Performance Shared Tools Informed Decisions Shared Information Predictable Outcomes Clear Escalations Shared Decisions Customer Satisfaction Portfolio Management 1st October 2013 19
  20. 20. Portfolio Management 1st October 2013 20
  21. 21. WHAT LESSONS CAN I BRING? • That a well articulated vision allows you to effectively test and adjust your action plan. • That a structured approach (P3M) provides an environment in which to succeed. • That every opportunity to influence key stakeholders has to be taken quickly and effectively. • That a phased approach allows the Management Team to agree to actions even when they are not completely convinced, providing incremental sponsorship. • That in an organisation as big as the MOD it is impossible to implement a single solution quickly and often the transformation starts in small pockets but can quickly gain momentum. • That any transformation ultimately succeeds or fails dependent on the amount of energy and enthusiasm that goes into it, quite often from a very small number of individuals. Portfolio Management 1st October 2013 22
  22. 22. SHOULD I HAVE GONE STRAIGHT TO THE BOSS? • Previous attempts to introduce P3O had tried to go to the top first and failed because of the lack of senior buy in from the other Management Board members • BAU took over • I arrived and was dedicated to P3O and creating team etc • KEY POINT – It was my highest priority activity even over BAU!! Portfolio Management 1st October 2013 23
  23. 23. WHERE IS IT GOING NEXT? • Me on the Management Board, so far busier. • No replacement yet, so unable to steer as effectively. • Main implementation starting in Oct, so need to maintain commitment. • Super users, recruitment issues. BUT • Increasing Awareness. • Advocates on the Management Board. • Significant Executive Support. Portfolio Management 1st October 2013 24

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