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www.apmg-international.com
APMG-International Webinar
MoV – The New Buzzword in PPM
Wednesday 18 January 2012
14:00 GMT (L...
Welcome & Agenda
• Welcome & Introduction
• About APMG-International
• About your presenter, David Roberts
• What is Value...
About APMG-International
• Global Examination & Accreditation Institute
• Official accreditation/qualification body for Ca...
Presenter
• David Roberts, Director, CUPE Projects,
CUPE Projects, MoV ATO
• Has 30 years’ strategic management and busine...
How to deliver better value using four integrated
CONCEPTS
•Principles
7 fundamentals
•Processes&
Techniques
7 Apply throu...
MoV delivers 3 E’s within PPM Best
Practices
What is Value?
More for less, or a question of
balance
S.T.
vs
L.T.
Who
benefits?
Cost?
When should MoV be used?
More opportunities early in project lifecycle
Quantum
Time
Potential to
add value
Resistance to
c...
MoV Principles
1. Align with organisation’s objectives
2. Focus on functions and required outcomes
3. Balance the variable...
A missing link? : MoV Principles vs Benchmark Report 2010.
MoV Failure Issue % Contribution
1. Align with organisational o...
Jurong Hospital,
Singapore
– Gateway approval study
• The challenge:
– New 500 bed community and 780 bed general hospital
...
MoV Studies – Best Practice into
Action
PRINCIPLES (essentials)
ENVIRONMENT ( Internal and External)
APPROACH
(MoV in PPM
...
MoV Processes
1. Frame programme/project. Robust Business Case/studies
2. Gather information Study Team/stakeholders
3. An...
Developing MoV Project Plan (Approach)
1. Define the study objectives
3. Identify the processes to be used 2. Identify who...
Evaluate Current Value (‘As is’ VFM)
Value Drivers Weight
1-100%
Metric Perform-
ance1-10
Value Score
- Weight X
Performan...
© Crown Copyright 2011 Reproduced with permission from OGC
High Impact/Savings
Low
Impact/Savings
Easy to do Hard to do
A ...
Demonstrate Value for Money
2.18280610
Value
Index
125
120
35
40
50
240
Weighted
Value
Score
Cost
13
24
20
30
60
133
Cost ...
QUESTIONS & ANSWERS
How to find out more...
• APMG-International – www.APMG-International.com
• CUPE Projects – www.cupe.co.uk
• MoV LinkedIn ...
www.apmg-international.com
Find out more at our website:
www.APMG-International.com
Thank you for attending!
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MoV – The New Buzzword in PPM - APMG-International Webinar

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Wednesday 18 January 2012 14:00 GMT (London, UK)
Presenter: David Roberts, Cupe Ltd

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MoV – The New Buzzword in PPM - APMG-International Webinar

  1. 1. www.apmg-international.com APMG-International Webinar MoV – The New Buzzword in PPM Wednesday 18 January 2012 14:00 GMT (London, UK) www.APMG-International.com Welcome to this
  2. 2. Welcome & Agenda • Welcome & Introduction • About APMG-International • About your presenter, David Roberts • What is Value? • MoV Principles and Processes • When to use MoV and Project Plan • MoV Benefits • Questions & Answers • How to find out more • Close
  3. 3. About APMG-International • Global Examination & Accreditation Institute • Official accreditation/qualification body for Cabinet Office (formally OGC) PPM portfolio • Full portfolio of professional management qualifications • Accredit ATOs & ACOs (250) • HQ in UK; Operational offices in 9 countries • Over 15,000 examinations sat every month • Full details at www.APMG-International.com
  4. 4. Presenter • David Roberts, Director, CUPE Projects, CUPE Projects, MoV ATO • Has 30 years’ strategic management and business development experience. • MD @ CUPE; and delivers Value, Portfolio, Programme and Project Management client consultancy & training. • David’s experience in service reviews and re-organisation and first accredited APMG trainer to deliver MoV training. • Available on LinkedIn, INSERT IMAGE OF PRESENTER
  5. 5. How to deliver better value using four integrated CONCEPTS •Principles 7 fundamentals •Processes& Techniques 7 Apply throughout Project Lifecycle •Approach (7 Study steps) •Environme nt (7 : I + PESTLE) What is MoV?
  6. 6. MoV delivers 3 E’s within PPM Best Practices
  7. 7. What is Value? More for less, or a question of balance S.T. vs L.T. Who benefits? Cost?
  8. 8. When should MoV be used? More opportunities early in project lifecycle Quantum Time Potential to add value Resistance to change Cost of change Quantum Time Potential to add value Resistance to change Cost of change Delivery stagesInitiate projectStart up In service Quantum Time Potential to add value Resistance to change Cost of change Quantum Time Potential to add value Resistance to change Cost of change Delivery stagesInitiate projectStart up In service
  9. 9. MoV Principles 1. Align with organisation’s objectives 2. Focus on functions and required outcomes 3. Balance the variables to maximise value 4. Apply throughout the investment decision 5. Tailor to suit the subject 6. Learn from experience and improve performance 7. Assign clear roles and responsibilities and build a supportive culture
  10. 10. A missing link? : MoV Principles vs Benchmark Report 2010. MoV Failure Issue % Contribution 1. Align with organisational objectives b. Incomplete requirements 13% e. Project/ organisation not aligned 10% 24 2. Focus on functions and required outcomes c. Expectations not met or set 12% 12 3. Balance variables to maximize value j. Poor planning 5% 5 4. Apply throughout the investment decision d. Scope creep 12% 12 5. Tailor to suit the subject g. Technology issues 7% h. Other 6% 13 6. Learn from experience and improve k. Inexperienced PPM people 4% j. Lack of user involvement 6% 10 7. Assign roles/responsibilities & build a supportive culture. a. Lack of executive support 17% f. Lack of resources 7% 24 - Arras People: PM Benchmark Report: Project Failure 2010(findings a-k) Best Practice Impact on Research findings
  11. 11. Jurong Hospital, Singapore – Gateway approval study • The challenge: – New 500 bed community and 780 bed general hospital – New concept to increase general hospital capacity by transferring patients to community hospital for recovery and rehabilitation – Buildings separated by new six lane highway! – Need to demonstrate Value for Money as well as robust controls over cost, change, programme and risk • The process: • Detailed preparation and meetings, followed by two day workshop involving all key stakeholders • The outcome: – Detailed Value Profile developed as basis for decisions – Additional expansion capacity added to minimise future disruption – Issues around access and improving (air conditioned) connectivity resolved – Change control and Cost management processes demonstrated and agreed – Master programme and milestone dates agreed – Key risks and mitigation actions identified and agreed • What the client said: This will give us a better hospital and provides the case to pass the upcoming gateway review Environment : Hospital project-funding study
  12. 12. MoV Studies – Best Practice into Action PRINCIPLES (essentials) ENVIRONMENT ( Internal and External) APPROACH (MoV in PPM & Operations ) EMBEDDING (MoV Policy & Capability) PROCESSES Understand ‘As Is’ Plan ‘To Be’ TECHNIQUES MoV Study (Givens, Scope , Objectives & Outputs) MoV Study (Givens, Scope , Objectives & Outputs)
  13. 13. MoV Processes 1. Frame programme/project. Robust Business Case/studies 2. Gather information Study Team/stakeholders 3. Analyse information Function & cost/benchmarking 4. Process information Handbook & ideas/innovation 5. Evaluate and select Idea/option selection 6. Value Improving Proposals Balance VIPs/scenarios 7. Implement & share outputs How to include in PPM/Ops. Process Action
  14. 14. Developing MoV Project Plan (Approach) 1. Define the study objectives 3. Identify the processes to be used 2. Identify who needs to be involved, define their roles and assess their knowledge/skills 4. Provide training as necessary to enable the participants to contribute effectively 6. Identify the necessary functions to fulfil the objectives completely (Value Drivers) 8. Identify how to measure performance against the Value Drivers 9. Set targets for benefit improvement and use of resources 7. Prioritise Value Drivers and develop Value Profile 5. Gather and analyse information 10. Apply processes and develop value improving proposals 11. Agree implementation plan 12. Monitor and measure implementation of proposals 13.Recordoutcomesandfeedbacklessonsforcontinuousimprovement 1. Define the study objectives 3. Identify the processes to be used 2. Identify who needs to be involved, define their roles and assess their knowledge/skills 4. Provide training as necessary to enable the participants to contribute effectively 6. Identify the necessary functions to fulfil the objectives completely (Value Drivers) 8. Identify how to measure performance against the Value Drivers 9. Set targets for benefit improvement and use of resources 7. Prioritise Value Drivers and develop Value Profile 5. Gather and analyse information 10. Apply processes and develop value improving proposals 11. Agree implementation plan 12. Monitor and measure implementation of proposals 13.Recordoutcomesandfeedbacklessonsforcontinuousimprovement
  15. 15. Evaluate Current Value (‘As is’ VFM) Value Drivers Weight 1-100% Metric Perform- ance1-10 Value Score - Weight X Performance Cost VfM Value Index Cost VFM Ratio
  16. 16. © Crown Copyright 2011 Reproduced with permission from OGC High Impact/Savings Low Impact/Savings Easy to do Hard to do A B C D ‘To Be’ IDEA SELECTION MATRIX
  17. 17. Demonstrate Value for Money 2.18280610 Value Index 125 120 35 40 50 240 Weighted Value Score Cost 13 24 20 30 60 133 Cost of delivery (£m) Value for Money Ratio Totals 9.62 (highest value for money) 5Management procedures, adjacencies and operating costs 25Optimise performance and utilisation of hospital resources 5.006Quality of facilities 20Attract and retain first class consultants and staff 1.807Obtaining statutory and other consents 5Satisfy the requirements of third parties 1.334Time to access hospital and between units 10Facilitate easy access to hospital and between units 0.83 (lowest value for money) 5Time to appropriate discharge 10Rehabilitate patients and treat sub-acute patients 1.808Capacity for treating patients successfully 30Treat general and acute care patients VfM ratio (= value score or index/ cost) Performanc e (scale of 1 to 10) MetricRelative importance weight % Value driver 2.18280610 Value Index 125 120 35 40 50 240 Weighted Value Score Cost 13 24 20 30 60 133 Cost of delivery (£m) Value for Money Ratio Totals 9.62 (highest value for money) 5Management procedures, adjacencies and operating costs 25Optimise performance and utilisation of hospital resources 5.006Quality of facilities 20Attract and retain first class consultants and staff 1.807Obtaining statutory and other consents 5Satisfy the requirements of third parties 1.334Time to access hospital and between units 10Facilitate easy access to hospital and between units 0.83 (lowest value for money) 5Time to appropriate discharge 10Rehabilitate patients and treat sub-acute patients 1.808Capacity for treating patients successfully 30Treat general and acute care patients VfM ratio (= value score or index/ cost) Performanc e (scale of 1 to 10) MetricRelative importance weight % Value driver
  18. 18. QUESTIONS & ANSWERS
  19. 19. How to find out more... • APMG-International – www.APMG-International.com • CUPE Projects – www.cupe.co.uk • MoV LinkedIn discussion group. http://linkd.in/wckBnT • MoV – www.mov-officialsite.co.uk – http://www.best-management-practice.com/Value-Management- MoV/ • Best Practice Portfolio – www.best-management-practice.com • MoV Toolbox - http://www.best-management- practice.com/gempdf/MoV_Toolbox_Nov2011.pdf
  20. 20. www.apmg-international.com Find out more at our website: www.APMG-International.com Thank you for attending!

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