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Major Projects Leadership
Academy
Dr Paul Chapman
Saïd Business School, University of Oxford
Webinar for the Association f...
Agenda
2
The Partners
The Challenge
The Commitment
The Learning & Development Initiative
The Impact
Final Reflections
The Partners
Major Projects Authority, Cabinet Office
A collaboration between the Cabinet Office and HM Treasury, the Majo...
The Challenge
“Transforming Major Project Delivery in Government”
The UK Government Major Project Portfolio has a combined...
Challenge: Major projects are more diverse than
would first appear
Mega-events:
sports, culture
and politics
Big science:
...
The Commitment
Strong Ministerial and Permanent Secretary endorsement
Introduce mandatory leadership development across th...
The Learning & Development Initiative
• Launched 2008
• Students are major
programme
managers and high
performing talent
f...
The Learning & Development Initiative
• Launched 2008
• Students are major
programme
managers and high
performing talent
f...
The Learning & Development Initiative
The Programme Design
Commencing with a pilot cohort, the programme design includes t...
Programme Design Overview
The Impact
Acquisition of learning by participants
Results from the written assessments demonstrate that participants have...
MPLAimpact - Government’s perspective
“From what I have seen it is an
excellent course ... together with
other things we h...
Final Reflections
The MPLA is enabling Major Project Leaders to deliver through:
• Providing a deeper understanding the an...
Agenda
14
The Partners
The Challenge
The Commitment
The Learning & Development Initiative
The Impact
Final Reflections
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APM Webinar Building project leaders to deliver HM Government's major project portfolio

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APM webinar given by Dr Paul Chapman on Building project leaders to deliver HM Government's major project portfolio

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APM Webinar Building project leaders to deliver HM Government's major project portfolio

  1. 1. Major Projects Leadership Academy Dr Paul Chapman Saïd Business School, University of Oxford Webinar for the Association for Project Management Wednesday 15 April 2015
  2. 2. Agenda 2 The Partners The Challenge The Commitment The Learning & Development Initiative The Impact Final Reflections
  3. 3. The Partners Major Projects Authority, Cabinet Office A collaboration between the Cabinet Office and HM Treasury, the Major Projects Authority (MPA) acts as the government’s project watchdog, improving project performance through the provision of resources for civil servants, standardised assurance for Ministers, and transparency for taxpayers. Saïd Business School, University of Oxford A young, vibrant, and innovative business school deeply embedded in an 800 year old world-class university, addressing long-horizon phenomena by delivering cutting-edge education and ground-breaking research that transforms individuals, practice, and society. Deloitte The largest professional services network in the world, Deloitte offers an extraordinary range of expertise and skills to respond to clients’ rapidly changing needs from global restructuring to governance. UNCLASSIFIED UNCLASSIFIED3
  4. 4. The Challenge “Transforming Major Project Delivery in Government” The UK Government Major Project Portfolio has a combined whole-life cost of around £500billion. With poor Major Project performance long being a bugbear of efficient Government the MPLA was set the aim of “Transforming Major Project Delivery in Government”. An Embedded Human Resource Requirement Major Project leaders are needed across Government, so the challenge was to build technical and commercial know-how, and to develop and retain the leadership and professional capability within Government. Intended Programme Impact Develop already capable and skilled Senior Civil Servants into a cadre of world class Major Project leaders capable of delivering projects on time and on budget. UNCLASSIFIED UNCLASSIFIED4
  5. 5. Challenge: Major projects are more diverse than would first appear Mega-events: sports, culture and politics Big science: science, infrastructure and politics Megaprojects: Energy:Social programmes Enterprise: business growth physical infrastructure, concrete, IT and politics mostly politics? Crossrail Elon Musk, SpaceXAire Valley Leeds Enterprise Zone The Stadium, Queen Elizabeth Olympic Park Doesn’t happen like this anymore Sellafield nuclear plant Diamond Light Source, Oxon obesity education Wind farm Transformation: change, people and IT Capital eqpt: capability, performance and politics A380 NHS Change Model HMS Dragon (T45) “This is not a ship”
  6. 6. The Commitment Strong Ministerial and Permanent Secretary endorsement Introduce mandatory leadership development across the entire Major Project portfolio Recognition of the expert standing of Major Project leaders. Engage Extensive Experience Across the Partnership No single partner had the capability to deliver the required impact so the true collaboration was necessary to enable an intellectually rigorous approach to be delivered effectively. Scale, Pace and Agility Scale - Commitment to Civil Service Reform Plan objective that all 320 project leaders undertake the MPLA. Pace - Ensuring all participants had begun the programme by the end of 2014 Agility - Quickly responding to the needs of Government and ensuring the ongoing relevance of the MPLA to participants. UNCLASSIFIED UNCLASSIFIED6
  7. 7. The Learning & Development Initiative • Launched 2008 • Students are major programme managers and high performing talent from around the world and across sectors (260 people on 6 cohorts so far) 7 UK Government Major Project Leadership Academy “Substantially improve delivery of major projects by …. commencing training of all leaders of major projects through the Major Projects Leadership Academy by the end of 2014” (320 people on 12 cohorts) MSc Major Programme Management • Part-time over 24 months; eight courses plus dissertation (120 days) • Details at: www.sbs.ox.ac.uk/mpm • Part-time over 12 months; three modules (30 days) • Launched 2012 • Participants are UK Government Major Project Leaders http://www.civilservice.gov.uk/wp-content/uploads/2012/06/Civil-Service-Reform-Plan-acc-final.pdf
  8. 8. The Learning & Development Initiative • Launched 2008 • Students are major programme managers and high performing talent from around the world and across sectors (260 people on 6 cohorts so far) 8 UK Government Major Project Leadership Academy “Substantially improve delivery of major projects by …. commencing training of all leaders of major projects through the Major Projects Leadership Academy by the end of 2014” (320 people on 12 cohorts) MSc Major Programme Management • Part-time over 24 months; eight courses plus dissertation (120 days) • Details at: www.sbs.ox.ac.uk/mpm • Part-time over 12 months; three modules (30 days) • Launched 2012 • Participants are UK Government Major Project Leaders http://www.civilservice.gov.uk/wp-content/uploads/2012/06/Civil-Service-Reform-Plan-acc-final.pdf
  9. 9. The Learning & Development Initiative The Programme Design Commencing with a pilot cohort, the programme design includes three, one-week residential courses in Oxford with participants committing a further fifteen days to preparation, assignments, master classes and reviewing a Major Project. See next slide: Programme Design Overview. Learning Methods Anchored in theory, the learning retained a strong practical relevance through team and case study exercises, and face to face exposure to world-class project leaders. Despite delivery at scale, the essential focus on individual learning was ensured through coaching and tailored support against personal development plans. Throughout, the institutional partnership worked in tandem with a partnership between individual participants and the programme team. Indicators of Progress Commit and engagement by participants was noted as a ‘tell tale’ and acted upon. Participant feedback was sought to ensure that the necessary quality was maintained. Written assessments provided an input on the ability of participants to internalise the course material and content. UNCLASSIFIED UNCLASSIFIED9
  10. 10. Programme Design Overview
  11. 11. The Impact Acquisition of learning by participants Results from the written assessments demonstrate that participants have internalised the course material and content. Application of new skills or behaviours by participants The MPLA is meeting its aim of returning world class project leadership capability to Government. Results at organisational level “Two years ago we were delivering around one third of projects on time and now it is up nearer two thirds.” - Sir Bob Kerslake, the then Head of the Civil Service Financial ROI 78 participants have graduated with the first four MPLA cohorts, collectively realising savings of £347 million. Participants’ reactions: immediate post-programme participant feedback shows the MPLA has been well received, with 87% rating the programme as ‘very good’ or ‘excellent’. UNCLASSIFIED UNCLASSIFIED11
  12. 12. MPLAimpact - Government’s perspective “From what I have seen it is an excellent course ... together with other things we have done it has led us to improve our confidence in delivering projects on time and on budget. - Sir Bob Kerslake, Head of the Civil Service “The MPLA is helping to make sure we have the right people with the right skills to deliver on time and on budget … That’s why I’ve decided that all senior leaders will need to take this course before the Treasury gives the green light for any major project.” Danny Alexander Chief Secretary to the Treasury Tony Graham (MoD;) Stefanie Murphy (DECC); Dr Paul Chapman; Sir Bob Kerslake Danny Alexander, Chief Secretary to the Treasury 12
  13. 13. Final Reflections The MPLA is enabling Major Project Leaders to deliver through: • Providing a deeper understanding the anatomy of Major Projects • Supporting major project leaders to take ownership of their work • Influencing the wider ‘operating environment’ across government • Contributing to policy making by considering how policies will be delivered at early stages, so setting up them up for success UNCLASSIFIED UNCLASSIFIED13
  14. 14. Agenda 14 The Partners The Challenge The Commitment The Learning & Development Initiative The Impact Final Reflections

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