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Turning projects around from red to black presentation

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Presentation given at the MIdlands branch on 1st March 2016

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Turning projects around from red to black presentation

  1. 1. TURNING PROJECTS ROUND FROM RED TO BLACK APM March 2016
  2. 2. © Arcadis 2015 Welcome Partner with Arcadis which incorporates: • EC Harris, Built and Natural Asset Consultancy • Hyder Engineering • RTKL and Callison Architecture • Chrysalis Project Management Phil Cresswell Over 25 years experience working with and for the Public Sector main responsibilities now are Education and Regeneration Programmes and Projects 11 March 2016 2
  3. 3. © Arcadis 2015 Its all about you! • Interactive Session • Cathartic and Purposeful • Can we have a quick show of hands for colleagues in the: − Private Sector − Public Sector − Third Sector − Anyone Else Depending on your background, industry, whether you work client side or are contracted onto / into projects will depend on your viewpoint this evening. One aspect will remain as consistent – meeting with what seem impossible time scales 11 March 2016 3
  4. 4. © Arcadis 2015 We will cover…. • Tools and techniques to use when there is uncertainty, or • There is a fundamental awareness that the project off plan • How to have early, honest conversations with the Sponsor Session Objectives 11 March 2016 4
  5. 5. © Arcadis 2015 Scenario • You are the project manager for a technology roll-out project • You have been asked to demonstrate how you will better the timescales set out in the Strategic Business Case and projects’ background information • You don’t want to point out / caveat that the client is already behind bringing the opportunity forward and by the time you start you will be a further three months behind • You comment that the “timescales are challenging” • Now you have to deliver and the sponsor and your commercial director are holding you to account 10 minute discussion in groups of 3-6 about the approach, tools and techniques available for you to use to map out the issues Please use examples of where you have experienced something similar previously So what are your options? 11 March 2016 5
  6. 6. © Arcadis 2015 At the outset try to…. • Avoid rushing in and designing project plans without understanding as much information as possible • Work collaboratively with the entire project team, i.e. the − Clients team − Your own team − Any other consultants not under your direct control • Setting out Roles and Responsibilities are also vitally important • As are communications and understanding who the stakeholders are • There will be a lot of information to try and co-ordinate quickly • The risk is that a lack of planning results in setting expectations artificially high from the outset • Maintaining confidence and control is therefore key 11 March 2016 6
  7. 7. © Arcadis 2015 Inheritance Review • Project Initiation, Start Up • The IR allows you to map out where you are and where you need to be to deliver “good” in line with the Sponsors expectations • Inevitably there will be aspects that are outstanding or incomplete that are dependencies and critical to delivering project outcomes • As Prog M’s/PM’s we have a duty to understand in totality the position we are inheriting and what actions are needed to create the baseline within project plans • Early intervention on underperformance is absolutely essential • So what does an inheritance review look like? A complicated name for something beautifully simple 11 March 2016 7
  8. 8. © Arcadis 2015 Mapping Techniques 11 March 2016 8 Project / Elemental Strand Delivery Confidence High Med Low Unclear StrategicDirection 1. Strategic priority within the context of PEOPLE 2. Robustness of business benefits and customer outcomes 3. Robust cost / budget forecast, cost to charge and MTFS Confidence 13 / 14 14 / 15 15 / 16 4. Governance 5. Clarity of Overall Operating Model (service area and transition states)
  9. 9. © Arcadis 2015 Project Health Check • A 'Health-check' is a snapshot of the status of a project or programme in order to identify what is going well and what areas need improvement. • Project managers, sponsors and the project team are often so involved in the day-to- day activities that they can sometimes fail to recognise the true status of a project • The same tools and techniques are used in initiation with an Inheritance Review to that of a Health Check The same mapping techniques can be used to health check a project or programme 11 March 2016 9
  10. 10. © Arcadis 2015 The 100 Day Plan March 1933: Franklin D Roosevelt committed to turn the American Economy around from the Great Depression allegedly caused by the policies of Herbert Hoover Quick show of hands: who has used a 100 Day Plan before? 11 March 2016 10 “PRO-ACTIVELY MANAGE EXPECTATIONS”
  11. 11. © Arcadis 2015 The 100 Day Plan • Establishes Joint Working • Creates One Version of “the truth” • Moves clients expectation • Focuses on productivity • Starts to open up conversations • Provides a “language,” for the team • Can be used as a quick reference • Can be played in at Board • Flash Reports can reference • Builds Confidence and Trust • Celebrates Early Wins • Easy to spot slippage • Can identify areas of concern • Links to the Inheritance Review 11 March 2016 11 Client Technical Support Education & Skills Infrastructure 100 Day Plan I Mobilisation & Implementation Q.6.18 Plan Element & Activity First 20 day Cycle Second 20 Day Cycle Third 20 Day Cycle Fourth 20 Day Cycle Fifth 20 Day Cycle (Completed by) Leadership & Programme Culture Subject to agree with Client Commissioners Agree Campaign Headlines (Scope & Vision) Agree & Diarise Team Meetings (Ways of Working) Commence Roll Out any training requirements Arrange Feedback sessions with EdSI SLT & Members Run Health check ECH would work with Client to agree Leadership principles & cultural change requirements Propose Values & Behaviours Enable identified quick wins - Results Orientated Agree Mentoring & Coaching Requirements Set Performance Targets Initiate Mobilisation Close Out Phil Cresswell to support Develop Team Diagnostic (Profiling) Propose Programme Branding & Marketing Commence Performance Conversations Cascade through teams Commence Profiling Agree common web & hosting platforms - IM Receive Feedback on 1st 60 days - Staff Reframe Comms Organisation & Governance Draft Governance Propose Portfolios Programme Board Initiate Librarian Function Facilitate 100 day review PSO Agree Capital Authorities inc Tolerances Propose Reports Project Boards Confirm Project Assurance Adam Bloomfield to lead Amend any LCPR's Agree Frequency Steering Groups 1.2.1with Sponsor(s) Arrange Initial Board(s) Enable Reporting Design User Group Receive feedback on ToRs (support from Phil Cresswell) Propose Reporting Lines Implement Dashboard Commercial Review Group Issue Monthly HoIS Report Communicate Decisions Induct & train colleagues Health check Filing Systems & Processes Receive existing process overview Draft overview of Programme Lifecycle Propose interim findings on Capital Lifecycle Review & Propose Stage End Reporting i.e. Review & Propose Business Case Content CTA Benchmark durations & map flows (ID waste) Review Client EdSI Statement of Priorities Propose Reporting Lifecycle ICW PSO Review & Propose RIBA Stage Reports Review & Propose RoI Measurement tools Steve Dixon to lead Meet with EdSI SLT Review Basic Need & Maintenance Capital Pipeline Agree Programme Report Formats where required Agree type & number of Programme & Project Plans Propose Capital Handbook for Basic Need and Maintenance Projects (support from Peter Lumb and Matt Stanford) Review current briefs across all projects, standardise, implement Run & facilitate Boston Matrix/Approach to prioritisation Agree approach to baseline designs and Standardised Specifications Agree & Propose RAG Definitions in association with reports Undertake information sessions and training where required Communications Draft Comms and Stakeholder Plan Finalise Comms and Stakeholder Plan Meet with all PM's and distil messaging Engage with Chair of Planning Committee Receive feedback from stakeholders Commission Manager Agree Campaign Messages Issue out first communications Agree with PM's feedback loops and protocols for Comms Review need for microsite Receive feedback from portfolio holder and members PSO Harmonise with Corporate Comms Arrange Priority School Meetings Map out all Statutory Consultees Review Programme Marketing and Branding with HoEdSI Update Campaign accordingly CTA Draft & agree Activity Schedule Meet Senior Leadership Team Push out new protocols to all PM's RACI & Stakeholder Analysis 1.2.1 with Portfolio Holder if approved Initiate any required orientation and/or training Programme/Portfolio/Project Management Commission Priority Projects Produce Draft Programme Initiate Board Meetings Chair PMSIG Health check Programme PSO Agree Programme Size & Shape Agree Portfolios, links to SoP and how projects are placed Initiate Steering Group Review Progress with Ho EdSI Escalate Projects out of Tolerance Adam Bloomfield to lead Draft out Project Commissioning Process Agree & Sign off Commissioning Process Enact Project Assurance Maintain Reporting Lifecycle Manage Exceptions jointly with EdSI SLT Agree draft principles of Programme Management with EdSI SLT Link in Prioritisation Process Initiate User Groups Health check quality of Reports Agree Portfolio Approach with EdSI SLT Confirm and update Capital Programme Receive Feedback on ToRs Initiate improvement requirements Financial & Risk Review Existing Project Finance Reports Commence Benchmarking Review and Propose Risk Management Strategy Draft interim Commercial Report for review with Ho EdSI Health check improvement plan CTA Review Finance Reporting Cycle Commence Market Insight Report Agree and Sign off programme contingency Initiate findings to harmonise programme and drive efficiencies Steve Dixon Review Accuracy of Programme Information Review Commercial Strategy (ies) Initiate Commercial Review Group Roll out immediate action plan (support from Matt Stanford) Review Accuracy of Budgets v's Outturn Review KPI Dashboard & Performance Management Measures Meet with LATCO and Framework Contractors Initiate Relationship Management Strategy 100 Day Plan
  12. 12. © Arcadis 2015 Project Planning And now start to agree the baseline profile across the deliverables • Now that you’ve initiated the Inheritance Review and • Set out the 100 Day Plan you will have mobilised the project You can start to design the: • Project Plan • PID/PEP, and • Outline Business Case 11 March 2016 12
  13. 13. © Arcadis 2015 Action Planning / Plans Action Plans are a useful tool to provide the granular detail beneath over-arching plans, gantts, pert, network analysis. Sponsors tend to like and favour them as they are in Plain English and less esoteric than more complex methods 11 March 2016 13 Appendix C – Action Plan – What needs to be done by who to improve current status Priority Action (aligned to Project / Elemental Strand) Who to resolve Priority (L, M, H, VH) By When? Corrective Actions / Recommendations (timings tbc)In Service TSU Support Resource 2. Business Case Alignment LH PC SA VH 11 Jul A. Business Case to be updated to focus on Children’s Centre role in the context of transforming & delivering the Early Years offer; B. Business Case to be presented at July Project Board 3. Robustness of budget and forecast CB PC SA H 31 Jul C. MTFS targets require alignment to the service redesigns & work plans & activities associated with efficiency savings for FYE 13/14 and 14/15, confidence & ratings will improve as designs are firmed up with costed options 4. Governance Team PC AC M 04 Jul See Footnote #1 below 5. Transition States CB AF M 30 Sept D. A refresh of the transition states is recommended to look at the timing if decisions & the implications associated with the review and how reputation issues to both the service & the Council can be managed effectively A. Day Nursery Closures LH AC CH (comms) M 01 Aug E. Forward plan of activity to be put into place of key decisions to be made be officers & members that will be aligned to comms & engagement plans, represented in work plan F. stakeholder engagement & mapping to consider reputation issues & how comms will be managed around key dates B. Childcare to Market LH PC ME. DW. AP H 01 Oct G. Recommend that a video to support Bidders Day is filmed almost immediately to entice the market & promote the Council & service H. risk assessment recommended to be undertaken post bidders day on market response & confidence of delivery through PVI sector J. Dave Williams to be engaged to undertake a commercial peer review over the proposals. K. Alan Percox to be given a briefing re; key message to Unions & staff cohort size effected C. Outreach LH PC SA H 31 Jul L. Options paper to be updated with refinement over preferred option after scrutiny by CB. M Sponsor to be briefed ref; preferred option. N. Business Design to consider interventions to be put in place to collect empirical evidence for medium & long term. O. Work plan to be developed & enacted as soon as possible x x x
  14. 14. © Arcadis 2015 Project Planning And further agree the baseline profile across the deliverables • Now that you’ve initiated the Inheritance Review and • Set out the 100 Day Plan you will have mobilised the project You can start to design the: • Project Plan • PID/PEP, and • Outline Business Case 11 March 2016 14
  15. 15. © Arcadis 2015 Communications • It will be no surprise to learn that Communications can make or break even the most simplistic of programmes / projects • Being able to use tools and techniques is great but being a good orator is also important to recover projects that have fallen behind Break into groups of between 3 and 6 to discuss how you would feedback and manage stakeholders given the issues and early warnings you have identified in order to recover and get back on track 11 March 2016 15
  16. 16. © Arcadis 2015 Managing Conversations • Ordering messages in conversations is essential • Relaying the right message in the right order to confirm understanding is an art in itself • Often sponsors aren’t aware of all of the issues, so tune in to how they receive information • Your No.1 priority is to find solutions not problems, so always • Couch issues with options to deliver, agree preferences • Explain the strengths and weaknesses • Utilise a consensus style of management where appropriate • Obtain buy-in to an agreed delivery timeframe • Re-baseline plans where appropriate once agreement is made • Above all else once you have made recommendations and found solutions, unless there is a major change, deliver to the plan you have agreed 11 March 2016 16
  17. 17. In Summary • Beware of your inheritance • Agree what good looks like • Spot and eradicate underperformance quickly • Use health checks to determine overall performance • 100 day plans can help build the overall plan • Don’t commit a baseline too early • Consensus styles really do work • Use positive proactive communications • Tune into your sponsor • Most of all once you have recovered deliver to your milestones
  18. 18. © Arcadis 2015 Wash-Up What we shared on the evening…Initiation 11 March 2016 18 Secure an undertake a formal hand-over Produce comprehensive check lists Communications are essential Look to review any available “lessons- learned” from other similar projects Map the interdependencies as soon as you can A project Charter at the outset helps cement commitment PESTLE techniques can be utilised Define the Critical Success Factors
  19. 19. © Arcadis 2015 Wash-Up 11 March 2016 19 …Initiation Challenge any pre-conceived options Always re-evaluate options Sign-off and authorise what you need to Rolling Wave Planning Techniques can be used Never too early to start risk management Ensure your governance, roles and responsibilities are agreed Manage any bad news as soon as you can!
  20. 20. © Arcadis 2015 Wash-Up What we shared on the evening…Planning 11 March 2016 20 Utilise Planning Action Logs Use SMART techniques Sharepoint and other collaboration tools are becoming the norm! Use them Filter and Manage information so it is relevant to the date and audience Weekly updates are vital so the hot buttons are known about Trackers can be a very useful tool if trust exist between the team and updates can be managed by each and everyone
  21. 21. © Arcadis 2015 Wash-Up What we shared on the evening… Communications 11 March 2016 21 Stakeholder Tools and analysis should be done as quickly as possible RACI Tools Power and Infuence Mapping Techniques will clarify who to communicate with Understand your sponsor/SRO communications style Pro-active approaches (push) tend to be favoured by project members Comms Plan are essential – including ownership Don’t overlook the basics, Maintain the project directory Confirm Capital AND Revenue Authorities if your project involves significant expenditure Confirm Distribution lists are up to date and responses

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