Centralised Control of Investment Programmes & Projects
The essence of Programme & Change Management is the management of a collection of related projects to bring about a benefi...
Traditional project management metrics (cost, time, scope) are not enough to provide a reliable indication of the performa...
Customer Investments Infrastructure Investments Investment Group Operations Board Key Investment  Programme  Steering Grou...
Providing the Wider Dataset
ISMB S&MD Programme Office   Key Investment Steering Group Investment Group Investment & Business Case Approval Programme ...
Programme  Office Quality  Management   People  Resource  Management Infrastructure  Management Planning &  Risk  Manageme...
Benefits of a Centralised Approach (1) <ul><li>Align Programme & Project Management goals to business goals </li></ul><ul>...
Benefits of a Centralised Approach (2) <ul><li>Provide a coherent and consistent reporting process  </li></ul><ul><ul><li>...
Friends Provident Story <ul><li>The Problem </li></ul><ul><li>In 2002 Investigations uncovered 832 concurrent projects </l...
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Constructing the Programme Managment Office

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  • Pmo

    1. 1. Centralised Control of Investment Programmes & Projects
    2. 2. The essence of Programme & Change Management is the management of a collection of related projects to bring about a beneficial change. Initiatives Objectives Objectives Objectives Benefits Benefits Benefits Benefits Benefits Benefits Project A Project A Project B Project B Project C Project C Project D Project D Project E Project E Initiatives Objectives Objectives Objectives Benefits Benefits Benefits Benefits Benefits Benefits Project A Project A Project B Project B Project C Project C Project D Project D Project E Project E
    3. 3. Traditional project management metrics (cost, time, scope) are not enough to provide a reliable indication of the performance of complex change programmes. The programme manager and/or project sponsor need a wider dataset to answer the key, business-related questions highlighted in the chart, and to ensure that every activity is contributing to strategic goals
    4. 4. Customer Investments Infrastructure Investments Investment Group Operations Board Key Investment Programme Steering Group Customer Programme Boards Functional Programme Boards Budgeting Ideas Filter Business Case Creation Resource Commitments Benefits Realisation Delivery Lifecycle Programme Governance OSMM, Genesis, Height, PAI CI etc Project Boards Key Programme Risks Constraints Resource Priorities Budgeting Ideas Filter Business Case Creation Resource Commitments Benefits Realisation Delivery Lifecycle Investment priorities Business Case Financial Decision Overall Financial Monitor Decision Decision Reporting Reporting Budget Change Communication Communication Budget Change Finance Programme Governance Phoenix ,Business Improvement etc Project Boards Finance
    5. 5. Providing the Wider Dataset
    6. 6. ISMB S&MD Programme Office Key Investment Steering Group Investment Group Investment & Business Case Approval Programme Board Portfolio of Projects Programme/Project Governance Business Case Creation Budgeting, Financial Control Benefits Realisation Change Management Risk Management Resource Management Project Audits & Reviews Delivery Lifecycle Delivery Authority Investment Requests Communication Channels Accountability Ownership OPS Board OPS Board Ideas Delegated Authority
    7. 7. Programme Office Quality Management People Resource Management Infrastructure Management Planning & Risk Management Communications Management Financial & Performance Management Delivery Management Admin <ul><li>Performance </li></ul><ul><li>to budget </li></ul><ul><li>to plan </li></ul><ul><li>to business </li></ul><ul><li>metrics </li></ul><ul><li>Forecasting </li></ul>Contractor management Human resource management Sourcing Resource balancing Training Quality metrics Audit Performance metrics Best practice Continuous Improvement <ul><li>Task </li></ul><ul><li>management </li></ul><ul><li>Deliverables </li></ul><ul><li>management </li></ul><ul><li>Issue </li></ul><ul><li>identification </li></ul><ul><li>resolution </li></ul><ul><li>escalation </li></ul><ul><li>Programmes </li></ul><ul><li>Projects </li></ul>Process management Methodology Tools & controls Capacity planning <ul><li>Strategy </li></ul><ul><li>selection </li></ul><ul><li>Impact </li></ul><ul><li>assessment </li></ul><ul><li>Risk assessment </li></ul><ul><li>& management </li></ul><ul><li>bus, risks </li></ul><ul><li>project risk </li></ul><ul><li>contingency </li></ul><ul><li>planning </li></ul>Internal communications Enterprise awareness Management awareness Knowledge transfer Partner communication Programme Board Monthly meetings Quarterly Reviews Set Priorities Project Sponsors Investment Group Investment & Business Case Approval
    8. 8. Benefits of a Centralised Approach (1) <ul><li>Align Programme & Project Management goals to business goals </li></ul><ul><ul><li>Undertake the right programme/project at the right time with a realistic budget. </li></ul></ul><ul><li>Deliver the business objectives </li></ul><ul><ul><li>Growth, increased profits, enhanced strategic position and increased effectiveness </li></ul></ul><ul><li>Ensure a standardised approach so that all programme’s/projects are managed, controlled and reported in the same manner </li></ul><ul><li>Provide a planning and expectation setting process </li></ul><ul><ul><li>Giving a clear understanding of the business goals being achieved by the investment programmes & projects </li></ul></ul>
    9. 9. Benefits of a Centralised Approach (2) <ul><li>Provide a coherent and consistent reporting process </li></ul><ul><ul><li>Giving visibility of, and indicating the status of programmes & projects in terms of their deliverables </li></ul></ul><ul><li>Provide a risk management process </li></ul><ul><ul><li>Mapping programmes & projects to business objectives and documented contingency plans throughout the Ordnance Survey </li></ul></ul><ul><li>Provide a centralised information repository </li></ul><ul><ul><li>Giving access to historical programme & project documentation and results ensuring the capture and re-use of programme & project knowledge. </li></ul></ul>
    10. 10. Friends Provident Story <ul><li>The Problem </li></ul><ul><li>In 2002 Investigations uncovered 832 concurrent projects </li></ul><ul><li>120 providing significant investment . </li></ul><ul><li>These investigations also revealed that there was no overall direction and some projects were aiming to deliver outcomes that directly contradicted deliverables from other projects. </li></ul><ul><li>A major cause of this chaos was attributed to the (then) strong silo mentality. </li></ul><ul><li>The Solution </li></ul><ul><li>Take control from the centre. </li></ul><ul><li>Rationalise and cull Projects </li></ul><ul><li>Establish Programme Office (Change Board) to;. </li></ul><ul><ul><li>1) Prioritise and establish financial controls/monitoring for all projects as they emerge </li></ul></ul><ul><ul><li>2) Allocate resources </li></ul></ul><ul><ul><li>3) Look for and exploit synergies </li></ul></ul><ul><ul><li>4) Follow up to ensure that expected benefits are delivered </li></ul></ul><ul><li>The Results </li></ul><ul><li>Staff Savings </li></ul><ul><li>Strategic Improvements in Customer Service </li></ul><ul><li>Organisational Control </li></ul><ul><li>Allowed FP to anticipate the needs of changing market </li></ul>

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