Armourers’ Hall – 14/15 June 2011
EVA16
Project Control
A Compass for
Change
David Bright
Managing Director
BMT Hi-Q Sigma Ltd
Tel: 01225 820980
Mob: 07793 040919
email: david.br...
Introduction
Describe a Project Control Improvement Programme for a Delivery
Team within Defence Equipment & Support (DE&S...
What are they responsible for?
DE&S Delivery Teams
Land Equipment Area
COO
DLE
Head
of CTG
Head
of CWG
Head
of GSG
Head
of ICG
TL
JBSTE OC HQ
Strategic
Plan
Group
Plan
D… D…...
What is the EVM Compass?
The EVM Compass
Why Do We Need the EVM Compass?
Use of EVM is on the increase due to the benefits it provides:
• It establishes a structur...
Why Do We Need the EVM Compass?
The EVM Compass provides a mechanism to
• Assess your current level of operational maturit...
EVM Compass Development
EVM Compass developed by the UK Association for Project
Management EVM Specific Interest Group
• S...
Fundamental Concepts
The EVM Compass should
• Provide a comprehensive and systematic review of a Projects
EVM maturity
• U...
Components of the Compass
Maturity Stages (from LFE)
• Introduced based upon experience
during trials
• 4 Stages to achiev...
Physical Products – Maturity Grid
Maturity Model
• 25 Attributes, each of
which is individually
assessed
• 5 levels of
per...
Why was the improvement
programme started?
Delivery Team PPM
Initiative
PPM Initiative
Why was the PPM initiative started?
PPM Initiative = Programme and Project Management Control, Monitor and ...
PPM Initiative
What was the approach?
Capture and communicate progress
while managing risks and issuesApply structure for ...
PPM Initiative
What were the priorities?
PPM Initiative
What were the desired benefits?
Ultimately
Meet the
Programme and
project strategic
objectives and
delivery...
PPM Initiative
What has been introduced?
PPM Initiative
What has been introduced?
EVM Compass
Assessments
How was the improvement measured?
Assessment Results – November 2009
0
1
2
3
4
5
Foundation Basics ‐
Organisation
Basics ‐ Budget Basics ‐ Schedule 
Managem...
Assessment Results – March 2011
0
1
2
3
4
5
Foundation Basics ‐
Organisation
Basics ‐ Budget Basics ‐ Schedule 
Management...
Assessment Results – November 2009
0 1 2 3 4 5
1. Project Control Competencies
2. Sponsorship
3. Project Level Authorisati...
Assessment Results – March 2011
0 1 2 3 4 5
1. Project Control Competencies
2. Sponsorship
3. Project Level Authorisation
...
PPM Initiative
Which benefits were achieved?
Better communication of key programme and
project milestones
The ability to b...
Summary
Summary
Described:
• Defence Equipment & Support Delivery Teams
• The EVM Compass
• How the compass was used to support im...
Any Questions?
David Bright
Managing Director
BMT Hi-Q Sigma Ltd
Tel: 01225 820980
Mob: 07793 040919
email: david.bright@h...
EVA16 Project Control - David Bright
EVA16 Project Control - David Bright
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EVA16 Project Control - David Bright

  1. 1. Armourers’ Hall – 14/15 June 2011 EVA16 Project Control
  2. 2. A Compass for Change David Bright Managing Director BMT Hi-Q Sigma Ltd Tel: 01225 820980 Mob: 07793 040919 email: david.bright@hiqsigma.com
  3. 3. Introduction Describe a Project Control Improvement Programme for a Delivery Team within Defence Equipment & Support (DE&S) This will cover: • Description of DE&S Delivery Teams • Description of the EVM Compass • How the compass was used to support improvement • What the improvement programme consisted of • What outcomes were achieved
  4. 4. What are they responsible for? DE&S Delivery Teams
  5. 5. Land Equipment Area COO DLE Head of CTG Head of CWG Head of GSG Head of ICG TL JBSTE OC HQ Strategic Plan Group Plan D… D… Com Land DLE CTG CWG GSG ICG JBTSE OC HQ D… D… GroupsDeliveryTeams
  6. 6. What is the EVM Compass? The EVM Compass
  7. 7. Why Do We Need the EVM Compass? Use of EVM is on the increase due to the benefits it provides: • It establishes a structured approach to delivery • It generates meaningful performance data to facilitate informed management decision making • BUT, implementing an effective EVM System often proves more difficult than first anticipated – Which areas to focus upon first (there are 32 criteria...)? – How do you know when it is “good enough”? • And as a result... – System proves overly burdensome to maintain – Plans do not reflect what is actually going on – It fails to generate timely data that is of use to management
  8. 8. Why Do We Need the EVM Compass? The EVM Compass provides a mechanism to • Assess your current level of operational maturity – Using a structured approach that is applicable across projects – Provides a reference point for future improvement • Establish a target performance level – allowing the prioritisation of improvement actions to areas that will provide the greatest short term return The EVM Compass aims to measure current performance with a view to Improving Performance
  9. 9. EVM Compass Development EVM Compass developed by the UK Association for Project Management EVM Specific Interest Group • Sub-group formed to develop model, consisting of individuals from BAE Systems, BMT Hi-Q Sigma, UK Ministry of Defence, OTC Optima, Rolls Royce, Thales and Taylor Woodrow (now VINCI Construction) Assessed existing EVM Maturity Models (e.g. from BAE Systems) Assessed existing EVM Maturity Models (e.g. from BAE Systems) Developed Compass to ensure applicability upon Projects across sectors Developed Compass to ensure applicability upon Projects across sectors Tested Compass during several Integrated Baseline & Readiness Reviews Tested Compass during several Integrated Baseline & Readiness Reviews Updated & Released Compass for Beta testing Updated & Released Compass for Beta testing
  10. 10. Fundamental Concepts The EVM Compass should • Provide a comprehensive and systematic review of a Projects EVM maturity • Use a common framework that supports either the assessment of a single project or allows organisations to benchmark and compare the relative strengths of their various projects • Provide a defined means to support projects in establishing and improving project control capability • Allow projects to reference the ‘as is’ EVM condition with the `to be` condition • Give EVM System reviewers a consistent method of assessing Projects • Allow organisations to establish their own target performance level (rather than define it for them)
  11. 11. Components of the Compass Maturity Stages (from LFE) • Introduced based upon experience during trials • 4 Stages to achieving a mature EVM system – Establish EVM Foundations – Establish EVM Basics – Execute EVM – Achieve the EVM Goal • Help provide a roadmap to EVM implementation and help ensure maturity assessment takes into account the stage of the implementation – E.g. Don’t expect to be managing using EVM when foundations are not established • 25 “Attributes” are split across the 4 Maturity Stages – Each attribute is scored on a maturity level of 1-5
  12. 12. Physical Products – Maturity Grid Maturity Model • 25 Attributes, each of which is individually assessed • 5 levels of performance against each of the Attributes • Score both the current performance level (“as is”) and target performance level (“to be”)
  13. 13. Why was the improvement programme started? Delivery Team PPM Initiative
  14. 14. PPM Initiative Why was the PPM initiative started? PPM Initiative = Programme and Project Management Control, Monitor and Reporting Initiative
  15. 15. PPM Initiative What was the approach? Capture and communicate progress while managing risks and issuesApply structure for teams to Apply a focus on Governance, Communication, risk & opportunity management, planning and scheduling, change management, scope management, issue management and reporting Provide Holistic performance reporting – with timely financial, commercial and business support
  16. 16. PPM Initiative What were the priorities?
  17. 17. PPM Initiative What were the desired benefits? Ultimately Meet the Programme and project strategic objectives and delivery targets
  18. 18. PPM Initiative What has been introduced?
  19. 19. PPM Initiative What has been introduced?
  20. 20. EVM Compass Assessments How was the improvement measured?
  21. 21. Assessment Results – November 2009 0 1 2 3 4 5 Foundation Basics ‐ Organisation Basics ‐ Budget Basics ‐ Schedule  Management Basics ‐ Process Execution Goal Score Summarised Project Controls Maturity ‐ Initial Assessment A B C D To‐Be  
  22. 22. Assessment Results – March 2011 0 1 2 3 4 5 Foundation Basics ‐ Organisation Basics ‐ Budget Basics ‐ Schedule  Management Basics ‐ Process Execution Goal Score Summarised Project Controls Maturity ‐ Current Assessments A B C D To‐Be  
  23. 23. Assessment Results – November 2009 0 1 2 3 4 5 1. Project Control Competencies 2. Sponsorship 3. Project Level Authorisation 4. Work Definition  5. Detail Work & Budget Authorisation 6. Responsibility & Accountability 7. Material Management  8. Basis of Estimate 9. Mgmt  Reserve (Cost and Schedule) 10. Supplier Budget Integration 11. Schedule Structure & Content 12. Schedule Resource Allocation 13. Progress Assessment Objectivity 14. Supplier Schedule Integration 15. Documentation  and Consistency Project Controls Maturity ‐ Basics 0 1 2 3 4 5 16. Actual Cost Collection 17. Schedule Progress & Control 18. Data Integrity 19. Estimate  at Complete 20. Supplier Mgmt  & Reporting 21. Risk & Opportunity Management 22. Baseline Change Management 23. Senior Management  Usage 24. Customer Involvement 25. PCS as a Decision Support Tool  Project Controls Maturity ‐ Execution and  Goal A B C D TO‐BE 
  24. 24. Assessment Results – March 2011 0 1 2 3 4 5 1. Project Control Competencies 2. Sponsorship 3. Project Level Authorisation 4. Work Definition  5. Detail Work & Budget Authorisation 6. Responsibility & Accountability 7. Material Management  8. Basis of Estimate 9. Mgmt  Reserve (Cost and Schedule) 10. Supplier Budget Integration 11. Schedule Structure & Content 12. Schedule Resource Allocation 13. Progress Assessment Objectivity 14. Supplier Schedule Integration 15. Documentation  and Consistency Project Controls Maturity ‐ Basics 0 1 2 3 4 5 16. Actual Cost Collection 17. Schedule Progress & Control 18. Data Integrity 19. Estimate  at Complete 20. Supplier Mgmt  & Reporting 21. Risk & Opportunity Management 22. Baseline Change Management 23. Senior Management  Usage 24. Customer Involvement 25. PCS as a Decision Support Tool  Project Controls Maturity ‐ Execution and  Goal A B C D TO‐BE 
  25. 25. PPM Initiative Which benefits were achieved? Better communication of key programme and project milestones The ability to better assess impact of new work Meet the programme & project strategic objectives and delivery targets A reduced need for ‘fire-fighting’ An improved understanding of current workload A better ability to prioritise work A method to identify gaps in the allocation of responsibility for work Improved Risk & Opportunity Management Improved resource allocation A common approach across the Delivery Team
  26. 26. Summary
  27. 27. Summary Described: • Defence Equipment & Support Delivery Teams • The EVM Compass • How the compass was used to support improvement within the Delivery Team • What the improvement programme consisted of • The outcomes of the improvement programme
  28. 28. Any Questions? David Bright Managing Director BMT Hi-Q Sigma Ltd Tel: 01225 820980 Mob: 07793 040919 email: david.bright@hiqsigma.com

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