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Getting project execution working for real


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Getting project execution working – for real!
Merv Wyeth – Chair of ProjM, APM UK
The story of a retired police officer who gained an in-service reputation as Inspector Gadget due to his keen interest in exploiting ICT, now Chair of the ProgM SIG (Program Management Specific Interest Group) where the Projectplace collaborative platform enables project execution. With its agile and social business features, Projectplace proved to be pivotal in supporting ProgM mission “to provide a forum for effective learning and development that promotes the science, discipline, tools and techniques of program management.”

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Getting project execution working for real

  1. 1. Getting Project Execution working for real Merv Wyeth | ProgM Chair, APM |
  2. 2. Inspector Gadget: 1984 - 2009
  3. 3.  It is surely a matter of common sense to make the police service more accountable by publising a single non-emergency number  By optimising the latest technologies, forces could operate virtual call centres and ensure only operators with the appropriate knowledge and training answer particular calls. ”Calling all Stations” Jim Dale, Superintendent, July 1999 followed by ”Answering the Call” Feb 2000 by Inspector Merv Wyeth, Police Review. Call Handling Programme
  4. 4. Y2K
  5. 5. Operation Crackdown  Working together, sharing information, powers & responsibility  Blending technologies to improve usability & public take-up  Pin-pointing problems with map- based reporting  Dashboard reporting for performance improvement  Lessons learned & future application (RGV) Web Contact Programme (ISB4)
  6. 6. Government Announcement, 2007  Increase police officer visibility to the public  Reduced unncessary bureaucracy  Increase the efficiency & effectiiveness of the police service NPIA established programme to provide devices, such as Blackberrys and personal digital devices to deliver these objectives Mobile Information Programme
  7. 7. MIP - Sir Ronnie Flanagan: a warning! “Adopting disparate IT solutions across 43 forces is a potentially huge loss of opportunity and is only like to further complicate the range of processes and systems currently in operation. The criminal law that we are all working to uphold is the same, so why can we not agree common processes to deliver it?”  Body camera footage needs to replace statements  Handheld terminals lead to withdrawal of pocket note books
  8. 8. MIP - Programme Scope
  9. 9. MIP – Measuring the Benefits (1)
  10. 10. MIP - Measuring the Benefits (2)
  11. 11. NAO: Mobile Technology in Policing "The roll-out of mobile technology to police forces was achieved against a tight timescale and at reasonable cost. However, too little consideration was given to the need for the devices or how they would be used. In the majority of forces, the benefits have not so far extended beyond simply allowing officers to spend more time out of the station. Amyas Morse, National Audit Office, 27 January 2012
  12. 12. Report on Mobile Technology in Policing The Home Office estimated that this programme will contribute £125 million to cashable police service savings. So far, police Forces have declared cashable savings of just £0.6 million; less than 1% of the amount invested by the Department in the Programme. Home Office estimates that some £1.5 billion is spent annually on police ICT which is 10% of total Annual spend on policing.
  13. 13. Lean from the Trenches, Henrik Kniberg “The basic idea is to equip every police car with a small laptop with mobile internet connection, and a web application that allows them to handle all the investigation work around a prosecution directly in the field.” RPS (rikspolisstyrelsen), the Swedish national police authority, built & deployed a new digital system called PUST (Polisens mobila Utrednings Stod)
  14. 14. Agile Project Management in Government (1) CIDS - UK Ministry of Defence The “Chapter 33” Solution - US Department of Affairs Sentinel Project – FBI Housing Needs Assessment – Australia MOOSE Data Ingest Project UK Met Office The strong conclusion is that agile project management works much better in government IT projects than traditional methods … Prioritised results are delivered earlier and in small increments. Learning and proving occurs at every delivery cycle. Foreword by Tom Gilb, Norway
  15. 15. Agile Project Management in Government (2) “The problem is that it was made into a big project rather than being phased in. Maybe taking a few benefits at a time rather than all 6 at the same time across HMRC, DWP, Local Authorities with Housing Benefit – it is fiendishly complicated having to calculate these monthly Universal Credit statements that have to be sent to every claimant. If this had been (rolled) out in a more incremental, agile fashion, and if there had been better project management capability within the DWP”
  16. 16. APM (ProgM) “As a SIG we will improve the way we capture & share knowledge, support development & recognise achievements all the while sign-posting the PPM, & wider community to our prize assets – people & knowledge. And we want to hear all about your own successes and failures in Programme Management. We really cannot afford to keep making the same old school-boy errors. Sharing knowledge & experience is how we will learn!” Message from Chair, April 2013
  17. 17. APM Speific Interest Groups
  18. 18. ProgM - Mission To provide a forum for effective learning and development, that promotes the;  science,  discipline,  tools &  techniques of Programme Management
  19. 19. ProgM - Conversations Is this project successful? Share the success with members!  @ Mention to notify a group or person  Attach multiple files  Attach web links & embed videos from URLs # Tags  Express your emotions
  20. 20. ProgM - Group work
  21. 21. ProgM – event planning (#apmmore4less)
  22. 22. ProgM – webinars & increasing our digital footprint
  23. 23. ProgM – virtual meetings
  24. 24. ProgM - working effectively as a virtual team
  25. 25. Thank you Questions ?
  26. 26. Projectplace where projects succeeds