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An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Chair's Opening Address
Adrian Pyne
Director
Pyne Consulting
CREATING AN ENVIRONMENT WHERE
PROJECTS CAN SUCCEED
Adrian Pyne
Open Forum Events
Project and Programme Management: Deliver...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 5
PROJECTS DON’T FIT
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 6
ORGANISATION CULTURE
– FIT FOR PROJECTS
Vision
Strategy
Techno...
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Tony Whitehead
Deputy Director
Major Projects Authority
MPA: Making a Difference
Tony Whitehead
Deputy Director, MPA
• NAO ‘Assurance of High Risk Projects’ (June 2010)
• Prime Ministerial MPA Mandate (January 2011)
• Collaborative partner...
OVERSIGHT
The Government
Major Projects
Portfolio (GMPP)
PLANNING
Integrated Assurance
and Approvals Plans
and Project Rev...
Government Major
Projects Portfolio (GMPP)
12
Major project data reported quarterly
by Departments, including timescale,
c...
Green: Successful delivery of project/programme to time/cost/ quality appears
highly likely, no major outstanding issues
A...
14
• MPA Annual Report published
(23 May 2014)
• CEO appearance at Public
Accounts Committee
(5 June 2014)
• Regular NAO R...
MPAObjectives
15
Challenge, Assure, Support
• Continue to provide ‘challenge’ function to departments through timely and
i...
MPA: Making a Difference
Tony Whitehead
Deputy Director, MPA
tony.whitehead@cabinet-office.gsi.gov.uk
Dr Carl Gavin
Deputy Director
BP Managing Projects Programme
Manchester Business School
Improving Project Leadership and
Capability - a case study:
BP and Manchester Business School
Managing Projects programme
...
• Manchester Business School & BP
• The BP Managing Projects Programme
• Background
• Aims
• Programme structure
• Session...
• Founded in 1965, the largest campus-based business &
management school in the UK - 2,000 students, > 200
teaching staff
...
MBS - Executive Education
• A BP Strategic University Partner since 2003 - BP/UoM
Steering Group including BP Group CFO, Head of
Engineering & Chief...
Projects at BP
BP Managing Projects
Programme
Projects +
Engineering
Basics Training
Projects +
Engineering
The BP Way
Engineering
Manage...
• Began in 2007
• 17 cohorts of project managers through the programme
to date (480 delegates)
• Supported by both MBS sta...
• Target audience is experienced, mid-career BP project
managers – basics of project management are assumed
• Programme ex...
Programme Structure
Residential
Week A
Residential
Week B
1 month
pre-work
1 month
pre-work
6 months reflective
practice
6...
• Project leadership [core theme]
• Project strategy
• Project value
• Managing risk and uncertainty
• Contracting strateg...
• Designed to be the bridge between the classroom and
the workplace
• Stimulates thought about the application of programm...
“I am a better project manager for participating in the
programme”
“The [programme] has changed my perception of project
m...
• Projects are about people not just processes &
procedures (however robust)
• Project managers are hungry for enhancing t...
Financial Times, 15th June 2014
• Manchester Business School & BP
• The BP Managing Projects Programme
• Background
• Aims
• Programme structure
• Session...
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Andrew Brown
Managing Director
Acuity Business Solutions
©2014 Acuity Business Solutions Ltd
Managing Complex Programmes
within the Public Sector
Andrew Brown
Managing Director of...
©2014 Acuity Business Solutions Ltd
Introduction
• The challenges of major modernisation initiatives
• Streamlining withou...
©2014 Acuity Business Solutions Ltd
Managing Stakeholders
©2014 Acuity Business Solutions Ltd
Stakeholder Challenges
Lack of time
Not PPM orientated
Who?
Personal agenda
Not empowe...
A fully reformed
Pension scheme
IMPLEMENTATIONNON-PROJECT
OTHER POLICY & LEGISLATION
April 2015 April 2016
April
2015
Apri...
A fully reformed
Pension scheme
IMPLEMENTATIONNON-PROJECT
OTHER POLICY & LEGISLATION
April 2015 April 2016
April
2015
Apri...
©2014 Acuity Business Solutions Ltd
Managing Change
©2014 Acuity Business Solutions Ltd
The Challenges of Change
• Organisational priorities
• Legislative compliance
• Better...
©2014 Acuity Business Solutions Ltd
The Programme Manager
©2014 Acuity Business Solutions Ltd
Planning within Resource
Constraints
©2014 Acuity Business Solutions Ltd
What they said about planning
“A goal without a plan is just a wish”
Antoine de Saint-...
Less is More
©2014 Acuity Business Solutions Ltd
©2014 Acuity Business Solutions Ltd
Summary
www.acuitynet.co.uk
Mark Reilly
Internal Audit
Transport for London
Project assurance: ensuring the pre-
requisites for success are in place
Presentation by
Mark Reilly M.Eng C.Eng MICE MAPM...
What exactly is assurance?
• assurance n. Emphatic declaration, guarantee; self-confidence,
assertiveness; insurance esp. ...
What is the Assurer often asked?
18 Oct 06 57
• I need to know that everything is under control?
• Is what I am being told...
Assurance Landscape
18 Oct 06 58
Internal Audit
External
Audit
Quality
Assurance
Health &
Safety
OGC
GatewayTM
Independent...
Assurance Landscape
18 Oct 06 59
Internal Audit
External
Audit
Quality
Assurance
Health &
Safety
OGC
GatewayTM
Independent...
ORGANISATION’S
RISKS
First Line of
Defence
Outcome:
Control of risks
ORGANISATION’S
RISKS
CONTROLS
Application of a
Manage...
Integrated Assurance Framework
• Map the assurance communities of interest
• Establish a lead assurance provider for the p...
18 Oct 06 62
Assurance maps
18 Oct 06 63
Assurance maps
The APM Assurance SIG
18 Oct 06
64
4 work streams currently under way:
– Integrated assurance
• Developing an approach to ...
18 Oct 06 65
Thank you
18 Oct 06 66
Question and answer session
Steve Messenger
Chair
DSDM Consortium
www.dsdm.org
Separation
Steve Messenger
Chairman DSDM Consortium
www.dsdm.org
Agenda
 The Business Transformation
 The Approach Using DSDM
 Foundations and Teams
 Exploration and Engi...
www.dsdm.org
History of DSDM
• Evolved from RAD
• Created Collaboratively
by practitioners for
practitioners
• DSDM Consor...
www.dsdm.org
• Agile PM Certified Trainer
• Chairman, DSDM Consortium
• DSDM Advanced Practitioner
• DSDM Certified Traine...
www.dsdm.org
Steve Messenger
• Director, Herald Associates Limited
• Over 30 years experience in Software, IT and Project
...
www.dsdm.org
The Business Transformation
2
• Pharmaceutical Company
• Organisation already had number of
separate companie...
www.dsdm.org
Complexity
3
• Affected all aspects of
organisation:
• Legal; Finance; IT; Supply
Chain; HR; Procurement;
Sal...
www.dsdm.org
Decided to Use DSDM
2
• Feasibility / Foundations to set
the basis for the programme
• Overall Business Desig...
www.dsdm.org
Foundations
2
• Created the Vision so
everyone understood the
purpose and business
imperatives
• Determined k...
www.dsdm.org
Foundations – Project Organisation
2
www.dsdm.org
Foundations - Teams
2
Legal Team
Finance Team
IT – ERP Team
Supply Chain Team
HR Team
IT – Other
Internationa...
www.dsdm.org
Evolutionary Development
2
• Each team had major
objective(s)
• Iterated to determine best
solution in their ...
www.dsdm.org
Deployment
2
• Many IT changes to ERP
could be deployed early
• Similarly other IT systems
• New T’s and C’s ...
www.dsdm.org
Agile Programme Management
www.dsdm.org
Summary
4
• DSDM worked well on large, complex project
• Small teams around a central business model /
archit...
www.dsdm.org
Questions?
www.dsdm.org
Gated Review Processes
Typical Gates
1. Permission to
investigate an idea
2. Permission to build
a Business C...
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Harvey Wheaton
Chair
Scrum Alliance
Scrum Inside Scrum Alliance
Harvey Wheaton | 25th June 2014
Harvey Wheaton
• Chairman of the Board of Directors, Scrum Alliance
• Software development manufacturing, consulting, bank...
91
Scrum Alliance
Inside Scrum Alliance
• Board of Directors
• CEO
• Staff of 18, expanding rapidly
• Running a sizeable membership organisa...
93
Advocacy
EducationCommunity
300,000+
Scrum
Alliance
Members
“Transforming the
World of Work”
6,000+ new members
per mon...
Certifications
94
Membership typically
starts with entry-level
certification
95
Scrum Framework
Scrum is simple, but
not easy!
96
Scrum Inside Scrum Alliance
97
Organisation Backlog
Release Planning
PO
SM
PO SM PO SMPO SM
PO SM
98
Epics and Personae
99
Refined…
100
• Business drivers/filters for prioritisation
• Agile Values and principles
• Applying to non-software
• Coaching supp...
Thank you for listening
Harvey Wheaton | 25th June 2014
Adrian Pyne
Director
Pyne Consulting
THE MYTH OF
AGILE PROJECT MANAGEMENT
Adrian Pyne
Open Forum Events
Project and Programme Management: Delivering Quality
Ou...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 105
MYTHS OF AGILE 1: AGILE IS NEW
"Vercingetorix Throws Down Hi...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 106
THE PRINCIPLES OF AGILE
 Satisfy the customer, produce outc...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 107
MYTHS OF AGILE 2:
There is such a thing as Agile Project
Man...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 108
MYTHS OF AGILE 3
Agile is a magic bullet
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 109
MYTHS OF AGILE 4
Scrum is a project management method
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 110
MYTHS OF AGILE 5
Agile cannot work in my organisation
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 111
ORGANISATION CULTURE
Vision
Strategy
Technology
ProcessPolic...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 112
THE TRUTH ABOUT AGILE: VALUE
• PWC report – 3rd Global surve...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 113
ITS LUNCHTIME…C’MON LETS BE AGILE!
E: a.pyne@btconnect.com
Question and answer session
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Chair's Afternoon Address
Adrian Pyne
Director
Pyne Consulting
PEOPLE:
THE POOR RELATION TO PROCESS
Adrian Pyne
Open Forum Events
Project and Programme Management: Delivering Quality
Ou...
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 118
People
Process
Technology
HOW PEOPLE HAS FAIRED SO FAR
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 119
People
Process
Technology
PEOPLE MAKE A DIFFERENCE
lPyne Consulting
Copyright © 2014 Pyne Consulting Limited 120
(T + C + Q) * P = V (Value)
Time
People
Quality
Cost
Time
Qu...
Colin Cram
Chief Executive
Open Forum Events
WELCOME TO
NEW EU PROCUREMENT DIRECTIVE!
A Game Changer or Disguised
Incrementalism?
http://www.europarl.europa.eu/sides/g...
PURPOSE OF DIRECTIVE
• Bring up to date with developments in
procurement and public procurement
• Less Bureaucratic – More...
MAIN FEATURES
• New Procedures
• Revised Procedures and Thresholds
• Shorter Timescales
• Emphasis on Whole Life Costing
•...
THRESHOLDS
These remain the same except for services
Euros £
Works 5,186,000 4,322,012
Goods and Services
• Central Govern...
SERVICES FOR WHICH Euro 750,000APPLIES
• Health
• Social
• Educational
• Cultural
• Benefit and Compulsory Social Security...
PROCEDURES
• Open
• Restricted
• Competitive Procedure with Negotiation
• Competitive Dialogue
• Innovation Partnership
• ...
MINIMUM TIMESCALES
OPEN PROCEDURE: Receipt of tenders
• 35 days from date contract notice was sent
• 30 days if tenders ca...
MINIMUM TIMESCALES
RESTRICTED PROCEDURE
• 35 days from date contract notice was sent for requests to
participate
• 30 days...
MINIMUM TIMESCALES
COMPETITIVE PROCEDURE BY NEGOTIATION
Receipt of tenders
• 30 days for requests to participate
• 30 days...
MINIMUM TIMESCALES
DYNAMIC PURCHASING SYSTEM
• Follow rules of restricted procedure
• 30 days from date contract notice wa...
COMPETITIVE PROCEDURE WITH NEGOTIATION
• Works, services or supplies
• Description of needs and characteristics required
•...
DYNAMIC PURCHASING SYSTEM
• Commonly used purchases – supplies, works, services -
characteristics generally available on m...
E-AUCTIONS
• For any supplies, services and works except for those
that cannot be ranked using automatic evaluation
method...
ELECTRONIC CATALOGUES
• Can require tenders to be presented in the form of an
electronic catalogue
• Can be made mandatory...
MAKING LIFE EASIER FOR SMEs
• European Single Procurement Document
• Self Declaration
• Supporting documents/evidence norm...
WHOLE LIFE COSTING/LIFE CYCLE COSTING
• Preferred approach
• Includes
• Costs related to acquisition
• Costs of use such a...
BANNING SUPPLIERS FROM BIDDING
INCLUDES
• Significant and persistent deficiencies in performance of
previous contract
• Pr...
OTHER ISSUES
• Contracts between entities within public sector not covered
by Directive
• ‘Light’ regime for certain servi...
Colin Cram FCIPS
Open Forum Events
Marc1 Ltd
Email: colin.cram@marcltd.com
Tel: +44 (0)1457 239894
Mob: +44 (0)75251 49611...
Julian Foster
Delivery Director
Heathrow Airport Limited
Question and answer session
Tim Pryce
Head of Public Sector
Carbon Trust
Carbon in the public sector
Delivering and financing a carbon
reduction programme
Wednesday 25 June 2014
Tim Pryce, Head o...
We have a mission to accelerate the move to a
sustainable, low carbon economy
Why set up a carbon and resource
efficiency programme?
Intergovernmental Panel on Climate Change
Confirms global warming trends & that human
action is the dominant cause of clim...
Financial and regulatory business case
1. UK Climate Change Act – it’s the law!
2. Supporting legislation and strategies s...
How to set up a carbon
programme
Build a team
Nominate an empowered carbon and resource
efficiency lead. And support them with:
Visible senior engagement
N...
Using the GHG protocol to
set a baseline
Scope 2:
Utilities - indirect
Scope 3:
Other indirect
Scope 1:
Direct
Wider influ...
Setting carbon reduction
targets
Average 5 year CO2 reduction target – 25%
Aggregate projects into a
roadmap to meet targets
10%
20%
30%
40%
Yr 5 Yr 10Yr 0
10% after 5yrs from Good
Housekeeping, eg...
Build business case and get
senior sign off
Build a business case
o Quantify carbon and financial savings
o Clearly state ...
Monitor and communicate
progress
Advanced metering-
in time and space
Monitor progress
against targets
Communicate savings...
Carbon Trust Carbon Management
programme
Building
the team &
setting the
scope
Measuring
baseline
and goals
Identifying
th...
Going further - scope 3 reporting
Financing a carbon reduction
programme
Options for financing your
projects
In simple terms, for a public body expenditure is
financed:
– through your own money (...
External finance- public
money
Generation support:
– FITs for electricity generation
– RHI for heat generation
UK Governme...
External finance- private
money
Private debt finance
Carbon Trust/ Siemens scheme, RBS, Aviva…
Use external ESCo supplier:...
Case study - Addenbrookes
Cambridge
Part of Cambridge University Hospitals NHSFT
New energy centre for existing and expand...
www.carbontrust.co.uk
tim.pryce@carbontrust.co.uk
020 7832 4662
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Alison Copley
Principal Associate for Transformation
West and South Yorkshire and
Bassetlaw Commissioning Support
Unit
Momentum
Alison Copley| 25 June 2014
Managing momentumwhen
there are multi partner/
organisations involved and the key
agenda is integration or whole
systems i...
Context: Commissioning Support Unit
and what we do …
• Transformation team – Local people focus
• Customer base – includes...
How do you achieve the right pace of
change and keep momentum going?
1SRO
ManyChangeleaders
How do you achieve the right pace of
change and keep momentum going?
Start less,
complete
more
Is the journey really as important as the
immediate goals?
Use the substance of
project management to
make a difference, b...
Is the journey really as important as the
immediate goals?
NIH’ism is an
authentic
reaction
Facts
dismantle
barriers
Is there real benefit from facilitating the
relationships between your stakeholders
in terms of future transformation?
Sta...
Risk – real and present?
Advance until
apprehended!
Momentum = Moving forward
Pace-maker
Journey
together
Collaborative
Relationships



Questions?
Will Laing
Business Delivery Manager for Local
Government
Crown Commercial Service
Project and Programme
Management –
A Case Study
IT in Local Government
Will Laing – Business Delivery Manager, CCS
Overview
• The Crown Commercial Service (CCS)
• The LGA’s National Category Management Strategy for IT
• Sourcing Project ...
Three key inter-related service areas
Indirect
Advisory
Building the
Commercial
Profession
Direct
Buying
183
Vision Enthusiasm Governance
ENGAGEMENT, MANAGEMENT AND LEADERSHIP
Responsive
Reliable
Relationships
We have a ‘customer
c...
LGA National ICT Strategy
• ICT is one of three categories prioritised by the LGA; construction and energy are the others
...
6
Programme Structure
Software Applications
Software Licensing
G-Cloud and Local Government
Supplier Relationship Development
Aggregation
Projec...
Sourcing Programme and Project Managers
Two key frameworks:
ConsultancyONE – RM1502
– Average Savings of 22%
– 20 Supplier...
Delivering value for the nation through
outstanding commercial capability and
quality customer serviceGet in touch
Tel: 03...
Question and answer session
An open forum to debate, analyse and distil
government policy and best practice initiatives.
www.openforumevents.co.uk
Chair's Closing Address
Adrian Pyne
Director
Pyne Consulting
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
Project and programme management master
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Project and programme management master

  1. 1. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  2. 2. Chair's Opening Address Adrian Pyne Director Pyne Consulting
  3. 3. CREATING AN ENVIRONMENT WHERE PROJECTS CAN SUCCEED Adrian Pyne Open Forum Events Project and Programme Management: Delivering Quality Outcomes 25th May 2014 4 lPyne Consulting
  4. 4. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 5 PROJECTS DON’T FIT
  5. 5. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 6 ORGANISATION CULTURE – FIT FOR PROJECTS Vision Strategy Technology ProcessPolicies Values Organisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice
  6. 6. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  7. 7. Tony Whitehead Deputy Director Major Projects Authority
  8. 8. MPA: Making a Difference Tony Whitehead Deputy Director, MPA
  9. 9. • NAO ‘Assurance of High Risk Projects’ (June 2010) • Prime Ministerial MPA Mandate (January 2011) • Collaborative partnership - CO, HMT and Departments • Robust portfolio approach to high value, high risk Government projects and programmes • Central overview of spending, milestones, benefits and assurance, integrated with HMT approvals “Sea change in oversight of central Government’s major projects at both individual & portfolio level” UNCLASSIFIED10 MPA– Launched 2011
  10. 10. OVERSIGHT The Government Major Projects Portfolio (GMPP) PLANNING Integrated Assurance and Approvals Plans and Project Reviews INTERVENTION The power to intervene where projects have stalled or are failing REPORTING Transparency in reporting regime for Major Projects UNCLASSIFIED11 MPA– Wide Influence and Oversight
  11. 11. Government Major Projects Portfolio (GMPP) 12 Major project data reported quarterly by Departments, including timescale, cost, benefits, delivery confidence, leadership turnover
  12. 12. Green: Successful delivery of project/programme to time/cost/ quality appears highly likely, no major outstanding issues Amber/Green: Successful delivery appears probable, although attention needed to ensure risks do not materialise into major issues Amber: Successful delivery appears feasible, though significant issues exist. These appear resolvable &, if addressed promptly, should allow delivery Amber/Red: Successful delivery in doubt with major risks/issues apparent in a number of areas, needing urgent action to address and to assess whether resolution is feasible Red: Successful delivery appears unachievable. Major issues (definition, schedule, budget , benefits) do not appear to be manageable or resolvable. Project/Programme may need re-base lining and/or overall viability re-assessed 13 Delivery ConfidenceAssessment (RAG Ratings)
  13. 13. 14 • MPA Annual Report published (23 May 2014) • CEO appearance at Public Accounts Committee (5 June 2014) • Regular NAO Reviews MPACommitment to Openness and Transparency
  14. 14. MPAObjectives 15 Challenge, Assure, Support • Continue to provide ‘challenge’ function to departments through timely and insightful assurance ahead of approval points, but also offer bespoke, specialist support and advice to help maintain project delivery momentum Create Project Based Controls through Alignment • Work with CO and HMT to develop better alignment, so funding approvals, assurance and milestone checkpoints completed as smoothly as possible Encourage Strategic Prioritisation • Facilitate a process supporting senior departmental decision making on project portfolios, based on resource constraints, risks & interdependencies Build Long Term Capability and a ‘Profession’ • Ensure all dept project teams have the talent and delivery skills needed, enrolling project leaders onto MPLA and promoting the ‘profession’
  15. 15. MPA: Making a Difference Tony Whitehead Deputy Director, MPA tony.whitehead@cabinet-office.gsi.gov.uk
  16. 16. Dr Carl Gavin Deputy Director BP Managing Projects Programme Manchester Business School
  17. 17. Improving Project Leadership and Capability - a case study: BP and Manchester Business School Managing Projects programme Dr Carl Gavin Senior Lecturer & Deputy Director – BP Managing Projects Programme Manchester Business School, University of Manchester
  18. 18. • Manchester Business School & BP • The BP Managing Projects Programme • Background • Aims • Programme structure • Session themes • Reflective practice • Reflections on improving project leadership and capability Overview
  19. 19. • Founded in 1965, the largest campus-based business & management school in the UK - 2,000 students, > 200 teaching staff • Rankings: • First in the UK for business research (RAE) • FT rates our doctoral programme as number three in the world • Forbes survey ranks our MBA programme 4th place outside US • UK government body (HEFCE) ranks MBS teaching capabilities as ‘Excellent’, the highest category • International centres in USA, Middle East, Hong Kong, China, Singapore and Brazil supporting a further 3,500 students worldwide • Long tradition of teaching and research in the management of projects Manchester Business School
  20. 20. MBS - Executive Education
  21. 21. • A BP Strategic University Partner since 2003 - BP/UoM Steering Group including BP Group CFO, Head of Engineering & Chief Scientist • Research collaboration: • BP International Centre for Advanced Materials (BP-ICAM) • Funding of $100m over 10 years • 14 projects underway • BP Corrosion Laboratory (with MIT) • Scholarships: 100 undergraduate bursaries per annum • Recruitment: Early Engagement Programme • Executive Education: • Engineering Management • Managing Projects University of Manchester & BP
  22. 22. Projects at BP
  23. 23. BP Managing Projects Programme Projects + Engineering Basics Training Projects + Engineering The BP Way Engineering Management Managing Projects Executive and Leadership Programmes
  24. 24. • Began in 2007 • 17 cohorts of project managers through the programme to date (480 delegates) • Supported by both MBS staff and BP subject matter experts • Underpinned by a virtual learning environment (blended learning) • Successful delegates awarded a Postgraduate Certificate in Managing Projects (60 credits) • MBS has Registered Education Provider status with the Project Management Institute (PMI) - delegates who are PMI members can earn 400 Category 3 Professional Development Units (PDUs) for successfully completing the MP Programme BP Managing Projects Programme
  25. 25. • Target audience is experienced, mid-career BP project managers – basics of project management are assumed • Programme explores concepts of leadership and judgement in project contexts – to increase BP’s capability to consistently deliver successful projects • The programme is: • designed to explore concepts, techniques, experience and examples of good leadership, judgement and practice • an opportunity to share experience • focused on practical application of programme concepts and techniques to generate real value for projects and BP • an opportunity for BP project managers to network • “Manchester Method”: experiential rather than analytical learning – addressing real problems back in the workplace Aims of the Programme
  26. 26. Programme Structure Residential Week A Residential Week B 1 month pre-work 1 month pre-work 6 months reflective practice 6 months reflective practice Postgraduate Certificate (60 Credits) PDUs 12 month programme Psychometric testing Psychometric testing
  27. 27. • Project leadership [core theme] • Project strategy • Project value • Managing risk and uncertainty • Contracting strategy • Managing quality • Managing change • Creating safe, reliable, compliant facilities • Human reliability • Supplier oversight • Learning from projects • Mentoring Session Themes
  28. 28. • Designed to be the bridge between the classroom and the workplace • Stimulates thought about the application of programme concepts and principles within the delegates’ projects • Supported by BP and MBS staff through the virtual learning environment throughout the programme • Two assignments: Project Leadership and Creating a Distinctive Project / World Class Execution • Assessed by University faculty to provide the credits towards the Postgraduate Certificate in Managing Projects • MBS provide BP with an annual report of themes tackled within the reflective practice assignments Reflective Practice
  29. 29. “I am a better project manager for participating in the programme” “The [programme] has changed my perception of project management and execution” “My perspective on my current job has changed dramatically” “The project teams I have lead since participating in [the programme] have been more effective, better organized, more quickly cohesive, and better aligned to the goals and issues each project presented … The experience has been invaluable” “The programme has enabled me to take a step away from the day to day pressure of my project leadership role and provided an opportunity to experience alternative views and time to consider strategies to improve my own performance and that of my team” Recent Delegate Comments
  30. 30. • Projects are about people not just processes & procedures (however robust) • Project managers are hungry for enhancing their leadership & people skills – allow them to do so • “Force” the application of learning to the workplace – this changes the organisation • Encourage project managers to teach what they have learned to their colleagues back in the workplace • Capture, share and apply lessons learnt on projects in order to reduce risk and improve project outcomes (this is difficult!) • Project managers need a sense of empowerment to proactively address the opportunities and challenges that they face in their projects – this requires trust Reflections on improving project leadership & capability
  31. 31. Financial Times, 15th June 2014
  32. 32. • Manchester Business School & BP • The BP Managing Projects Programme • Background • Aims • Programme structure • Session themes • Reflective practice • Reflections on improving project leadership and capability Overview
  33. 33. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  34. 34. Andrew Brown Managing Director Acuity Business Solutions
  35. 35. ©2014 Acuity Business Solutions Ltd Managing Complex Programmes within the Public Sector Andrew Brown Managing Director of Acuity Business Solutions
  36. 36. ©2014 Acuity Business Solutions Ltd Introduction • The challenges of major modernisation initiatives • Streamlining without compromising quality of results • Three areas to explore: • Stakeholder Management • Managing Change • Planning with Resource Constraints
  37. 37. ©2014 Acuity Business Solutions Ltd Managing Stakeholders
  38. 38. ©2014 Acuity Business Solutions Ltd Stakeholder Challenges Lack of time Not PPM orientated Who? Personal agenda Not empowered Won’t be told Sector complexities
  39. 39. A fully reformed Pension scheme IMPLEMENTATIONNON-PROJECT OTHER POLICY & LEGISLATION April 2015 April 2016 April 2015 April 2014 Programme Assurance Framework Technical Guide Annual Administrative enhancements PQ/TO/PO/FOI Responses Long term contributions Transitional Regulations Tiered Contributions Pension Scheme Funding Model Yr3 Increased Contributions Compliance 2015 Scheme Implementation Pension provider reprocuement Communications Planning April 2014 April 2017 April 2016 April 2017 Current Scheme Regulation Tiered Contributions Direction / TO Applications Financial Monitoring / Management REGULATIONS DEVELOPMENT BUSINESS AS USUAL 2015 Scheme Regulations Scheme Access Compliance Regime Single Tiered Pensions Implementation Single Tiered Pensions Regulations Scheme Valuation KEY Government Department Employer Representitive Pensions Administrators OUT OF SCOPE Protection Opt-out Implementation High Earners 2013/2014 Same sex marriage Pension Scheme Governance Single Tier Preparation Equality Impact Assesment Policy Impact Assessment 2015 PENSION REFORMS Budget 2014: Freedom to Choose Tiered Contributions Annual employment enhancements Communications Planning Annual Administrative enhancements Annual employment enhancements
  40. 40. A fully reformed Pension scheme IMPLEMENTATIONNON-PROJECT OTHER POLICY & LEGISLATION April 2015 April 2016 April 2015 April 2014 Programme Assurance Framework Technical Guide Annual Administrative enhancements PQ/TO/PO/FOI Responses Long term contributions Transitional Regulations Tiered Contributions Pension Scheme Funding Model Yr3 Increased Contributions Compliance 2015 Scheme Implementation Pension provider reprocuement Communications Planning April 2014 April 2017 April 2016 April 2017 Current Scheme Regulation Tiered Contributions Direction / TO Applications Financial Monitoring / Management REGULATIONS DEVELOPMENT BUSINESS AS USUAL 2015 Scheme Regulations Scheme Access Compliance Regime Single Tiered Pensions Implementation Single Tiered Pensions Regulations Scheme Valuation KEY Possible Slippage On Track Milestone has or will miss deadline OUT OF SCOPE Protection Opt-out Implementation High Earners 2013/2014 Same sex marriage Pension Scheme Governance Single Tier Preparation Equality Impact Assesment Policy Impact Assessment 2015 PENSION REFORMS Budget 2014: Freedom to Choose Tiered Contributions Annual employment enhancements Communications Planning Annual Administrative enhancements Annual employment enhancements
  41. 41. ©2014 Acuity Business Solutions Ltd Managing Change
  42. 42. ©2014 Acuity Business Solutions Ltd The Challenges of Change • Organisational priorities • Legislative compliance • Better understanding of customer experience • Political change • political change • Resource availability (staff and funding) The answer…
  43. 43. ©2014 Acuity Business Solutions Ltd The Programme Manager
  44. 44. ©2014 Acuity Business Solutions Ltd Planning within Resource Constraints
  45. 45. ©2014 Acuity Business Solutions Ltd What they said about planning “A goal without a plan is just a wish” Antoine de Saint-Exupéry1900 –1944, French aristocrat, writer, poet, and pioneering aviator “In preparing for battle I have always found that plans are useless, but planning is indispensable” Dwight D Eisenhower, Allied commander for the invasion of Europe 1944 “Unless Commitment is made, there are only promises and hopes; but no plan” Peter Druker, Business Guru
  46. 46. Less is More
  47. 47. ©2014 Acuity Business Solutions Ltd
  48. 48. ©2014 Acuity Business Solutions Ltd Summary www.acuitynet.co.uk
  49. 49. Mark Reilly Internal Audit Transport for London
  50. 50. Project assurance: ensuring the pre- requisites for success are in place Presentation by Mark Reilly M.Eng C.Eng MICE MAPM, Transport for London, and APM Specific Interest Group on Assurance
  51. 51. What exactly is assurance? • assurance n. Emphatic declaration, guarantee; self-confidence, assertiveness; insurance esp. of life; certainty. (Source: The Pocket Oxford Dictionary.) • assurance noun 1.the act of assuring 2.the state of being assured; sureness; confidence; certainty 3.something said or done to inspire confidence, as a promise, positive statement, etc.; guarantee (Source: www.yourdictionary.com) • P3 assurance The process of providing confidence to stakeholders that projects, programmes and portfolios will achieve their scope, time, cost and quality objectives, and realise their benefits. (Source: APM)
  52. 52. What is the Assurer often asked? 18 Oct 06 57 • I need to know that everything is under control? • Is what I am being told is correct? • I am going to get what I want? • Will the project going to finish on time and within budget”. • If things are going horribly wrong and should I can the project!?
  53. 53. Assurance Landscape 18 Oct 06 58 Internal Audit External Audit Quality Assurance Health & Safety OGC GatewayTM Independent Engineer reviewsPMO/PMCoE Control Self Assurance NAO Policies Standards Processes Systems Project Audits Contract Audits Peer Reviews
  54. 54. Assurance Landscape 18 Oct 06 59 Internal Audit External Audit Quality Assurance Health & Safety OGC GatewayTM Independent Engineer reviewsPMO/PMCoE Control Self Assurance NAO Policies Standards Processes Systems Project Audits Contract Audits Peer Reviews Audit Committees Sponsors MDs & Directors Project Boards / SROs Programme Boards Governing Bodies Shareholders Public & media
  55. 55. ORGANISATION’S RISKS First Line of Defence Outcome: Control of risks ORGANISATION’S RISKS CONTROLS Application of a Management System, comprising policies, procedures, processes, standards, etc. ASSURANCE Management Second Line of Defence Outcome: Confirmation of control of risks (Verification) First Line of Defence Outcome: Control of risks ORGANISATION’S RISKS CONTROLS Application of a Management System, comprising policies, procedures, processes, standards, etc. COMPLIANCE Management assurance, comprising monitoring, checks and audits by Risk Management, Quality Assurance, PMOs, etc. ASSURANCE ASSURANCE Management Management Second Line of Defence Outcome: Confirmation of control of risks (Verification) First Line of Defence Outcome: Control of risks Third Line of Defence Outcome: Strategic overview of system of control ORGANISATION’S RISKS CONTROLS Application of a Management System, comprising policies, procedures, processes, standards, etc. COMPLIANCE Management assurance, comprising monitoring, checks and audits by Risk Management, Quality Assurance, PMOs, etc. INDEPENDENT REVIEW Assurance through independent reviews by Internal Audit, External Audit (e.g. NAO), independent peers, or external scrutiny. ASSURANCE ASSURANCE ASSURANCE Management Management Board & external stakeholders 18 Oct 06 60 Three Lines of Defence Model for Assurance
  56. 56. Integrated Assurance Framework • Map the assurance communities of interest • Establish a lead assurance provider for the project • Provide a comprehensive, shared and consistent view of risk • Set out the standards for Assurance • Map assurance interventions 18 Oct 06 61
  57. 57. 18 Oct 06 62 Assurance maps
  58. 58. 18 Oct 06 63 Assurance maps
  59. 59. The APM Assurance SIG 18 Oct 06 64 4 work streams currently under way: – Integrated assurance • Developing an approach to collaborative working between assurance providers – Project Auditing • Sharing approaches and experiences in project auditing, and developing best practice guidance – Measures for Assuring Projects • Investigating and developing guidance on measures that can be used to gain assurance – Assurance of Agile projects • Development of guidance to applying assurance principles in fast- moving Agile environments
  60. 60. 18 Oct 06 65
  61. 61. Thank you 18 Oct 06 66
  62. 62. Question and answer session
  63. 63. Steve Messenger Chair DSDM Consortium
  64. 64. www.dsdm.org Separation Steve Messenger Chairman DSDM Consortium
  65. 65. www.dsdm.org Agenda  The Business Transformation  The Approach Using DSDM  Foundations and Teams  Exploration and Engineering  Deployment  Summary 2www.dsdm.org
  66. 66. www.dsdm.org History of DSDM • Evolved from RAD • Created Collaboratively by practitioners for practitioners • DSDM Consortium not for Profit • Agile Manifesto Founder • 1995 DSDM V1 • 2003 DSDM V4.2 • 2007 DSDM Atern • 2011 Agile PM • 2014 – DSDM Agile Project Framework 3www.dsdm.org
  67. 67. www.dsdm.org • Agile PM Certified Trainer • Chairman, DSDM Consortium • DSDM Advanced Practitioner • DSDM Certified Trainer • DSDM Certified Examiner • Agile Foundation certified examiner • Agile Advanced Practitioner Certified Examiner • Training, Coaching and Consultancy • DSDM Early Adopter – Boston Globe 4www.dsdm.org Steve Messenger
  68. 68. www.dsdm.org Steve Messenger • Director, Herald Associates Limited • Over 30 years experience in Software, IT and Project Management • PRINCE 2 accredited • Industries worked in – Pharmaceutical – Newspaper – Control Systems – Insurance (Lloyds of London) – Local Government – Hydrographic – Electronic Sea Charts 5www.dsdm.org
  69. 69. www.dsdm.org The Business Transformation 2 • Pharmaceutical Company • Organisation already had number of separate companies • Structure not meeting current business requirements • Re-structure organisation into new company model
  70. 70. www.dsdm.org Complexity 3 • Affected all aspects of organisation: • Legal; Finance; IT; Supply Chain; HR; Procurement; Sales • Short timescale for delivery • Solution unclear • Needed to consider • All Business Processes • All locations • The company organisation • Information
  71. 71. www.dsdm.org Decided to Use DSDM 2 • Feasibility / Foundations to set the basis for the programme • Overall Business Design • Roles and Responsibilities • Evolutionary Development to carry out the changes required • Technical • Process • Organisational • Informational
  72. 72. www.dsdm.org Foundations 2 • Created the Vision so everyone understood the purpose and business imperatives • Determined key areas to be involved • Supply Chain; Finance; Legal / Tax; HR; IT • Through a series of workshops, iterated through the best business design to meet the separation requirements • Determined High – Level Changes required • Planned, including risks, early benefits
  73. 73. www.dsdm.org Foundations – Project Organisation 2
  74. 74. www.dsdm.org Foundations - Teams 2 Legal Team Finance Team IT – ERP Team Supply Chain Team HR Team IT – Other International Finance and Tax Head of Finance Me Legal
  75. 75. www.dsdm.org Evolutionary Development 2 • Each team had major objective(s) • Iterated to determine best solution in their area • Understood level of empowerment • Understood interfaces and dependencies • Cross – team integration • Team daily stand ups • Cross team weekly stand ups • Electronic project room Legal Team Finance Team IT – ERP Team Supply Chain Team HR Team IT – Other
  76. 76. www.dsdm.org Deployment 2 • Many IT changes to ERP could be deployed early • Similarly other IT systems • New T’s and C’s for Employees • New stationery • Company Set Ups • Information prepared • Full switch over • September not January • Bedded in by January Legal Team Finance Team IT – ERP Team Supply Chain Team HR Team IT – Other
  77. 77. www.dsdm.org Agile Programme Management
  78. 78. www.dsdm.org Summary 4 • DSDM worked well on large, complex project • Small teams around a central business model / architecture • Iterating to best solution • Good Communication • Good Leadership • Well defined vision • Beware Legal!
  79. 79. www.dsdm.org Questions?
  80. 80. www.dsdm.org Gated Review Processes Typical Gates 1. Permission to investigate an idea 2. Permission to build a Business Case 3. Business Case approval – go ahead 4. Permission to test deliverables 5. Permission to deliver 6. Project closure 7www.dsdm.org
  81. 81. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  82. 82. Harvey Wheaton Chair Scrum Alliance
  83. 83. Scrum Inside Scrum Alliance Harvey Wheaton | 25th June 2014
  84. 84. Harvey Wheaton • Chairman of the Board of Directors, Scrum Alliance • Software development manufacturing, consulting, banking, video games • Astra Zeneca, Cap Gemini, JP Morgan, Electronic Arts, Supermassive Games • Projects large and small; ‘Waterfall’ and Agile • A passion for people and teams achieving extraordinary results 90
  85. 85. 91 Scrum Alliance
  86. 86. Inside Scrum Alliance • Board of Directors • CEO • Staff of 18, expanding rapidly • Running a sizeable membership organisation • Continuously improving our products and services • Major strategic goal of 500,000 Certified Scrum Professionals (CSP) by the end of 2023 92 Operations Projects Major Initiatives
  87. 87. 93 Advocacy EducationCommunity 300,000+ Scrum Alliance Members “Transforming the World of Work” 6,000+ new members per month 2 Global Gatherings per year Major program of certifications Software and non- software
  88. 88. Certifications 94 Membership typically starts with entry-level certification
  89. 89. 95 Scrum Framework Scrum is simple, but not easy!
  90. 90. 96 Scrum Inside Scrum Alliance
  91. 91. 97 Organisation Backlog Release Planning PO SM PO SM PO SMPO SM PO SM
  92. 92. 98 Epics and Personae
  93. 93. 99 Refined…
  94. 94. 100 • Business drivers/filters for prioritisation • Agile Values and principles • Applying to non-software • Coaching support as well as training • Organisational level Product Owner and ScrumMaster • Alignment across all functions • Lean start-up thinking • Level of detail and complexity in the organisation Backlog • Support/ operations vs projects • Tools Some of Our Learning
  95. 95. Thank you for listening Harvey Wheaton | 25th June 2014
  96. 96. Adrian Pyne Director Pyne Consulting
  97. 97. THE MYTH OF AGILE PROJECT MANAGEMENT Adrian Pyne Open Forum Events Project and Programme Management: Delivering Quality Outcomes 25th May 2014 lPyne Consulting
  98. 98. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 105 MYTHS OF AGILE 1: AGILE IS NEW "Vercingetorix Throws Down His Arms at the Feet of Julius Caesar (50BC)", 1899, by Lionel Noel Royer Agile is new
  99. 99. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 106 THE PRINCIPLES OF AGILE  Satisfy the customer, produce outcomes that result in benefits  Embrace changing requirements  Provide an environment for success that is sustainable  Collaborative behaviours based on Trust  Keep it simple  At regular intervals  reflect, learn and adjust Sounds like professional project management?
  100. 100. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 107 MYTHS OF AGILE 2: There is such a thing as Agile Project Management Why would a professional PM do more than they needed to? Good project management is agile? Discuss…………………..
  101. 101. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 108 MYTHS OF AGILE 3 Agile is a magic bullet
  102. 102. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 109 MYTHS OF AGILE 4 Scrum is a project management method
  103. 103. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 110 MYTHS OF AGILE 5 Agile cannot work in my organisation
  104. 104. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 111 ORGANISATION CULTURE Vision Strategy Technology ProcessPolicies Values Organisation Rules Behaviours Symbols Relationships Perceptions Beliefs Assumptions Unwritten rules Common practice
  105. 105. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 112 THE TRUTH ABOUT AGILE: VALUE • PWC report – 3rd Global survey on the state of project management: Project success rates 59% with agile approaches. ~ 30-40% without • PMI Pulse of the Profession 2012: Organisations with the best initiative success rates were agile. • UK Government ICT Strategy 2011 and Digital Strategy 2012
  106. 106. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 113 ITS LUNCHTIME…C’MON LETS BE AGILE! E: a.pyne@btconnect.com
  107. 107. Question and answer session
  108. 108. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  109. 109. Chair's Afternoon Address Adrian Pyne Director Pyne Consulting
  110. 110. PEOPLE: THE POOR RELATION TO PROCESS Adrian Pyne Open Forum Events Project and Programme Management: Delivering Quality Outcomes 25th May 2014 lPyne Consulting
  111. 111. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 118 People Process Technology HOW PEOPLE HAS FAIRED SO FAR
  112. 112. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 119 People Process Technology PEOPLE MAKE A DIFFERENCE
  113. 113. lPyne Consulting Copyright © 2014 Pyne Consulting Limited 120 (T + C + Q) * P = V (Value) Time People Quality Cost Time QualityCost ADRIAN’S PROJECT MANAGEMENT PYRAMID (T + C + Q) = V (Value)
  114. 114. Colin Cram Chief Executive Open Forum Events
  115. 115. WELCOME TO NEW EU PROCUREMENT DIRECTIVE! A Game Changer or Disguised Incrementalism? http://www.europarl.europa.eu/sides/getDoc.do?pubRe f=-//EP//TEXT+TA+P7-TA-2014- 0025+0+DOC+XML+V0//EN Colin Cram Open Forum Events Ltd Marc1 Ltd colin.cram@marc1ltd.com Tel: 01457 239894 Mobile: 075251 49611
  116. 116. PURPOSE OF DIRECTIVE • Bring up to date with developments in procurement and public procurement • Less Bureaucratic – More Commercial • Trying to Force Modernisation of Procurement • Encourages Innovation • Support Economic Growth
  117. 117. MAIN FEATURES • New Procedures • Revised Procedures and Thresholds • Shorter Timescales • Emphasis on Whole Life Costing • Preliminary Market Consultations • Social and Environmental • Innovation • SMEs • Collaboration and Centralisation of Procurement Activity • eProcurement to be Standard Means of Communication and Information Exchange • Easier to Rule out or Re-structure Unsatisfactory Suppliers and Staff
  118. 118. THRESHOLDS These remain the same except for services Euros £ Works 5,186,000 4,322,012 Goods and Services • Central Government and NHS 134,000 111,676 • Rest of Public Sector 207,000 172,514 For certain services: 750,000 625,050
  119. 119. SERVICES FOR WHICH Euro 750,000APPLIES • Health • Social • Educational • Cultural • Benefit and Compulsory Social Security Services, Community, Political, Trades Union, Religious • Services to the Community • Prison Related Services • Public Safety and Security • Hotel and Restaurant • Legal Services • International Services • Postal Services • Miscellaneous such as tyre re-moulding
  120. 120. PROCEDURES • Open • Restricted • Competitive Procedure with Negotiation • Competitive Dialogue • Innovation Partnership • Negotiated Procedure (without prior publication) • Framework Agreements • Dynamic Purchasing Systems • Electronic Auctions • Electronic Catalogues
  121. 121. MINIMUM TIMESCALES OPEN PROCEDURE: Receipt of tenders • 35 days from date contract notice was sent • 30 days if tenders can be submitted electronically • 15 days if PIN sent for publication between 35days and 12 months before contract notice sent. Also PIN must contain all information required for contract notice - as much as was available. • 15 days in case of duly substantiated urgency.
  122. 122. MINIMUM TIMESCALES RESTRICTED PROCEDURE • 35 days from date contract notice was sent for requests to participate • 30 days after ITT was sent for receipt of tenders • 10 days for receipt of tenders if PIN sent for publication between 35 days and 12 months before contract notice sent. Also PIN must contain all information required for contract notice - as much as was available. • In case of duly substantiated urgency • Requests to participate: 15 days • Receipt of tenders 10 days • Other than central government and NHS: contracting authorities may set time limit for receipt of tenders by mutual agreement. In absence of agreement, time limit at least 10 days.
  123. 123. MINIMUM TIMESCALES COMPETITIVE PROCEDURE BY NEGOTIATION Receipt of tenders • 30 days for requests to participate • 30 days for receipt of initial tenders from date on which ITT was sent • Adequate time for all other tenders COMPETITIVE DIALOGUE and INNOVATION PARTNERSHIPS: • 30 days for requests to participate
  124. 124. MINIMUM TIMESCALES DYNAMIC PURCHASING SYSTEM • Follow rules of restricted procedure • 30 days from date contract notice was sent or, following a PIN, the invitation to confirm interest is sent, for requests to participate • 10 days for receipt of tenders following issue of ITT
  125. 125. COMPETITIVE PROCEDURE WITH NEGOTIATION • Works, services or supplies • Description of needs and characteristics required • Specify contract award criteria • The elements of the description which define minimum requirements • Information adequate to identify scope and nature of procurement • Initial, then subsequent tenders following each negotiation • Can whittle down number of tenderers at each stage applying award criteria • Can close the procedure by calling for final tenders
  126. 126. DYNAMIC PURCHASING SYSTEM • Commonly used purchases – supplies, works, services - characteristics generally available on market • In effect creates preferred list of suppliers • Fully electronic • Follow rules of Restricted Procedure • Call for competition to identify DPS is involved • Indicate in procurement documents • Nature and estimated quantity of purchases envisaged • Any division into categories of products, works or services • How DPS operates including electronic equipment used, technical connection arrangements and specifications • All suppliers meeting selection criteria must be allowed to join • Suppliers can apply any time • All ’admitted’ participants must be invited to submit a tender
  127. 127. E-AUCTIONS • For any supplies, services and works except for those that cannot be ranked using automatic evaluation methods • Technical specifications can be established with precision • May be used as • ‘Finale’ to Open, Restricted or Competitive Procedure with Negotiation • Creating framework agreements • Re-opening of competition for parties to a framework agreement • Opening for competition of contracts to be awarded under DPS
  128. 128. ELECTRONIC CATALOGUES • Can require tenders to be presented in the form of an electronic catalogue • Can be made mandatory for certain types of procurement • Can award contracts based on a DPS FRAMEWORK AGREEMENTS • For Works, Supplies, Services • Can conclude with one or more ‘economic operators’ • Where several suppliers, may need to invite tenders from all suppliers for specific contracts • Should not be used by contracting authorities not identified in them. Must be indicated by name or other means such as a category of contracting authorities within a clearly delineated geographical area
  129. 129. MAKING LIFE EASIER FOR SMEs • European Single Procurement Document • Self Declaration • Supporting documents/evidence normally required only before contract is about to be let • Divide large contracts into lots • May require justification for not dividing contracts into lots • Overly demanding requirements re economic and financial capacity to be illegal
  130. 130. WHOLE LIFE COSTING/LIFE CYCLE COSTING • Preferred approach • Includes • Costs related to acquisition • Costs of use such as energy and other resources • Maintenance costs • End of life costs • Costs imputed to environmental externalities linked to the product, service or works during its life cycle provided their monetary value can be determined. Includes emissions of greenhouse gases and other pollutants. Must be non-discriminatory
  131. 131. BANNING SUPPLIERS FROM BIDDING INCLUDES • Significant and persistent deficiencies in performance of previous contract • Professional misconduct • Misrepresentation • Collusion, fraud, corruption • Non-payment of taxes • Child labour, trafficking, terrorism, terrorist financing, money laundering
  132. 132. OTHER ISSUES • Contracts between entities within public sector not covered by Directive • ‘Light’ regime for certain services requires either PIN or OJEU contract notice. UK can determine its "light touch regime" as long as compliance with the principles of equal treatment and transparency. • Social criteria can include employment of long term job seekers or training for the unemployed., but must relate to works supplies of services of the contract. • Can use as an award criterion the organisation, qualification and experience of staff assigned to contract performance • Can require re-structuring of supplier • Compliance: Citizens can complain if they believe tender award unfair
  133. 133. Colin Cram FCIPS Open Forum Events Marc1 Ltd Email: colin.cram@marcltd.com Tel: +44 (0)1457 239894 Mob: +44 (0)75251 49611 www.marc1ltd.com GAME CHANGER OR DISGUISED INCREMENTALISM? THANK YOU
  134. 134. Julian Foster Delivery Director Heathrow Airport Limited
  135. 135. Question and answer session
  136. 136. Tim Pryce Head of Public Sector Carbon Trust
  137. 137. Carbon in the public sector Delivering and financing a carbon reduction programme Wednesday 25 June 2014 Tim Pryce, Head of Public Sector, Carbon Trust
  138. 138. We have a mission to accelerate the move to a sustainable, low carbon economy
  139. 139. Why set up a carbon and resource efficiency programme?
  140. 140. Intergovernmental Panel on Climate Change Confirms global warming trends & that human action is the dominant cause of climate change › The IPCC is an international body created by the UN in 1988 to collect and synthetize the latest science on climate change › The 2013 report confirms that scientists are now all but certain that climate change is caused by human action, and that it is already leading to changes in weather patterns, with extreme events on the increase › The 2013 report also confirms the expected negative impacts of current emission pathways on the economy and society
  141. 141. Financial and regulatory business case 1. UK Climate Change Act – it’s the law! 2. Supporting legislation and strategies such as building regulations, DECs, NHS SDU strategy, mandatory carbon reporting 3. Fast increasing international action on climate change 4. Good potential to cut ongoing costs 5. Stakeholder reputation and local area leadership
  142. 142. How to set up a carbon programme
  143. 143. Build a team Nominate an empowered carbon and resource efficiency lead. And support them with: Visible senior engagement Necessary Estates personnel (e.g. covering different sites or buildings) Project leads to deliver specific projects in their remit Engagement of wider community, e.g. students (good work experience), councillors, relevant academics
  144. 144. Using the GHG protocol to set a baseline Scope 2: Utilities - indirect Scope 3: Other indirect Scope 1: Direct Wider influence- teaching and research Transport - commuting Production of purchased materials Transport – business Purchased electricity*, heat and steam Transport – purchased product** Fuels Combustion Owned Transport Process Emissions Fugitive Emissions Franchises and outsourcing Waste disposal Use of products * Green tariffs are treated using average grid emissions factors ** From/to point of ownership transfer Covered by CRC/ EU ETS Likely to be covered by legislation soon ==
  145. 145. Setting carbon reduction targets Average 5 year CO2 reduction target – 25%
  146. 146. Aggregate projects into a roadmap to meet targets 10% 20% 30% 40% Yr 5 Yr 10Yr 0 10% after 5yrs from Good Housekeeping, eg: M&T, Awareness, Training, Regular inspection & Audit, DEC compliance 20% after 10yrs from Invest to Save, eg: Insulation, Lighting, Controls, Heat recovery, CHP, Fuel policy, Plant replacement, New technology Cumulative effect 10% in 10yrs from Design & Asset Management, eg: Low CO2 new build, Property rationalisation, Procurement changes, Targets for refurb’
  147. 147. Build business case and get senior sign off Build a business case o Quantify carbon and financial savings o Clearly state all savings and payback periods o Use discounted cashflow analysis for larger projects Board level sign off o At the highest possible level o With financing, responsibilities, monitoring all in place
  148. 148. Monitor and communicate progress Advanced metering- in time and space Monitor progress against targets Communicate savings and outcomes Carbon Trust Standard
  149. 149. Carbon Trust Carbon Management programme Building the team & setting the scope Measuring baseline and goals Identifying the risks & prioritising actions Designing a cost effective strategy Embedding carbon reduction into daily business Mobilise 1 Baseline & forecast 2 Identify & quantify 3 Approve Plan 4 Implement the Plan 5 Financial business case Technical and project management support Proven tools and templates
  150. 150. Going further - scope 3 reporting
  151. 151. Financing a carbon reduction programme
  152. 152. Options for financing your projects In simple terms, for a public body expenditure is financed: – through your own money (cash) – though grants/ incentives – through public and private debt But you may be able to explore other options by setting up a SPV (special purpose vehicle)
  153. 153. External finance- public money Generation support: – FITs for electricity generation – RHI for heat generation UK Government debt and loans: – NLF and PWLB – Salix – Green Investment Bank (private money too) EU funds: – Horizon 2020 funds – European Investment Bank money
  154. 154. External finance- private money Private debt finance Carbon Trust/ Siemens scheme, RBS, Aviva… Use external ESCo supplier: – CEF framework provides contracts, suppliers and (optionally) funding – REFIT framework is suppliers and contracts only – New Essentia framework too SPVs or JVs make possible: – Equity finance (issuing shares) – (possibly) off balance sheet loans
  155. 155. Case study - Addenbrookes Cambridge Part of Cambridge University Hospitals NHSFT New energy centre for existing and expanded hospital site Total cost of £36m, funded by Aviva and GIB Used NHS CEF framework to secure an ESCO contractor Plan owned and operated by the ESCO (Mitie) via an SPV Expected to save c. 25,000 tCO2 per year (almost 50%) and a net lifetime saving to the hospital of c. £25m
  156. 156. www.carbontrust.co.uk tim.pryce@carbontrust.co.uk 020 7832 4662
  157. 157. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  158. 158. Alison Copley Principal Associate for Transformation West and South Yorkshire and Bassetlaw Commissioning Support Unit
  159. 159. Momentum Alison Copley| 25 June 2014
  160. 160. Managing momentumwhen there are multi partner/ organisations involved and the key agenda is integration or whole systems improvement. Pace Journey Relationships Alison Copley, Principal Associate for Transformation
  161. 161. Context: Commissioning Support Unit and what we do … • Transformation team – Local people focus • Customer base – includes clinical commissioning groups, acute trusts, community interest providers and local authority providers and commissioners • A number of big integration programmes • Service reviews and redesigns • Evaluation and research
  162. 162. How do you achieve the right pace of change and keep momentum going? 1SRO ManyChangeleaders
  163. 163. How do you achieve the right pace of change and keep momentum going? Start less, complete more
  164. 164. Is the journey really as important as the immediate goals? Use the substance of project management to make a difference, but don’t show the wires
  165. 165. Is the journey really as important as the immediate goals? NIH’ism is an authentic reaction Facts dismantle barriers
  166. 166. Is there real benefit from facilitating the relationships between your stakeholders in terms of future transformation? Stakeholders move across organisations and are multi lingual
  167. 167. Risk – real and present? Advance until apprehended!
  168. 168. Momentum = Moving forward Pace-maker Journey together Collaborative Relationships   
  169. 169. Questions?
  170. 170. Will Laing Business Delivery Manager for Local Government Crown Commercial Service
  171. 171. Project and Programme Management – A Case Study IT in Local Government Will Laing – Business Delivery Manager, CCS
  172. 172. Overview • The Crown Commercial Service (CCS) • The LGA’s National Category Management Strategy for IT • Sourcing Project and Programme Managers Commercial Reform182Commercial Reform182
  173. 173. Three key inter-related service areas Indirect Advisory Building the Commercial Profession Direct Buying 183
  174. 174. Vision Enthusiasm Governance ENGAGEMENT, MANAGEMENT AND LEADERSHIP Responsive Reliable Relationships We have a ‘customer centric’ culture We understand our customers We exceed expectations We deliver an exceptional experience We must create a culture which drives and encourages excellent customer service 184 Establishing a customer-centric service 184
  175. 175. LGA National ICT Strategy • ICT is one of three categories prioritised by the LGA; construction and energy are the others • National category lead is Terry Brewer, Divisional Director, LB Harrow (formally Camden) • ICT leadership provided through SOCITM and the Local CIO Council • The National ICT Strategy has just been published by the LGA’s National Advisory Group Key themes • Local ownership and local leadership – each region can address its own priorities • Technology opportunities • Savings and commercial improvements Operational delivery • Major national agreements developed in partnership between CCS, the Pro5 and Government Digital Service • CCS has a significantly expanded regional Customer Service function • Drive as much input and influence as possible from customers • Have defined roles for LG staff that want to get involved 5
  176. 176. 6 Programme Structure
  177. 177. Software Applications Software Licensing G-Cloud and Local Government Supplier Relationship Development Aggregation Projects: • desktop alliance • information sharing • wireless concession • data hosting commercial improvements technical innovations 10 SMEs Open Standards InnovationCollaboration £176m - £120m National Programmes
  178. 178. Sourcing Programme and Project Managers Two key frameworks: ConsultancyONE – RM1502 – Average Savings of 22% – 20 Supplier of PPM services in Lot 3 – Mandated in Central Government (£100k-£2m projects) – Over £100m spend Contingent Labour One – RM962 – Average Savings of 24% – Over 140 Suppliers in the PPM category – Mandated in Central Government – Used by over 30 contracting bodies with 50 more in train Commercial Reform188Commercial Reform188
  179. 179. Delivering value for the nation through outstanding commercial capability and quality customer serviceGet in touch Tel: 0345 410 2222 Email: info@ccs.gsi.gov.uk Web: http://ccs.cabinetoffice.gov.uk Connect with us on LinkedIn Follow us on Twitter @gov_procurement 189
  180. 180. Question and answer session
  181. 181. An open forum to debate, analyse and distil government policy and best practice initiatives. www.openforumevents.co.uk
  182. 182. Chair's Closing Address Adrian Pyne Director Pyne Consulting

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