The document discusses improving benefits management at Sellafield, a nuclear site in the UK. It outlines that Sellafield has an annual budget of £1.9 billion and lifetime costs of £67.2 billion over 100 years of work. It established a mandate in 2012 to improve programme management capability to more effectively execute programmes and major projects. A benefits management framework was created to clearly identify and manage benefits. While progress has been made, fully measuring and proving contributions to strategic objectives remains a challenge. Regular assessments are conducted to track progress on the maturity journey towards best-in-class programme management.

1. IMPROVING BENEFITS
MANAGEMENT AT SELLAFIELD
Version 1v1
22-June-15

2. Introductions
• Mike Ward
– Head of Capability for
programme and portfolio
management
• Richard Peel
– Outperform Senior Consultant
helping to deliver change

3. Insert Sellafield Context slide here….

4. The numbers
• Annual Budget around £1.9bn
• Life Time cost of £67.2bn
• Life Time plan over 100 years of work
• Typically over 600 projects live at any one time
• Managed through 3 Divisions and 23 Programme areas
• Strong project focus over many years
• Programme management journey commenced in 2012

5. Five high hazard programmes represent 90% of the
nuclear hazard potential on the site
Pile Fuel
Storage Pond
Pile Fuel
Cladding Silo
First Generation
Magnox Fuel Pond
Magnox Swarf
Storage Silos
HAL (Highly-Active
Liquor)
Workstream
Legacy Ponds
and Silos

6. Mandate (2012)
• Case for Change
– There is a strong desire to continue to improve programme management
capability so as to provide more effective programme execution
– Sellafield Strategic Objective 6: To deliver our major projects through
programme and project excellence
• Delivering Benefits
– Assurance of the consistency & coherence between programmes in delivering
strategic objectives
– Increased predictability in performance to help improve stakeholder
confidence
– Enhanced programmatic thinking allows programme teams to evaluate and
recommend responses to emerging issues & opportunities
– Supports effective decision making on the allocation of scarce resources to
maximise site performance

7. Capability Vision & Mission
Vision
Excellence in programme and
portfolio management
Mission
Sellafield will be trusted to
deliver more efficient and
effective portfolio and
programme management
Portfolio &
Programme
Excellence

8. Blueprint / Benefits Map
Coaching & learning
environment
PPM Academy
Competency
framework
One-stop shop info
portal
Framework for Pg/Pf
management
Governance &
Assurance
framework
Tools & systems for
baseline mgt
CoE support for
Pg/Pf management
Nominated people in
position
Programmatic Thinking
Managed supply of
new entrants
More mature
organisation
Respected as best-in-
class
More stable
environment &
processes
SO3 – what we do and
how we do it
SO6 – programme
excellence
SO7 – open and
transparent
S04 – Accelerate risk
and hazard reduction
SO10 – value for
money
More efficient
Trusted to
deliver
More effective
Price of non-
conformance
Reputation
Value saved
on scope
Predictable
realization of
benefit “SPI”
S09 - return on
investment

9. Benefits Management Framework
• Framework Elements
– Leadership
– Governance & Assurance
– Key Processes
– Roles and responsibilities
– Performance Management
– Benefits dictionary /
categories
– Tools support
– Techniques
• Benefits are realised post project
• Responsibility for the realisa on of benefits lies with the
sponsor (or the Business Change Manager if it is part of a
programme)
• Understand the rela onship of scope to benefit
Projects
• Benefits are defined
• Benefits are realised during the programme life me
• Responsibility for benefit realisa on lies with the Business
Change Manager
Programmes
• Benefits are clearly iden fied and managed
• Por olios make best use of available resources to
maximise the contribu on to opera onal performance
and strategic objec ves
Por olios

10. Benefits Management Framework
• Example benefit categories
– Legislative compliance
– Hazard reduction
– Efficiency - increase throughput
– Efficiency - cost reduction
– Risk reduction
– Revenue generating: direct or fee earning
– Site restoration
– Economic and social improvement
– Reputation
Draft
Note the similarity to
risk categories – why
is this?

11. Engagement Journey
P2M in
a day
Peer Assist (PA) structure is
– WK1: 1 day theory based + examples; 1
day practical with coaching
– WK2: 1 day practical with coaching
– Regular forums for sharing
PA1 PA2 PA3 PA4
Coaching
(tasks based on need)
Month1 Month2
Scope
5 days 1 day
Month3 Month4
Team meeting
(selling the message)
Programme themes Portfolio themes
PA1 = Programme Scope, Objectives & Benefits PA1 = Governance structure and controls
PA2 = Governance, Assurance & Risk PA2 = Portfolio strategic alignment
PA3 = Controls: Resourcing, Planning, Info Management PA3 = Stakeholder engagement and communications
PA4 = Stakeholder Management, Reporting PA4 = Portfolio delivery
BCM Master Class
MSP Accredited Training

12. The Big Challenge
• What to measure
– Improved operational parameters, e.g. volumes of waste retrieved
and made safe
– Actual benefits, e.g. hazard reduction
– Your contribution to strategic objectives
• What controls you need to put in place
– Define when new capability comes on stream
– Understand the risks if things don’t go to plan
– Integrate the project and programme plans!

13. Tools & Techniques 1
D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F
2014 2015 2016 2017
Retrievals - WP25 Skip
Wash Box Installation &
Including High Pressure
Filter Basket Wash System
28-Aug-15
23-Feb-16
Desludging Capability Sludge Line
Installed
Export - Manufacture/
Installation (SingleCell)
ê
ê
ê
ê
Sort & Seg Phase 1a Inpond
Manipulator Platform -
Construction
Sort & Seg Phase 1a Inpond
Manipulator Platform -Detail Design
Stage
Sort & Seg Phase 1a
Inpond Manipulator
Platform -Preliminary
Design Stage
ê
ê
ê
15-Jul-15
ê
ê
CURRENT FORECAST (PM
JUDGEMENT)
PP14 BASELINE (P50)
JAN 2016
MAR 2016
ê
30-Sep-2014 A
28-Aug-15
27-Nov-15
ê
-20
-20
47
31
ê
ê
31
PERIOD 8
0
Sort & Seg Phase 1a Inpond
Manipulator Platform -
Commissioning
-20
28-Apr-2016*
ê
ê
ê ê
P04A0180
P04A5490
P04A13200
P04A13210
P04A9690
P04A13190
P04A13180
ê
ê
First Skips to FHP via
Export (Cardinal)
P04A0370
-216
13-Feb-2017*
FHP Commence
Active Commissioning
(Required for Start of
Fuel Skip Export)
P04A14680
People
Procedures
Training
Skip Wash Capability Available
P04A0178
31
28-Aug-15
-216
0
0
47
0
0
61
61
61
ê
ê
ê
NO ACTION
ACTION REQUIRED
Day
Milestone - Remaining Total
Float to start of Fuel
Retrievals
Awaiting Schedules
MILESTONE COMPLETE
KEY
Day
Milestone - Previous Period
Remaining Total Float to
start of Fuel Retrievals
21-Dec-15
Installation of In-Pond
Platforms 2 & 3, Umbilical &
Header Lines
P04A12240
22-Jan-16
61
47
47
31
07-May-15
Complete Capsule Work/
Familarisation training
P04A1004110
31
76
16-Mar-15
Desludge SWB Floor Area
with ROV
P04A0534
31
02-Mar-15
In Pond Installation (Platform 2
only)
P04A1003270
189
31
17-Dec-14
Initial Skip Movements
(Pond 3/3x, BRST/CRST,
DSWB)
P04A12410
61
75
Skip Size Reduction Preliminary
Design
P04A1000160
19-Jun-15
-216
-216
Skip Size Reduction
Construction & Inactive
Commission
17-Mar-16
-216
0
P04A13780

14. Tools & Techniques 2

15. Tools & Techniques 3

16. Maturity Journey
• Using AXELOS’ Portfolio,
Programme, and Project
Management Maturity Model
(P3M3®) 1
• 3 models
• 7 perspectives
• 5 levels of maturity
1 P3M3® is a Registered Trade Mark of AXELOS
limited
Level 1 – Aware
Level 2 – Repeatable
Level 3 – Defined
Level 4 – Managed
Level 5 – Optimised

17. How are we doing?
• More Efficient
– We use a consistent language
– There is a collective understanding of programme challenges and areas for
improvement, e.g. reporting and resource management
• Trusted to Deliver
• Programmes have a sense of realism about what needs to be done and are able to take
on the communication challenges they face
– The focus on Benefits Management is impressive
– There is a sense of ownership and pride from many of those interviewed
• More Effective
– Programmes are now pro-actively sharing best practice amongst themselves [level 4
characteristic]
– Advocates for programme management now exist from within operational areas
– Enhanced programmatic thinking allows the programme teams to be ahead of the game
– Top management commitment is being seen and recognised

18. Prove it!
• Recognised contribution from just one programme (example)
– £50m scope “retired”
– £40m scope identified as “missing” early in the process
1 P3M3® is a Registered Trade Mark of AXELOS limited
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
4.0
4.5
5.0
Sellafield 2012
4 programmes (2013)
5 programmes (2014)
6 programmes (2015)
Best in Class
Annual
independent P3M31
assessments

19. Top Tips Maintain ‘line of sight’ from
programmes to strategic
objectives & understand
the contribution of eachDo to yourself what you
are asking others to do
Allow best practice
to emerge and then
adopt it Allow time to put
in place
measurement &
control systems
Talk to other
organisations
Use surrogate
measures where
you need to

20. Contacts
• Outperform
– Richard Peel
• Sellafield
– Mike Ward
+44 203 432 6330
www.outperform.co.uk
+44 19467 28333
www.sellafieldsites.com