Change, Risk, Compliance nad Governance for major projects

1. Compliance, Risk & Governance Breaking Through for Improved Delivery Actual Results

3. ISMB DCMB HRMB BAU Programme managed non delivery Infrastructure Investments Functional Programme Boards Budgeting Ideas Filter Business Case Creation Resource Commitments Benefits Realisation Delivery Lifecycle Programme Governance Business Improvement etc Project Boards Finance P&P S&MD PTG PLCB Investment priorities Business Case Financial Decision Overall Financial Monitor Investment Group Operations Board Investment Programme Steering Group Key Programme Risks Constraints Resource Priorities Communication Communication Decision Decision Reporting Reporting Customer Investments Customer Programme Boards Budgeting Ideas Filter Business Case Creation Resource Commitments Benefits Realisation Delivery Lifecycle Programme Governance Programme 1, Programme 2 etc Project Boards Finance Budget Change Budget Change

6. What we need to do

7. dependencies cost Policy/priorities outcomes/benefits risks progress Traditional project management metrics (cost, time, scope) are not enough to provide a reliable indication of the performance of complex change programmes. What CR & G Delivers The programme manager and/or project sponsor need a wider dataset to answer the key, business-related questions to ensure that every activity is contributing to strategic goals This is only effectively managed by centralising the control of change Balanced score card business goals what is the ROI / VFM ? why are we doing this ? what could go wrong ? what are we likely to deliver ? how are we progressing ? what are our priorities ?

9. Aspects of a CR & G Process Structure People defined competencies assessment, development & support succession planning getting started delivery closure planning compliance risk governance

10. 3 Facets – different weightings All factors need to be correctly placed and weighted. Ad-hoc Repeatable Structure Process people Structure Process people 5% 15% 80% 5% 15% 80%

11. The CR & G Process Initiative Business Objective Business Benefit Management Climate (change) Competence (increase) objectives objectives results results soft issues (people) hard issues (business) Projects

13. The Phased Delivery Phase 1 Embedding Phase 2 Affecting Phase 3 Exploiting Phase 4 Dispersal

14. Achieving the Plan Design & Document Buy in Structuring Assessment & Migration Review Re-assessment deliver understand Baseline Assessment

17. The CR&G Driven Organisation portfolio management Strategy Technical and business architecture Governance Products Customers Internal Department Internal Department Internal Department

18. Overcoming resistance

21. Stakeholder Responses Protagonists Passive Terrorists Antagonists Motivation Commitment to CoE

25. Resistance behaviours Post launch Pre launch Design & Document Buy in Structuring Assessment & Migration Review Re-assess Baseline Assessment Executives Individual behaviours Group behaviours panic Manager Individual behaviours acceptance bargaining acceptance Passive resistance Re-assess Review Bargaining Active resistance panic acceptance Passive resistance Bargaining panic panic panic Active resistance Active resistance

27. Competence

28. CR&G Competence set implementation team growth direction ACHIEVEMENT AWARENESS INTERPERSONAL planning and organisation clarity goal focus process control business context personal influence team leadership team development

29. CR&G Skills and Behaviours - example Job Function Skill Behaviour Proficiency levels PMMM People Manager “ Pegasus” Project Manager Resource Manager Project Manager Etc. Business Case definition Planning & Control Configuration Management Etc. Approach Methodology Tools Etc. e.g.: - 0 = None; 1 = Awareness; 2 = Practitioner; 3 = Expert; 4 = Innovator Monitoring & reporting

30. Measuring success

32. Maintaining Success Delivery Unit Maturity Model Level 3 – Largely Compliant Supports a portfolio Integrated, organised, defined – up to 85% Level 1 – Not Generally Compliant Adhoc initial – up to 20% compliant Level 2 – Partially Compliant Supports one programme Consistent, repeatable – up to 50% Level 4 – Fully Compliant Supports the organisation Comprehensive, managed – over 85% Level 5 Working towards Success Business Impact (Phase 3)

33. Business impact

34. The Phased Delivery Phase 1 Embedding Phase 2 Affecting Phase 3 Exploiting Reach ‘the Bar’ in Phase 2 (80-85%) Phase 4 Dispersal Critical Phase

35. Phase 3 – Exploiting Improvement – driving success with CR&G and business support performance Critical Phase Phase 1 Phase 2 Phase 3 Phase 4 Phase 1 Embedding Phase 2 Affecting Phase 3 Exploiting Phase 4 Dispersal Delivery performance Business performance

36. Phase 3 – Exploiting Improvement – failure – limited success – lack of business support Phase 1 Phase 2 Phase 1 Embedding Phase 2 Affecting performance Critical Phase Delivery performance Business performance

38. summary