The document provides an overview of QinetiQ's efforts to develop its project controls capabilities. It discusses establishing good practices and industry standard approaches to project planning, scheduling, monitoring and control. The vision is for project controls to provide the right information at the right time to support better decision making. It outlines developing a professional career framework and maturing the project controls function using frameworks like P3M3. The presentation emphasizes the need for committed leadership, clear vision and outcomes, and continuous learning to transform project controls.

1. IN STRICT CONFIDENCEIN STRICT CONFIDENCE
The document and information contained herein is proprietary information
of QinetiQ Limited and shall not be disclosed or reproduced without the
prior authorisation of QinetiQ Limited. © QinetiQ 2017.
Brief to APM Thames Valley Branch
Paul Bradley
Group Head Programme Controls, QinetiQ
Developing Project Controls
Leap of Faith or the Path to Enlightenment?

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3. Presentation title | Month Year | ® – Unclassified3

4. A bit about me
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5. What am I trying to do?
–Developing a foundation for project controls in a
transforming company environment
–Introducing good practices and industry standard
approaches to project planning, scheduling, monitoring and
control
–Improving internal processes and aligning / renewing tools
and systems
–Creating an environment for opportunity and progression
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6. Vision
Project controls is the right arm of project management providing the
right information at the right time in the right format to deliver better
informed decisions
Supporting the drive for accountability, responsibility and efficiency
• Quality of data and information keeps us informed and on the front foot
• Reduction in the variability of project and programme performance
• Make it easier for partners, suppliers and customers to work with us
• Better control means better use of budgets
• Improved project controls will drive improvement in suppliers controls
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7. Context
–QinetiQ was formed in July 2001
– Ministry of Defence (MOD) split its Defence Evaluation and Research Agency (DERA) in two
– Smaller portion of DERA, was rebranded Dstl (Defence Science & Technology Laboratory).
– Larger part was renamed QinetiQ and prepared for privatisation
–QinetiQ became a public private partnership in 2002 with the purchase of a
stake by US-based private equity company the Carlyle Group.
–In 2003, QinetiQ signed a 25 year long term partnering agreement (LTPA) to
provide UK MOD with innovative and realistic test and evaluation of military
and civil platforms, systems, weapons and components on land, at sea and in
the air
–February 2006, QinetiQ was successfully floated on the London Stock
Exchange and the Carlyle Group sold its stake in the company
–Major transformation programme started in April 2016 to address the
operating model, principles and organisational structures
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8. Project Management Background
–QinetiQ has focused in the last 5+ years on developing its project
management career framework and professionalism
–In-line with APM best practice and guidance
–Programme & Portfolio Management and Project Controls
disciplines are immature
–Project support has largely been administrative and reactive
–Growth is leading to the need to undertake larger and more
complex projects and programmes that require more robust control
mechanisms
–Additional alignment with Axelos (MSP) and A Cost E
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9. Framework
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CAPABILITIESWORKTYPES
BUSINESS PORTFOLIO
CHANGE PROGRAMMES
MAJOR PROGRAMMES
HIGH COMPLEXITY/HIGH RISK T & E PROJECTS
LOW COMPLEXITY/LOW RISK T & E PROJECTS
FACILITY UPGRADE PROJECTS
RESEARCH AND DEVELOPMENT PROJECTS
PRODUCT PROJECTS
MAINTENANCE/ MANUFACTURING PROJECTS
MANAGED SERVICES
ADVISORY SERVICES/CONSULTANCY
PERFORMANCE EXCELLENCE FRAMEWORK

10. Desired Outcomes
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PERFORMANCE
EXCELLENCE
Enabling affordable,
value for money and
deliverable proposals
Enabling excellent
delivery outcomes and
repeat business
Business
Development/MD
s
Programme
Directors/MDs
CUSTOMERS
Enabling timely and
informed strategic
decisions
Enabling excellent
business performance
and growth
Executive
Executive
SHAREHOLDERS
Enabling excellent
capability development
and career progression
Programmes
Community
Providing reliable &
consistent business
performance
information
MDs/Executive

11. The ‘Ecosystem’
• Cultural and behavioural constraints
• “This is the way we’ve always done things”
• Historical approaches
• Shape and size of project portfolio
• Lots of activity but focused in wrong areas
• Transformed from a strong divisional structure to a
balanced matrix
• Resistance to change
• International and non-MOD growth agenda
• Ageing systems and tools
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12. Objective of Project Control
• Tracks project and programme performance against agreed
plans and takes (or directs others to take) the corrective action
required to meet defined objectives and outcomes
• Provide high quality project and programme information through
professional planning, scheduling, control and reporting
throughout the Business Lifecycle.
• Clear, consistent and robust approach to planning
• Selection and use of appropriate scheduling techniques
• Rigorous monitoring to enable control of projects throughout the
lifecycle
• Good record keeping, reporting and review
• Collaborative working with entire project team
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13. Role Confusion
Project Manager
or
Project Controller
or
Project Planner
or
Project Administrator
or
Finance !!!!!!!!!!!!
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Project Roles
Project Manager
– Leads and is the single
accountable person for delivery
against agreed outputs
– Ensures baseline will meet client
requirements
– Identifies resourcing and skills
required (supply vs demand
considerations)
– Defines all manufacturing,
procurement and support methods
– Identifies delivery constraints
– Identifies risk and assess PCT
impact; identify mitigations and
assigns ownership
Project Controller
– Prepares, compiles and maintains
the integrity and configuration
control of the baseline
– Analyses performance information
– Informs PM of PCT performance
and forecasts of project outcomes
– Manages change control of
baseline
Finance
– Manages corporate finance
consolidation, analysis and advice
– Provides financial services and
advice
– Provides oversight of financial
delegations
Project Administrator
– Project document and asset control
– Procurement support, receipting of
purchase orders, obtaining quotes
and engaging with supply chains.
– Assist with project deliverables
Project Planner / Scheduler
– Develop, update and maintain detailed
resource loaded schedules of projects
– Develop and maintain summary level
schedule reports
– Identify major milestones, decision points,
project life-cycle and other project events
– Troubleshoot and monitor potential
scheduling problems
– Report on trends, forecasts, project
contingency, and schedule risks and
opportunities.
Risk Manager
Estimating Manager

15. –Provision of qualified, experienced and capable Project
Controls professionals to QinetiQ
–People, processes, skills, tools and systems applied to
support the accountable project manager
–Gathering and analysis of timely performance data to
understand, predict, and constructively manage the time and
cost outcomes of the project or programme.
–Set, manage and maintain project baselines
–Manage formal change control mechanisms and process
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Scope

16. Project Controls Disciplines
Cost Management
Estimating
Planning & Scheduling
Risk Management
Baseline Management & Change Control
Earned Value Management
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18. POTI Model
Process
–Processes that are fit for
purpose
–Aligned to operating
model and functional
principles
–Integrated and
seamless
Organisation
–Structures and
accountabilities
–Clear lines of authority
–People development
–Professionalising the
discipline
Technology
–Systems, tools and
models that have
greater integration
–Systems roadmap
–Coherence with wider
corporate IT portfolio
–Global approach
Information
–DRIP – data rich,
information poor
–Better informed decision
making
–Tools and process
–Single source of truth

19. Coaching Organisational Design & Performance
• Using coaching techniques to develop the operational
model, ways of working and behaviours
• Goals – what do you ultimately want to achieve?
• Reality – what is life like now?
• Outcomes – what outcomes are required to achieve
your goal?
• Way ahead – what steps do you need to take?
• Collective and individual
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20. Functional
Leadership
Professional Career Development Framework
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Senior
Scheduler
Scheduler
Project Controller
Senior
Project Controller
Apprentice Project
Controller
Increasing Complexity of Projects & Programmes
NVQ Level Development
Association Development (APM or ACostE) – Associate Member to Chartered / Incorporated

21. Maturity
–Using established framework –
P3M3
–Impartial and self-critical
assessment of where we are as
a function
–Planning the journey with a
clear vision and outcomes
Ways of Working
–Closely working with the
delivery teams
–Collaborative
–Proactive, forward leaning
–Committed leadership
–Continually learning
What does good look like?
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Metrics
–Performance measurement
(KPIs)
–Governance & Assurance

22. –Have committed leadership
–Know your own limitations
–Be self-critical and restless
–Be a learning organisation
–Measure performance
–Develop your people
–Respect assurance
–Curate knowledge
–Have clear lines of authority
–Have clear vison and
outcomes
What does good look like?
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23. What have I learned so far?
–This can’t be achieved overnight
–Committed leadership sponsorship (who have ‘skin in the game’) is vital
–No single route through, complex change
–Recognise that I won’t get it right first time
–Need to surround yourself with people who share your vision
–Industry networks vital in testing logic and approach (sharing war stories)
–Corporate DNA is difficult to overcome or change
–Little gains (no matter how small) are important
–Communicate, communicate, communicate and (if in doubt) do it again - at all levels
–Get users / stakeholders / influencers involved and accountable early
–Use simple terms and principles
–Never underestimate peoples’ tendency to agree and then back track at a later date
–Always have the ‘to be’ in mind and recognise that improvements aren’t always recognised as
such (we now know what we didn't before)
–Have the courage of your conviction – self-belief and confidence
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