The document discusses portfolio management and outlines an action plan to improve project and portfolio management processes. It notes that currently IT projects take too long on average to deliver and provides examples of goals and metrics to track projects and ensure timely decision making and issue escalation. The action plan focuses on establishing a vision, governance model, common processes and management tools, and leveraging portfolio management software.

1. Portfolio Management
How do I even get this on the executive agenda?
Alan Dinsdale
DIST Military Solutions Dep Hd
1st Oct 2013
Portfolio Management 1st October 2013
1

2. WHY AM I PRESENTING TONIGHT?
• Not because I am an expert! Certainly far better qualified people
within APM!
• Not because I have done everything right or super quick!
• Just because I have a story to tell which hopefully will resonate
with you all and get you thinking about what you would have done
in my situation!
• What am I hoping you take away tonight? That with a simple
vision, a structured approach, dogged determination and an eye
for an opportunity, anything is possible.
Portfolio Management 1st October 2013
2

3. WHATS MY BACKGROUND?
• 9 years direct experience of delivering major IS Programmes.
• 31 years direct experience of delivering and maintaining IS
Services.
• Wider experience of HR Management, Financial Management,
Internal Audit.
Portfolio Management 1st October 2013
3

4. What “Getting It Right” Looks Like
• Delivery against demanding requirements, short timescales & unprecedented
complexity
• Battle winning capabilities
• Once initiated just a few weeks/months from Concept to Delivery
•
•
•
•
•
Focus on what we need to develop
Maintain the front-line imperative
Manage customer expectations
Ever stronger partnership with industry
Raise from Platform to Information layers
Portfolio Management 1st October 2013
4

5. WHAT WAS I TRYING TO FIX?
“HE NOTED THAT ON AVERAGE IT TOOK THE
PENTAGON 81 MONTHS TO GET A NEW COMPUTER
SYSTEM ONLINE AFTER ITS INITIAL FUNDING,
WHILE APPLE DEVELOPED THE IPHONE IN 24
MONTHS, "LESS TIME THAN IT WOULD TAKE THE
PENTAGON TO PREPARE A BUDGET AND RECEIVE
CONGRESSIONAL APPROVAL FOR IT".”
Deputy Defence Secretary William Lynn
said on 26 Aug 10
Portfolio Management 1st October 2013
5

6. ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy
–Vision
• Organisation
–Confirm Governance Model
• Process and People
–Common Operating Model
–Management Information and Drumbeat
• Technology
–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013
6

7. VISION OF THE FUTURE
An organisation that does the „RIGHT THINGS‟ and does them
„RIGHT FIRST TIME‟ :
• Thinks about what it wants to do and documents it.
• Considers what is important and prioritises activities against
each other.
• Estimates how much effort is required to complete activities.
• Makes considered decisions as to where resources are to be
expended against prioritised activities.
Portfolio Management 1st October 2013
7

8. ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy
–Vision
• Organisation
–Confirm Governance Model
• Process and People
–Common Operating Model
–Management Information and Drumbeat
• Technology
–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013
8

9. WHAT IS DII PROGRAMME MANAGEMENT
The role of DII Programme Management is to govern, manage and assure the end to
end programme of delivery activity from registration as a requirement through to
delivery and final customer acceptance.
SUMMARY OF DII GROUP QUALITY CONTROL POINTS
Joint
Management
Board
Programme
Management
and Control
Board
Investment
Board
First Pass
Second Pass
Consider new requirements
when there is need to invest
resource into determining
what the recommended
service will be. For major/
innovative requirements/
services, there may be a
need to repeat this as the
definition and design of the
service evolves. For
simple requirements this
may not be needed as the
service is easily
identifiable.
Consider new requirements
for which a service has
been identified and
recommended for an
investment decision. A
decision to proceed with a
service should only be
given when quality/time/
cost are acceptable and the
resources required to
deliver the service are
available to be scheduled,
including authorisation
from the MOD Network
Technical Authority (NTA)
that the service fits within
the wider MOD
Architecture and has
achieved IG Functional
Case Sign Off in
accordance with the ISS
Operating Model.
Service
Operations
Board
Preliminary
Design Review
Critical Design
Review
Authority To
Deploy
Customer
Acceptance
Consider the preliminary
service design and confirm
that it meets the
requirements. A decision
to continue should only be
given when time/cost/
quality all continue to be
acceptable, the resources
required to deliver the
service are available to be
scheduled, including
authorisation from the
MOD NTA that the service
satisfies the Compliance of
HLD & Assurance of
ITEAP criteria in
accordance with the ISS
Operating Model.
Consider the critical design
and confirm that it meets
the requirements as
requested of the service. A
decision to continue should
only be given when time/
cost/quality all continue to
be acceptable, the resources
required to deliver the
service are available to be
scheduled, including
authorisation from the
MOD NTA that the service
satisfies the Design
Assurance criteria within
the ISS Operating Model.
Confirm that that the
delivered service meets the
requirements requested,
with clear evidence
including test and trialling
results. A decision to
allow the service to go into
live should only be given
when quality is acceptable,
the resources required to
deploy and sustain the
service in live are available
to be scheduled, including
authorisation from the
MOD Network Operational
Authority (NOA) that the
service has Authority to
Deploy in accordance with
the ISS Operating Model.
Confirm that the service
has been delivered into the
live environment and has
no unacceptable issues. A
decision to accept the
service should only be
given when the quality of
the service is acceptable for
final payment including
authorisation from the
Network Capability
Authority (NCA) that it
fully meets the service
requested and can be
accepted as fully
operational in accordance
with the Customer
Acceptance criteria within
the ISS Operating Model.
Portfolio Management 1st October 2013
Service
Performance
Review
Confirm that the
performance of the services
during the month have met
the Key Performance
Indicators and that payment
can be authorised. A
decision to proceed with
payment should be based
on an objective
measurement of service
performance based on
clearly defined
performance indicators
specified during solution
definition to remove
subjective assessment and
consequent disagreement.
9

10. ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy
–Vision
• Organisation
–Confirm Governance Model
• Process and People
–Common Operating Model
–Management Information and Drumbeat
• Technology
–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013
10

11. Portfolio Management 1st October 2013
11

12. ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy
–Vision
• Organisation
–Confirm Governance Model
• Process and People
–Common Operating Model
–Management Information and Drumbeat
• Technology
–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013
12

13. WHAT IS YOUR ROLE - WHAT IS THE DRUMBEAT
Successful Programme and Project Management depends heavily on constant
monitoring of the schedules and work packages for all projects/programmes of
delivery and then prompt management of the escalation process to ensure that
timely decisions are made based on objective information at the right time rather
than fitting everything into a monthly Formal Board cycle.
DELEGATED AUTHORITY
PMCB VIEW
ESCALATIONS
DASHBOARD VIEW
PROGRAMME VIEW
28-Jun-11
Data Point
Programme
Project
ATLAS L1 MSPS Milestone
Forecast vs
Tolerance
Anchor Milestone Description
Svc Line
DII Increment 1/2A Alamein Ready
for FUL(R)
DASL
R2B
Alamein
CP8 (R) Ready for FUL
DASL
R2B
Alamein
CP8 (S) Ready for FUL
12-Aug-11
r
Anchor Date &
RAG
1
Indicative
MODIS %
Benefit
31-Aug-11
Complete
DII Increment 1/2A Alamein Ready
for FUL(S)
DASL
R2B
Blenheim
T1.0: MGM & TS; LCS - Ready for FUL [R]
07-Dec-11
m
07-Dec-11
DASL
R2B
Blenheim
T2.0 EDRM ∾ IDT - Ready for FUL [R]
07-Dec-11
m
22-Dec-11
6% (inc
secret)
DII Increment 1/2A Release 2B
Blenheim WCM FUL(R)
DASL
R2B
Blenheim
T3: WCM - Ready for FUL [R]
25-Jan-12
k
26-Jan-12
DASL
Complete
12-Aug-11
1
31-Aug-11
DASL
R2B
Blenheim
T1.0: MGM & TS; LCS - Ready for FUL [R]
07-Dec-11
m
07-Dec-11
DII Increment 1/2A Alamein Ready
for FUL(R)
DASL
DII Increment 1/2A Alamein Ready
for FUL(S)
DASL
Programme
R2B
Project
Alamein
ATLAS L1 MSPS Milestone
CP8 (R) Ready for FUL
Forecast vs
Tolerance
r
Complete
Anchor Date &
RAG
R2B
Blenheim
T2.0 EDRM ∾ IDT - Ready for FUL [R]
07-Dec-11
m
22-Dec-11
6% (inc
secret)
DASL
R2B
Blenheim
T3: WCM - Ready for FUL [R]
26-Jan-12
r
EV
CPI
r
R2B
Cambrai
IOG
NATO Mail & Web CP9 NSCD
DASL
R2B
Cambrai
IOG
CCEB Mail & Web CP9 NSCD
DASL
R2B
Cambrai
IOG
Web II - (NATO & CCEB) CP9 NSCD
SUSL
Fixed
Implementation
Increment
3A
LUL (does not include elements where Rqt is
unclear or there are scaling issues)
TPSL
B/L Value of
Work
Remaining
(ETC)
N/A
N/A
N/A
N/A
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 1
25-Aug-11
1
m
1.00
1
3,160
TPSL
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 2
01-Sep-11
1
15-Jul-11
1
21%
R2B
Alamein
CP8 (S) Ready for FUL
12-Aug-11
1
31-Aug-11
R2B
Blenheim
T1.0: MGM & TS; LCS - Ready for FUL [R]
07-Dec-11
m
07-Dec-11
DII Increment 1/2A Release 2B
Blenheim EDRM & AC FUL(R)
DASL
R2B
Blenheim
T2.0 EDRM ∾ IDT - Ready for FUL [R]
07-Dec-11
m
22-Dec-11
6% (inc
secret)
DII Increment 1/2A Release 2B
Blenheim WCM FUL(R)
DASL
R2B
Blenheim
T3: WCM - Ready for FUL [R]
2% (inc
secret)
DASL
R2B
Cambrai
IOG
NATO Mail & Web CP9 NSCD
DASL
R2B
Cambrai
IOG
CCEB Mail & Web CP9 NSCD
25-Jan-12
k
26-Jan-12
15-Dec-11
1
1
30-Jun-12
1
Cambrai
IOG
Web II - (NATO & CCEB) CP9 NSCD
SUSL
Increment
3A
LUL (does not include elements where Rqt is
unclear or there are scaling issues)
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 1
25-Aug-11
1
m
1
TPSL
TPSL
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 2
01-Sep-11
1
15-Jul-11
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 3
08-Nov-11
1
Overseas
Cyprus
Complete
08-Nov-11
TPSL
Overseas
Cyprus
Episkopi (S)
0.98
1
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
TPSL
Overseas
Gibraltar
NSCD (R) Gibraltar
TPSL
Overseas
Gibraltar
2,616
TPSL
Overseas
Washington
TPSL
Labyrinth
Phase 2
Phase 2 CP10 MOD/FOC
MOD.
Applications
Services
AHE Stage3 AHE Stage 3 Tranche 3
08-Nov-11
1
31-Mar-12
31-Mar-12
TBC
r
B/L Value of
Work
Remaining
(ETC)
DII Increment 1/2A Overseas
Cyprus (S) Complete
TPSL
Overseas
Cyprus
Episkopi (S)
N/A
N/A
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
TPSL
Overseas
Gibraltar
NSCD (R) Gibraltar
1
3,160
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
TPSL
Complete
0.76
m
1
0.90
0.69
m
0.58
1
m
0.98
1
3,090
5,066
2,370
Overseas
Gibraltar
N/A
TPSL
Overseas
Gibraltar
NSCD (R) Gibraltar
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
TPSL
Overseas
Gibraltar
TPSL
Overseas
Washington
TBC
Labyrinth
Phase 2
Phase 2 CP10 MOD/FOC
MOD.
24-Oct-11
14-Jul-12
TBC
TBC
TBC
1
1
1
31-Mar-12
30-Jun-12
1%
30-Jun-12
0.67
m
1
0.98
2,616
30-Jun-12
31-Mar-12
Complete
24-Oct-11
1%
2,616
Pending 3a
BL Agreement
TBC
TBC
Complete
0.76
m
1
0.90
N/A
1,890
N/A
06-Jan-12
SUSL LAN-Side Encryption Exception Summary
Risks
TBC
0.76
m
1
0.90
Issues
(Risk Register impact)
Pending 3a
BL Agreement
TBC
(Issues Log impact)
Complete
N/A
Benefits
Stage
Deviation
24-Oct-11
(wks/days/hours)
(wk/days/hours)
Cost
(£)
Ranked
Options
2 Do nothing
Cost
(£)
(1 = preferred)
N/A
06-Jan-12
Risks
m
Issues
(Risk Register impact)
(Issues Log impact)
1 Instigate senior management
support for a joint commercial
meeting to resolve support wrap
Cost issues.
MEP4 designs
can not be
assured, FUL
Delayed
indefinitely.
Capability
delivery delayed
2 Do nothing – except delay
TBC
0.87
0.92
1,271
24-Oct-11
11-Jan-12
1
1
1
Stage: Closure of Legacy Services ARM ID 10573
Liability: Legacy 1
System LUL delays incurred due to GFA / Network Ready slips
01-Aug-11
26-Sep-11
incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the
19-Jul-12
Project
Deviation
• Project Stage: Overseas site delivery & on-going support. ARM ID 7222.
agreement for support of ECB’s is causing Oversea site delay.
Cost saving
ATLAS of
RS END
Nil
Nil
1
£1.6 m to MOD
DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for
resolution of this issue are totally exhausted.
Cost is not
• Recommendation: 1
Nil
Nil
RS END
Nil
£1.6 m
2
avoided
NIL – Incr 3a
1 Generate flexibility• the RS
in Cause: Lack of commercial
has a stability of
period that will save the Liability: 50% can
• MOD £1.6 delivery that MOD – 50%
NIL
Million. Request from PMCB to
generate firmer
SCARS board.
timelines for RS
• Consequences: Delivery of
end
1,890
14-Jul-12
TBC
TBC
TBC
TBC
Delivery can not
be achieved
UNCLASSIFIED
Risks
Issues
(Risk Register impact)
(Issues Log impact)
Benefits
Stage
Deviation
Project
Deviation
Cost
(£)
Inc 3a
timescales can
be achieved
Stage
Deviation
Project
Deviation
(wks/days/hours)
Benefits
PMCB **-Jul-11
Delivery can not
Nil
be achieved
(wk/days/hours)
Sequence delivery
Years
HIGH
1
Sequence delivery
Years
HIGH
Ranked
Options
2
(1 = preferred)
5
Ranked
Options
• Project Stage: Overseas site delivery & on-going support. ARM ID 7222.
agreement for support of ECB’s is causing Oversea site delay.
Cost saving
ATLAS of
RS END
Nil
Nil
1
£1.6 m to MOD
DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for
resolution of this issue are totally exhausted.
Cost is not
• Recommendation: 1
Nil
Nil
RS END
Nil
£1.6 m
2
avoided
(wks/days/hours)
(wk/days/hours)
(1 = preferred)
NIL – Incr 3a
1 Generate flexibility• the RS
in Cause: Lack of commercial
has a stability of
period that will save the Liability: 50% can
• MOD £1.6 delivery that MOD – 50%
NIL
Million. Request from PMCB to
generate firmer
SCARS board.
timelines for RS
• Consequences: Delivery of
end
06-Jan-12
m
2,370
SUSL LAN-Side Encryption Exception Summary
N/A
TBC
0.87
0.92
1,271
24-Oct-11
11-Jan-12
1
1
1
Stage: Closure of Legacy Services ARM ID 10573
Liability: Legacy 1
System LUL delays incurred due to GFA / Network Ready slips
01-Aug-11
26-Sep-11
incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the
19-Jul-12
3,090
1
SUSL RSP for Legacy Closure Exception Summary
1,890
• Cause:
NSCD (S) Washington
DII LABYRINTH Phase 2 Impl
Complete
5,066
1
SUSL RSP for Legacy Closure Exception Summary
30-Jun-12
• Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue.
• Recommendation: 1
NSCD (S) Gibraltar
• Project
DII Increment 1/2A Overseas
Washington (S) Complete
1
NSCD (S) Gibraltar
• Project
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present
1
SUSL RSP for Legacy Closure Exception Summary
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
0.58
TBC
0.87
0.92
1,271
24-Oct-11
11-Jan-12
1
1
1
Stage: Closure of Legacy Services ARM ID 10573
DII Increment 1/2A Overseas
• Cause: Liability: Legacy 1
System LUL delays incurred due to GFA / Network Ready slips
TPSL
Overseas
Washington NSCD (S) Washington
01-Aug-11
26-Sep-11
Washington (S) Complete
incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the
DII LABYRINTH Phase 2 Impl
TBC
Labyrinth
Phase 2
Phase 2 CP10 MOD/FOC
19-Jul-12
14-Jul-12
TBC
TBC
TBC
TBC
m
MOD.
Complete
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue.
• Red = Forecasting a Tolerance Breach; Grey = No RAG at present
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
• Recommendation: 1
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
ESCALATION DECISIONS
Episkopi (S)
TBC
m
18-Aug-11
EV
CPI
• Cause:
NSCD (S) Washington
TBC
15-Jul-11
15-Dec-11
04-May-12
TBC
A/W Baseline
NSCD (S) Gibraltar
• Project
DII Increment 1/2A Overseas
Washington (S) Complete
2,370
Pending 3a
BL Agreement
3,160
0.69
30-Jun-12
30-Jun-12
31-Mar-12
Complete
18-Aug-11
TPSL
1%
AHE Stage3 AHE Stage 3 Tranche 3
DII Increment 1/2A Overseas
Cyprus (S) Complete
5,066
1
27-Jan-11
TPSL
DII Increment 1/2A Overseas
Cyprus (S) Complete
0.67
0.58
30-Jun-12
R2B
Fixed
Implementation
TPSL
DII Increment 1/2A Fixed AHE
Stage 3 PtP/Launch Service
m
01-Sep-11
N/A
ESCALATION DECISIONS
Applications
Services
3,090
0.69
30-Jun-12
04-May-12
TBC
A/W Baseline
DASL
DII Increment 3A Last User Live
(LUL)
1
DII LABYRINTH Phase 2 Impl
Complete
DASL
3% (inc
secret)
k
1
1
31-Mar-12
DII Increment 1/2A Overseas
Gibraltar (R&S) Complete
DII Increment 1/2A Release 2B
Blenheim MGM & TS FUL( R)
DII Increment 1/2A Release 2B
Cambrai Gateways Complete
DII Increment 1/2A Fixed AHE
Stage 3 PtP/Launch Service
25-Jan-12
15-Dec-11
04-May-12
N/A
1
ESCALATION DECISIONS
1.00
21%
TBC
A/W Baseline
AHE Stage3 AHE Stage 3 Tranche 2
m
18-Aug-11
DII Increment 3A Last User Live
(LUL)
Applications
Services
r
27-Jan-11
N/A
0.97
Complete
EV
SPI
Complete
r
N/A
1.00
27-Jan-11
TPSL
N/A
2% (inc
secret)
DASL
DII Increment 1/2A Release 2B
Cambrai Gateways Complete
Indicative
MODIS %
Benefit
1
EV
SPI
3% (inc
secret)
DASL
DII Increment 1/2A Release 2B
Blenheim WCM FUL(R)
28-Jun-11
Data Point
Svc Line
25-Aug-11
0.67
CP8 (R) Ready for FUL
CP8 (S) Ready for FUL
DII Increment 1/2A Release 2B
Blenheim EDRM & AC FUL(R)
DASHBOARD VIEW
LUL (does not include elements where Rqt is
unclear or there are scaling issues)
AHE Stage3 AHE Stage 3 Tranche 1
N/A
Alamein
Alamein
DII Increment 1/2A Release 2B
Blenheim MGM & TS FUL( R)
Anchor Milestone Description
Web II - (NATO & CCEB) CP9 NSCD
Increment
3A
Applications
Services
0.97
Anchor Date &
RAG
R2B
R2B
ATLAS L1 MSPS Milestone
Forecast vs
Tolerance
Indicative
MODIS %
Benefit
r
DASL
Project
CCEB Mail & Web CP9 NSCD
Cambrai
IOG
Fixed
Implementation
DII Increment 1/2A Fixed AHE
Stage 3 PtP/Launch Service
28-Jun-11
DASL
Programme
NATO Mail & Web CP9 NSCD
Cambrai
IOG
R2B
SUSL
TPSL
DII Increment 1/2A Alamein Ready
for FUL(S)
Svc Line
Cambrai
IOG
R2B
DII Increment 3A Last User Live
(LUL)
DII Increment 1/2A Alamein Ready
for FUL(R)
Anchor Milestone Description
R2B
DASL
DASL
Data Point
EV
CPI
N/A
m
2% (inc
secret)
DII Increment 1/2A Release 2B
Cambrai Gateways Complete
DASHBOARD VIEW
r
N/A
21%
3% (inc
secret)
DII Increment 1/2A Release 2B
Blenheim EDRM & AC FUL(R)
PROJECT VIEW
B/L Value of
Work
Remaining
(ETC)
EV
SPI
N/A
0.97
Complete
DII Increment 1/2A Release 2B
Blenheim MGM & TS FUL( R)
2 Do nothing
UNCLASSIFIED
PMCB **-Jul-11
4
TBC
• Consequences: Cost over run to MOD. DII IPT/SUSL have exhausted options on this issue.
• Recommendation: 1
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
Risks
Risks
Issues
(Risk Register impact)
(Issues Log impact)
Benefits
Stage
Deviation
Project
Deviation
Cost
(£)
(wks/days/hours)
(wk/days/hours)
(1 = preferred)
Risks
Issues
(Risk Register impact)
(Issues Log impact)
1 Instigate senior management
support for a joint commercial
meeting to resolve support wrap
Cost issues.
MEP4 designs
can not be
assured, FUL
Delayed
indefinitely.
Capability
delivery delayed
2 Do nothing – except delay
Delivery can not
be achieved
UNCLASSIFIED
UNCLASSIFIED
Stage
Deviation
Project
Deviation
(wks/days/hours)
Benefits
(wk/days/hours)
Sequence delivery
Years
HIGH
Years
HIGH
PMCB **-Jul-11
Delivery can not
Nil
be achieved
Project
Deviation
(wk/days/hours)
Cost
(£)
Ranked
Options
Sequence delivery
Sequence delivery
Years
HIGH
1
Years
HIGH
2
(1 = preferred)
5
MONTHLY/AS REQUIRED
2
Cost
(£)
Ranked
Options
(1 = preferred)
UNCLASSIFIED
Inc 3a
timescales can
be achieved
Inc 3a
timescales can
be achieved
PMCB **-Jul-11
Delivery can not
Nil
be achieved
Stage
Deviation
(wks/days/hours)
Benefits
1
Sequence delivery
Capability
delivery delayed
Delivery can not
be achieved
UNCLASSIFIED
NIL – Incr 3a
1 Generate flexibility• the RS
in Cause: Lack of commercial
has a stability of
period that will save the Liability: 50% can
• MOD £1.6 delivery that MOD – 50%
NIL
Million. Request from PMCB to
generate firmer
SCARS board.
timelines for RS
• Consequences: Delivery of
end
2 Do nothing
MEP4 designs
can not be
assured, FUL
Delayed
indefinitely.
2 Do nothing – except delay
Ranked
Options
• Project Stage: Overseas site delivery & on-going support. ARM ID 7222.
agreement for support of ECB’s is causing Oversea site delay.
Cost saving
ATLAS of
RS END
Nil
Nil
1
£1.6 m to MOD
DII/F into USA, Brunei & SHAPE. SUSL/DII IPT options for
resolution of this issue are totally exhausted.
Cost is not
• Recommendation: 1
Nil
Nil
RS END
Nil
£1.6 m
2
avoided
(Issues Log impact)
1 Instigate senior management
support for a joint commercial
meeting to resolve support wrap
Cost issues.
SUSL LAN-Side Encryption Exception Summary
Issues
(Risk Register impact)
PMCB **-Jul-11
4
5
PMCB **-Jul-11
4
WEEKLY/MONTHLY
DAILY/WEEKLY
Portfolio Management 1st October 2013
13

14. HOW DID WE DO?
Paperwork
Activities
•
•
•
•
•
•
•
•
• Demand Management and Pipeline
• Joint Investment Board
• Joint Programme Management and
Control Board
• Improved MI and Decision making
Material
• ATLAS Migrated EPM2003 to EPM
2010
• Wider DES EPM Activity
• Developed Portfolio Team and PMO
• DIST Operating Model
• Quality Control Points
Mandate
Blueprint for P3O Office
Staff TOR‟s and Job Descriptions
Draft Portfolio and Level 0 Plan
Draft Programme and High Level Plan
Management Information
Confidence Metrics
Operating Model
Portfolio Management 1st October 2013
14

15. WHAT IS GOING WRONG?
• Senior Managers not engaged
• Crisis Management
• Wasted Resources
• Missing Deadlines
• Poor Board Behaviour
Portfolio Management 1st October 2013
15

16. AIMS AND OBJECTIVES
Portfolio Management 1st October 2013
16

17. SENIOR MANAGEMENT!
• Who are they?
–Management Board – Team Leader +8 Deputy Heads
• What were they after?
–Clear guidance on P3O and how to transform without breaking
normal business.
• How did I achieve it? Architecture Management
Financial Management
Commercial Management
SME with a
Project Codes
–Early individual engagementEngagementclear presentation pack.
Resource planning
Financial Tracking
Timely Contract Renewals
Safety and Security
Forecasting
–Personalised views of the information they valued most.
–Personalised views of what they each needed to do.
–Clear alignment with BAU activities.
Service Management
Programme Management
Strategic Management
–Early circulation of the presentation pack.
Protect Live Service
Planned Activities
Prioritisation
Easy Transition
Resourced Tasking
Demand Signals
–Personal attendance at Management Board to present.
Trend Management
Positive Control
–Personal commitment to drive the transformation forward.
Portfolio Management 1st October 2013
17

18. ISSUE
• The DIST Management Board requires confidence that it is
managing the overall performance of DIST through
predictable and trustworthy evidence.
• This will allow the Board to prioritise resources against
key objectives, ensuring that the „right things‟ are being
delivered, whilst achieving value for money.
• As the Board approaches the uncertainty of DCNS and the
exit from current commercial arrangements this is
essential.
Portfolio Management 1st October 2013
18

19. ACTION PLAN FOR A P3O Portfolio/PMO/PSO APPROACH
• Strategy
– Produce a long term vision backed up by a set of principles
– Back it up with a tactical schedule of transformation activity
• Organisation
– Agree and Use Common Processes and Governance
– Enforce Application and Commitment to Governed Processes
• Process and People
–
–
–
–
–
Agree, Publish, Walk and Talk an Operating Model, Standards and Processes
Focused Transformation Project
Senior Team Focused on the Transformation
Up skilling Programme across DIST (promoting and focusing the way we wish to do things)
Empowerment at all levels to simplify decision making
• Technology
– Improve consistency of usage of current technology
– Further exploit or introduce new technology where justified
Strategic
Direction
Collaboration
Long Term Vision
Clear Priorities
Shared Processes
Tactical
Planning
Successfully
Delivers
Improved
Performance
Shared Tools
Informed Decisions
Shared Information
Predictable Outcomes
Clear Escalations
Shared Decisions
Customer Satisfaction
Portfolio Management 1st October 2013
19

20. Portfolio Management 1st October 2013
20

21. WHAT LESSONS CAN I BRING?
• That a well articulated vision allows you to effectively test and
adjust your action plan.
• That a structured approach (P3M) provides an environment in
which to succeed.
• That every opportunity to influence key stakeholders has to be
taken quickly and effectively.
• That a phased approach allows the Management Team to agree to
actions even when they are not completely convinced, providing
incremental sponsorship.
• That in an organisation as big as the MOD it is impossible to
implement a single solution quickly and often the transformation
starts in small pockets but can quickly gain momentum.
• That any transformation ultimately succeeds or fails dependent on
the amount of energy and enthusiasm that goes into it, quite often
from a very small number of individuals.
Portfolio Management 1st October 2013
22

22. SHOULD I HAVE GONE STRAIGHT TO THE BOSS?
• Previous attempts to introduce P3O had tried to go to the top first
and failed because of the lack of senior buy in from the other
Management Board members
• BAU took over
• I arrived and was dedicated to P3O and creating team etc
• KEY POINT – It was my highest priority activity even over BAU!!
Portfolio Management 1st October 2013
23

23. WHERE IS IT GOING NEXT?
• Me on the Management Board, so far busier.
• No replacement yet, so unable to steer as effectively.
• Main implementation starting in Oct, so need to maintain
commitment.
• Super users, recruitment issues.
BUT
• Increasing Awareness.
• Advocates on the Management Board.
• Significant Executive Support.
Portfolio Management 1st October 2013
24