John McDermott, Head of Corporate Business Planning

Transcription

1 Performance and Resources Board, 22 September 2015 Agenda item: 19 Report title: Report by: Action: Project Management Methodology John McDermott, Head of Corporate Business Planning To note Executive summary An organisation-wide project management methodology has been developed and Corporate Business Planning has developed into a central Project Management Office. The chosen project and portfolio management system is currently being configured, with an expected completion in September Interaction with the business on the methodology is continuing, with workshops taking place across the business ahead of formal communications in September-December 2015, and formal training for users during November and December Recommendations The Performance and Resources Board is asked to note the current position in relation to: a Methodology and Project Management Office. b System configuration. c Interaction with the business.

2 Performance and Resources Board, 22 September 2015 Agenda item 19 Project Management Methodology Methodology and Project Management Office (O) 1 Corporate Business Planning (CBP) has developed an organisation-wide project management methodology based on industry best-practice, feedback from across the organisation and guidance from the chosen project and portfolio management (P) software system supplier (Planview). The latest version of the methodology is shown at Annexes A D (minor adjustments ongoing): a O approach Annex A. b Project management overview Annex B. c Project management stages Annex C. d Project management roles and responsibilities Annex D. 2 CBP has now been developed into a central O function providing support and governance with regard to this methodology (and system). System configuration 3 CBP and Information Systems (IS) are currently configuring the chosen P system to the corporate methodology and it is anticipated that this work will be concluded during September The basis for the system configuration is a detailed taxonomy (or classification) that expresses each piece of data required, the associated values and how it will inform reporting. This taxonomy is available on request. 5 Once the system is approved, CBP will fulfil the role of system owner (aligned to ownership of the methodology) and IS the role of system administrator. Interaction with the business 6 Timelines for this work remain unchanged and are at Annex E, with limited use of the system for business planning during September October 2015 and then full use from January CBP has already interacted with the business through a number of formal and informal workshops (details available on request), and a formal communications campaign is being planned for September December Whilst the methodology will be available across the organisation, the initial intention is for the system to be used by those managing projects on a day to day basis. Formal training will be provided to the user community (identified by the business) during November December

3 Performance and Resources Board, 22 September 2015 Agenda item 19 Project Management Methodology 9 CBP will establish a community of practice approach to the methodology and associated system, bringing together all those involved in projects on a regular basis to help shape future developments. 3

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19 19 - Annex D - Project Management Roles & Responsibilities This document provides details of the roles and responsibilities within the organisation wide Project Management Methodology

20 0. Pre-Project Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Project manager assigned Project Manager assigned to undertake stages 1. to 2. of this methodology Assistant Director (AD) Head of Section (HoS) Concept raised Basic information AD Project Manager () Concept captured Pre-project framework AD Concept classified as BAU / project, and if project as formal / informal Automatic calculation based on score Classification of project and automatic calculation informally reviewed by the Project Management Office (O) Head of Corporate Business Planning (HoCBP) O Analyst Lessons learned relevant for this concept reviewed (including adjustments for Optimum Bias ) Lessons learned collated [auto] AD O Analyst 1. Ideas Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Concept investigated Business case Key attributes defined O Analyst O reporting starts Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the Senior Management Team (SMT), the Performance and Resources Board (PRB) and Council Expectation; weekly system updates by users O Analyst Corporate Business Planning Officer (CBPO) Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst

21 2. Research Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Requirements defined Requirements specification Including requirements / scope / objectives / potential product areas / sections involved / standard roles O Analyst Costs defined Financial plan Non-staff and staff O Analyst O reporting continues Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the SMT, PRB and Council Expectation; weekly system updates by users O Analyst CBPO Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst Project prioritised / considered by the SMT Analytics reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results Investment planning undertaken on the basis of data from 0. Pre-Project / 1. Ideas / 2. Research stages Potential scenarios modelled Project prioritised / approved / rejected by the SMT SMT HoCBP Project Sponsor advised of outcome HoCBP O Analyst Project Manager (re)assigned Project Manager assigned to undertake stages 3. to 6. of this methodology AD / HoS O Analyst

22 3. Initiation Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Project Board / Team established Project Board () Project Sponsor (PS) Requirements reviewed / refined Requirements specification Conduct workshops and engage with users as appropriate to analyse requirements Stakeholder mapping undertaken Stakeholder strategy Mapping and communication method captured Detailed planning undertaken Project plan In future may develop individual Product descriptions and standardisation of products to allow greater reporting functionality Including milestones (prepopulated) / products (including certain standard items for all projects) / product milestones / tasks / resource / decisions Recording risks / issues starts Risk log Issues log In future may develop Change control log and individual Change requests Benefits case clarified Benefits realisation plan In future may develop individual Benefit profiles and standardisation of quantification fields to allow greater reporting functionality Including benefit type / quantification baseline / qualification target / value (if applicable) / when realised / how realised / resource / comment / status Cost tracking starts Financial plan Project costs tracked by Project Manager and Management Accountant on a monthly basis Lessons logging starts Lessons learned log

23 3. Initiation (cont.) Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Project status reporting starts Highlight report [auto] Automatic report collating key data from 3. Initiation stage O reporting continues Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the SMT, PRB and Council Expectation; weekly system updates by users O Analyst CBPO All project information collated Project initiation document (PID) [auto] In future may develop as is / to be Process maps Automatic report collating key data from 0. Pre-Project / 1. Ideas / 2. Research / 3. Initiation stages Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst

24 4. Delivery Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) All project information reviewed / refined PID [auto] In future may develop as is / to be Process maps Automatic report collating key data from 0. Pre-Project / 1. Ideas / 2. Research / 3. Initiation stages Delivery activities undertaken / detailed planning and tracking continues Project plan In future may develop individual Product descriptions, standardisation of products to allow greater reporting functionality, and Work packages Including milestones (prepopulated) / products (including certain standard items for all projects) / product milestones / tasks / resource / decisions Recording risks / issues continues Risk log Issues log In future may develop Change control log and individual Change requests Benefits tracking starts Benefits realisation plan In future may develop individual Benefit profiles and standardisation of quantification fields to allow greater reporting functionality Including benefit type / quantification baseline / qualification target / value (if applicable) / when realised / how realised / resource / comment / status Cost tracking continues Financial plan Project costs tracked by Project Manager and Management Accountant on a monthly basis Lessons logging continues Lessons learned log Project status reporting continues Highlight report [auto] Automatic report collating key data from 4. Delivery stage

25 4. Delivery (cont.) Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) O reporting continues Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the SMT, PRB and Council Expectation; weekly system updates by users O Analyst CBPO Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst

26 5. Go live Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Go live activities undertaken / detailed planning and tracking concludes Project plan In future may develop individual Product descriptions, standardisation of products to allow greater reporting functionality, and Work packages Including milestones (prepopulated) / products (including certain standard items for all projects) / product milestones / tasks / resource / decisions Recording risks / issues / actions concludes Risk log Issues log In future may develop Change control log and individual Change requests Benefits tracking continues Benefits realisation plan In future may develop individual Benefit profiles and standardisation of quantification fields to allow greater reporting functionality Including benefit type / quantification baseline / qualification target / value (if applicable) / when realised / how realised / resource / comment / status Cost tracking concludes Financial plan Project costs tracked by Project Manager and Management Accountant on a monthly basis Lessons logging continues Lessons learned log Project status reporting concludes Highlight report [auto] Automatic report collating key data from 5. Go live stage

27 5. Go live (cont.) Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) O reporting continues Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the SMT, the Performance and Resources Board (PRB) and Council Expectation; weekly system updates by users O Analyst CBPO Project close undertaken Close report [auto] In future may develop Stakeholder satisfaction survey Automatic report collating key data from 3. Initiation / 4. Delivery / 5. Go live stages Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst Project considered by the SMT Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results Project close approved / rejected HoCBP O Analyst

28 6. Review Activity Documentation (template) Explanation (where necessary) Accountable (reviewing) Responsible (undertaking) Benefits tracking concludes Benefits realisation plan In future may develop individual Benefit profiles and standardisation of quantification fields to allow greater reporting functionality Including benefit type / quantification baseline / qualification target / value (if applicable) / when realised / how realised / resource / comment / status Lessons logging concludes Lessons learned log O reporting concludes Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results The O will use information from the P system to produce analytic reports for the SMT, the Performance and Resources Board (PRB) and Council Expectation; weekly system updates by users O Analyst CBPO Post project analysis undertaken Post implementation review [auto] Automatic report collating key data from 6. Review stage Gated review of stage In future may develop export of outputs to stakeholders Gated review Quantitative and qualitative review HoCBP O Analyst Project considered by the SMT Analytic reports TBC [auto] In future may include all informal projects and BAU data to give more accurate results Project review approved / rejected HoCBP O Analyst 7. Complete Formal completion of project

29 Performance and Resources Board meeting, 22 September 2015 Agenda item 19 Project management methdology Annex E Planview and 2016 Business Planning Timeline Date Planview dates 2016 Business Planning dates Notes Friday 28 August Phase 1 deadline - operational plan templates (stages 0 and 1) Tuesday 1 September - Wednesday 2 September Solution Review Workshop Monday 7 September Monday 7 September - Friday 25 September Collation of all directorate templates from Phase 1 (CBPO) Phase 2 - Manual data collection for stage 2 (requirements specification and financial plan) in template Information to be captured by nominated leads in each directorate - with support from CBs Monday 21 September Monday 21 September - Friday 25 September Planview goes LIVE (date TBC) Input stages 0 and 1 to Planview (CBs) Friday 25 September Phase 2 deadline - operational plan templates (stage 2) Monday 28 September - Tuesday 6 October Input stage 2 to the Planview (nominated leads in each directorate) * Allow time for training on using the system Wednesday 7 October Wednesday 7 October - Tuesday 13 October Wednesday 14 October Thursday 5 November Wednesday 11 November Thursday 10 December November/December January 2016 PlanView training for all users All information on the Planview system Reviewing Planview input - ready for prioritisation exercise with COO and directors (CBs, John and Dan) Meeting with COO and Directors to discuss Planview input Performance and Resources Board Draft business plan and budget 2016 Council Draft Business Plan and Budget 2016 Council 2016 Business Plan and Budget Follow up actions from the meeting Go live with Project Management Methodology and Planview system