PROCESS FOR CHANGE Programme Governance Plan

Transcription

1 High Level Design Stage and Beyond Arrangements for Programme and Project Management Recognising the complexity of delivering all the elements of the programme in a tight timescale the following governance arrangements will be adopted: PROJECT MANAGEMENT METHODS for the 7 key work streams, based largely around PRINCE2 methods; and PROGRAMME MANAGEMENT METHODS for the subsequent phases in design and into implementation, in order to manage the key interdependencies between the projects and increase confidence in delivery of the outcomes (benefits) required across the programme. With the support of Serco supporting subject matter experts (SMEs) the Programme Manager will pilot elements of the MSP methods where they may add value to the design stage. Project Management of the Work streams The following roles have been identified in respect of each opportunity theme: 1 Board 2 Sponsor 3 SRO 4 Senior User 5 Project Manager 6 Project Team Member In addition for the overall Programme, there are a further two discrete roles: 7 Programme Manager 8 Programme Support Office The attached appendix sets out the function, duties and expected time involvement for each role. The time involvements will vary to some extent between the opportunity themes depending on the scale of each and so those stated are indicative, particularly for the larger themes. There will be some flexibility for Project Managers not to be completely full time provided they are closely assisted by a project team member who can deputise for them to some extent. Prince2 provides a structure for a project management team that supports: Roles for decision makers Management by exception for the decision makers Full or part-time project management Page 1 of 17

2 Controlled delegation of some day-to-day management responsibilities, where required, to Team Members Roles for the independent inspection of all aspects of project performance Administrative support, as required, to the Programme Manager, Project Managers and Team Members Agreement by all concerned on what the various roles and responsibilities are Lines of communication between the project management team members. The PRINCE2 project management structure consists of roles and responsibilities that bring together the various interests and skills involved in, and required by, the project. For the project to be successful, it is important to define these roles at the outset. A project management structure is a temporary structure specifically designed to manage the project to its successful conclusion to meet the requirements defined in the Project Brief. The structure allows for channels of communication to decision-making forums and should be backed up by job descriptions that specify the responsibilities, goals, limits of authority, relationships, skills, knowledge and experience required for all roles in the project organisation. The following governance structure has been put in place: Performance Improvement Strategic Board Organisational Development PPG Programme Sponsor (Cllr Walsh / Sally Reid) SRO (Judy Orr) Programme Senior User (Sally Reid) Core Team Programme Manager Programme Support Specialist Input Project Managers Strategic Board Strategic Board Strategic Board Sponsor Project Team Sponsor Project TeamSRO Project Team SRO SRO Senior User Senior User Sponsor Senior User Project Team Project Team Project Team The three interests of the Business, the User and the Supplier, described overleaf, will be represented on the Project Board at all times. Page 2 of 17

3 Business The three project interests The product(s) of the project should meet a business need. The project should give value for money. There should, therefore, be representation from the business viewpoint to ensure that these two prerequisites exist before commitment to the project is made and remain in existence throughout the project. PRINCE2 makes a distinction between the business and the requirements of those who will use the final product(s) project products in this sense are the required outputs like a redesigned process, or delivery method. The SRO role is defined to look after the business interests (representing the customer). Senior User There will be an individual, group or groups for whom some or all of the following will apply: They will use the final product The product will achieve an objective for them They will use the end result to deliver benefits They will be impacted by the project outcome The user presence is needed to specify the desired outcome and ensure that the project delivers it. User management should therefore be represented on the Project Board. They will typically form part of the customer representation. Senior Supplier The creation of the end product will need resources with certain skills. Representation is needed from the supplier who will provide the necessary skills. The project may need to use both in-house and external supplier teams to construct the final outcome. Page 3 of 17

4 The intention is to obtain external consultants to support our programme and individual projects. The other main supplier is the internal Business Improvement Team. The external consultants will be in attendance at Project Boards as and when required. Attendance of the Business Improvement Team will be in support of the Project Manager as requested/agreed with the Programme Manager. Project Management Activities Each project team will need to work across themes in order to ensure that the interdependencies are properly identified. The following mechanisms will be put in place to assist with this: 1 Weekly meetings of Project Managers with overall Programme Manager. The Programme Manager will determine whether these are best carried out on a one-to-one basis or whether a number or all of the Project Managers need to meet together. Risk management will form the core of progress meeting agendas. Any potential risk mitigations, issues or delays which may impact on progress or costs, within each project will be highlighted by the Project Manager to the Programme Manager immediately without waiting for the next weekly meeting. 2 Central maintenance of an Interdependencies Register co-ordinated through the Programme Support office. All Project Managers must log a potential interdependency as soon as it is recognised and (the Prog Mgr will) track the progress of full identification and exploration of this. 3 Central maintenance of a Potential Design Conflicts Register co-ordinated through the Programme Support office. All Project Managers must log a potential Design Conflict as soon as it is recognised and track the progress of full identification and exploration of this. Design Conflicts must then be raised with the Programme SRO for discussion with all affected SROs. If not resolved at that level, they should be escalated to the Strategic Management Team for a decision. Project Board meetings to be held at least monthly. Individual Project Boards should ideally meet at least 10 days prior to the Programme Board (Performance Improvement Board) and to provide a written Project update report to the Programme Board highlighting progress made versus plan, any changed risks and issues, interdependencies identified and any conflicts with other themes. Project Boards to sign off Project Initiation Document and Project Plans for their theme and to monitor progress on production of all outputs. 4 Project teams to meet at least weekly to review progress with the Project Manager and to update Project Plan. Page 4 of 17

5 5 All Project Teams to prepare a list of proposed Design Principles. These Design principles to be approved by the relevant Project Board and notified to Programme SRO. Programme SRO and Project SROs to consider the overall set of Design Principles to identify if there are any potential conflicts. Any potential design conflicts to be resolved as per 3 above. Programme SRO and Project SROs to meet as a Design Authority to approve overall design. Meetings to be scheduled at monthly intervals. 6 Calendar of all project meetings to be maintained on Sharepoint by the Programme Support Office. 7 All project team meetings and project board meetings to be formally minuted and logged on Sharepoint. All project products to be logged on Sharepoint by theme. Programme Management Activities We recognise the need for an overarching management process to co-ordinate the inter-relationships between the priority projects in Process for Change. The following description should be taken as context for the project: Programme Management The coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance Programme Temporary flexible organisation structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation s strategic objectives; a programme is likely to have a life that spans several years The MSP training and documentation provides a comprehensive list of How To guides and other tools in the Serco MSP Framework shown below. Page 5 of 17

6 Benefits Realisation.. Increasing Confidence & Capability Ensures we can answer the challenging questions Are the objectives expressed in deliverable terms? Can the sponsor tell when the project is done, and how? What is the story of how the financial objectives will be met? What is the process that finds core and extended cash benefits? How does Finance link specific benefits to changes in the business? How can management make the changes and benefits happen? How will people resistant to change be brought round? What can Finance do to ensure the project achieves the benefits? Demands buy-in by stakeholders and sponsors Outcomes are non-negotiable Focus on change - show me events not numbers Transformational Flows Themes Principles MSP Principles, Flows Themes Serco. Prepared by Serco Business Academy Page 6 of 17

7 Project Initiation Document This is a key document for each project. It should contain the following sections: 1 Introduction: Purpose/Background 2 Project Definition: Aims and objectives, Project Scope, Approach, Deliverables, Exclusions, Constraints, Project success criteria, Relationships to other projects, Assumptions/Prerequisites 3 Outline Business Case 4 Key Stakeholders 5 Budget 6 Project Organisation Structure 7 Communications Plan 8 Quality Plan: Quality expectations, criteria, methods, Project Assurance 9 End Project reports 10 Initial Project Plan 11 Project Controls: Change control, Exception process and tolerances, management of risks and issues 12 Acceptance Criteria 13 Initial Risk Log Page 7 of 17

8 Theme Board Sponsor SRO Senior User Project Manager Project Team FTE's (9) Overall Programme Performance Improvement Board Sally Reid / Cllr Dick Walsh Judy Orr Sally Reid Morag Brown Jan Brown, Janice Hastings Joan Stewart Change Management Performance Improvement Board Sally Reid Donald MacVicar Tom Millar Morag Brown Procurement & Managing Contracts Shared Services & Procurement Board Nigel Stewart Bruce West Donnie Kelly Alan Brough Esther Anderson Customer Management Customer First Nigel Stewart Donald MacVicar Charles Reppke Lesley Sweetman Julie Cameron, Jennifer Gilchrist / Mhairi Renton, Maggie McLay, Diana Brodie Rules Based Eligibility & assessment Workforce Deployment Customer First George Harper Malcolm MacFadyen HR Board Douglas Hendry Stewart Turner Sandra Greer Gordon Nash Julie Cameron, Jennifer Gilchrist / Mhairi Renton, Maggie McLay, Diana Brodie Danny Longwill Gordon Munro Diana Brodie, Iain Welsh Administration/EDRM & Data Management ICT Strategy Board Andy Law Sandy Taylor David Tomlinson Gavin Boyd Debbie Robertson, Richard Erskine, Maggie McLay Property Asset Management Board George Harper Sandy MacTaggart Hugh Blake Nick Allan Neil Leckie Richard Erskine notes: SMT approved 8.5 FTE SRO and Service Input 6 FTE Project Managers 9 FTE (backfilled) project input for specific opportunities or general programme support FTE's identified would not necessarily be working full time on this programme Page 8 of 17

9 Project Board Function - The Project Board is responsible to the overall Programme Board for the overall direction and management of the project and has responsibility and authority for the project within the remit (the Project Mandate) set by the Programme Board. The Project Board approves all major plans and authorises any major deviation from agreed Stage Plans The Project Board signs off the completion of each stage as well as authorising the start of the next stage. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and external bodies. In addition, it approves the appointment and responsibilities of the Project Manager. The Project Board is responsible for assurance that the project remains on course to deliver products of the required quality to meet the Business Case defined in the Project Initiation Document. According to the size, complexity and risk of the project, the Project Board may decide to introduce specific additional resources to address some of its Project Assurance activities. The Project Board is the project's 'voice' to the outside world and is responsible for any publicity or other dissemination of information about the project. Duties of Project Board Member Attendance at project board meetings Agreement of PID and ongoing update of project plan Acceptance of all project products Provision of all resources and facilities required by the project Agreement of milestone achievements Review of scope Time Involvement 3 days over 3 month period (1 day per month). More for Sponsor, SRO and Senior User (see below) Sponsor Function - The Sponsor will be expected to chair Project Board meetings and to ensure that the Project Board meets its remit. They are also expected to promote the project both within the organisation and externally. Duties Chair Project Board Internal and external promotion of project Liaison with Project Manager and SRO prior to project board meetings to agree agenda and papers Page 9 of 17

10 Reporting to Programme Board and attendance at that board as required Time Involvement 6 days over 3 month period (2 days per month) Senior Responsible Officer (SRO) Function - The SRO is ultimately responsible for the project, supported by the Senior User and Senior Supplier. The SRO's role is to ensure that the project is focused throughout its life cycle on achieving its objectives and delivering a product that will achieve the projected benefits. The SRO has to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of business, user and supplier. Throughout the project, the SRO 'owns' the Business Case. with other SROs will act as Design Authority. The SRO along The SRO is responsible for the following key aspects of the project: Development and continuation of the project Business Case Overseeing the development of a viable Business Case is part of ensuring that the aims of the planned change continue to be aligned with the business and establishing a firm basis for the project during its initiation and definition. The SRO should be responsible for securing the necessary investment for the business change. The SRO has the responsibility throughout the project to ensure that the business benefits will be achieved. Project organisation structure and plans The SRO ensures that there is a coherent organisation structure and logical plan(s). This will involve being actively engaged with the work of project initiation. Monitoring and control of progress Monitoring and controlling the progress of the business change at a strategic level (at an operational level this is the responsibility of the Project Manager). The Project Manager is responsible for regular reports (Highlight Reports) to the Project Board on progress of the business Page 10 of 17

11 change. There will be inevitable issues that arise, requiring the SRO's advice, decision making and communication with senior stakeholders. Problem referral Referring serious problems in a timely manner to SMT, as necessary. Regular consultation will be required between those delivering the change and its stakeholders and sponsors. The SRO is responsible for ensuring the communication processes are effective and linkages are maintained between the project and the organisation's strategic direction. Formal closure Formally closing the project and ensuring that the lessons learned are documented. Post-project review Ensuring that the post-project review takes place at the end of implementation, whose purpose is to find out if the benefits, as stated in the Business Case, have been realised. The SRO is responsible for commissioning and chairing these reviews and ensuring that the relevant personnel are consulted and involved in the review process. The output is forwarded to the appropriate stakeholders. The SRO will be expected to play a key role in providing information, committing resources and participating actively in the running of the programme. They will also play a leading role in facilitating the interface between the consultants and council staff, briefing colleagues and ensuring the overall project timeline is maintained. Duties Identifying the appropriate contacts and information sources in the Council Arranging sufficient and timely resource from within the service areas of the council through the appointment of Service stream leads from each service area Regular liaison with Project Manager Appropriately resourcing the project team Preparation of agenda and papers for Project Board in conjunction with Project Manager and Sponsor Page 11 of 17

12 Maintaining regular contact with the Project Sponsor and briefing them for Programme Board Participating actively in shaping the deliverables Monitoring and controlling progress Referring serious problems upwards to Strategic Management Team as necessary, in a timely manner. Meeting with Programme SRO and other theme SROs to act as overall Design Authority Owning the business case Budget and contract management Time Involvement 15 days over 3 month period (1.25 days per week) Senior User Function - The Senior User is responsible for the specification of the needs of all those who will use the final product(s), for user liaison with the project team and for monitoring that the solution will meet those needs within the constraints of the Business Case in terms of quality, functionality and ease of use. The Senior User is accountable for any products supplied by the user(s), such as making sure that requirements have been clearly and completely defined, that what is produced is fit for its purpose and for monitoring that the solution will meet user needs. The role represents the interests of all those who will use the final product(s) of the project, those for whom the product will achieve an objective, those who will use the product to deliver benefits or those who will be affected by the project. The Senior User role is responsible for: Providing user resources Ensuring that the project produces products that meet user requirements Ensuring that the products provide the expected user benefits. The Senior User is responsible for Project Assurance from a user perspective. Duties Identifying the resources required from users Representation of User interests Full participation in project board Page 12 of 17

13 Time Involvement 10 days over 3 month period (0.75 days per week) Project Manager Function - The Project Manager has the authority to run their specific project on a day-to-day basis on behalf of their Senior Responsible Officer within the constraints laid down by the board. The Project Manager's prime responsibility is to ensure that their project produces the required products, to the required standard of quality and within the specified constraints of time and cost. The Project Manager is also responsible for the project producing a result that is capable of achieving the benefits defined in the Business Case. The Project Manager will be responsible for monitoring progress, controlling the budget, ensuring the necessary resources are secured to deliver the project in each area and will act as the primary point in the council. The Project Manager will have other responsibilities in delivering the project successfully. These include: Overall project management Production of PID Production and update of project plan Management of risk register and issues log Change control Identifying the appropriate contacts and information sources in the Council Appropriately resourcing the project team Maintaining regular contact with SRO Preparation of papers for Project Board meetings Log potential design conflicts with other projects in central register and assist their resolution Log interdependencies with other projects in central Interdependencies Register and assist with full identification and exploration Participating actively in shaping the deliverables Briefing Council contacts about the project Responding to questions on topics that need elaboration Supporting and contributing to the identification of opportunities and development of initial business plans Page 13 of 17

14 Day to day Budget and contract management Time Involvement - full time over 3 month period Project Team Member Function - The Project Team Member will be responsible for provision of specialised knowledge as required, contributing to the production and assurance of all project products Duties Participating in business analysis and review Contributing to future design Attending team meetings Undertaking agreed project activities as defined by Project Manager Time Involvement part-time or full time over 3 month period Programme Manager Programme management can be defined as the coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance. This is distinct from project management and can be best illustrated by the two diagrams below. Page 14 of 17

15 Project (Outputs) Finite defined Start and Finish Detailed planning Delivery of product, service capability / output Benefits typically accrue at end or after Shorter timescales Programme (Outcomes) Has a vision of End State Less defined path / plan Co-ordinated outputs delivery Benefits realised during Programme and afterwards Includes projects not directly delivering benefits Longer timescales Programmes versus projects Quality Minimise Risk Cost Time Minimise Investment Maximise Benefits In the Project Environment In the Programme Environment The two triangles are quite different. Indicating the significant difference in priorities for programme management and project management Page 15 of 17

16 Function The Programme Manager has the authority to deliver the Programme on behalf of the SRO / Project Board, within the constraints laid down. The Programme Manager leads and manages the Core Project Team with the authority and responsibility to oversee the running of the projects on a day-to-day basis, with specific responsibility for the timeframe and interdependencies between each of the projects. The Programme Manager s key responsibility is to ensure that the Projects deliver the right outputs, to the required level of quality and within the specified constraints of time, cost, resources and risk. Duties for the Programme Manager will include: Holding weekly meetings with Project Managers Ensuring that good progress is maintained across overall Programme; working with individual Project Managers to ensure any potential delays within their Projects are being appropriately managed Central maintenance of an Interdependencies Register co-ordinated through the Programme Support office and populated by individual Project Managers. Ensuring that potential design conflicts logged on the Potential Design Conflicts Register are appropriately resolved by SROs or Strategic Management Team Build, manage and motivate the Core Project Team Build and maintain effective working relationships with the SRO / Project Board for the overall Programme Ensure consistency in quality and timeliness of the preparation and maintenance of standard project deliverables, including PID, Project Plan and Business Case for each Project Responsible for the maintenance of the Programme Risk Register and Programme Issues Log Manage and control changes to scope, requirements, personnel, etc Prepare and present Programme reports and plans to the Programme Board highlighting progress made versus plan, any changed risks and issues, interdependencies identified and any conflicts between themes Ensure progress reports from individual Project Boards are available for the overall Programme Board Support meetings of the Design Authority (Programme SRO and Project SROs) Ensure Programme Support Office provides effective administrative support to the overall Programme and to individual Project Teams Programme budget and contract management Page 16 of 17

17 Time Involvement - part time over 3 month period. (Full time in conjunction with Project Manager role of Change Management theme) Programme Support Office (Administration) Function - The Programme Support Office (Administration) will be responsible for providing administrative support, reporting and control activities, facilitating communications and maintaining a project diary as well as assisting in the provision of management information and document control for the project. Duties Arrange weekly meetings of Project Managers with overall Programme Manager. Arrange monthly Project and Programme Board meetings. Arrange monthly Design Authority meetings. Arrange adhoc meetings and workshops for the Programme and Project teams with council staff. Maintain calendar of all project meetings on Sharepoint. Minute taking for Project Team and Project Board meetings Load all Project Products by theme onto Sharepoint Provide general administrative support and assistance to the Programme and Project Managers and wider project teams including requisition of consumables, travel, courses, meeting rooms, equipment etc and maintenance of personnel records as required for secondees Issue standard templates to Project teams for all project deliverables. Assist Programme Manager with Programme and Project communications Assist Programme Manager with tracking progress on overall Programme and individual projects Collect, coordinate, analyse and distribute management information about the programme Assist Programme and Project Managers to monitor conformance to project standards relating to documentation, reporting, and communications Facilitate communication between council staff and the project team including the project consultants Time Involvement full-time over 3 month period Page 17 of 17