Case Study Addressing the Challenges of Project and Programme Management Manchester City Council
|
|
- Gary Griffith
- 8 years ago
- Views:
Transcription
1 Case Study Manchester City Council Addressing the Challenges of Project and Programme Management Capacity Building Programme Supported Communities and Local Government Published by: The Improvement and Development Agency (IDeA), Communities and Local Government and the London Borough of Lambeth. Publication date: February 2007
2 Introduction Manchester has some of the most exciting developments and programmes in the UK but some of the biggest project challenges. To tackle these challenges Manchester City Council is developing skills towards programme and project management excellence. In 2003 the Chief Executive of Manchester City Council, Sir Howard Bernstein, launched an initiative to introduce a standard and generic method to support the delivery of projects across all service departments. This presented a major corporate challenge for an organisation of 25,500 employees. The mandate included some key deliverables: Improve project delivery capability through capacity building and sustained support promoting a new language and culture for programme and project management Bring greater surety to the delivery of programmes for capital work, regeneration and business transformation Deliver a wide range of service improvements and community benefits to the people of Manchester through successfully managed projects Raise awareness of project risks and their management To implement these objectives it was decided to produce a generic approach to Project Management within the organisation. The resulting standardised local government approach, the Manchester Method, is in the true spirit of project delivery and change management it is a means to an end, to benefit the community in the delivery of a wide range of projects. The Manchester Method can, has and will continue to improve the lives of those who live, work and visit Manchester; not through any one project, but as a thread through all projects delivered by Manchester City Council. The method has applied common sense in line with the Project Management best practice to benefit the community in the delivery of a wide range of projects. At a time of major change in local government Manchester City Council has developed a public sector Project Management Method based on an industry standard, PRINCE2. Supported by a training programme the approach has attracted the attention of both local authorities and other areas of the public sector. The reputation that Manchester City Council has developed through the adoption of project management best practice has resulted in over 50 other councils and associated partners including the police and fire services expressing an interest in, and in many cases, adopting the approach developed. The present position of Manchester City Council is that it is better placed to achieve a more joined up approach to the delivery of projects. As the method is generic it can be applied to service development and change management as well as product based projects The initiative has been well received because it brings added value to service delivery by actively responding to a skills gap. The sense of adding value to the skills and experience of staff has resulted in a popular and over subscribed basic training course. This has been added to by an approach that has involved staff at all levels in the organisation. Currently over 700 members of staff have attended the training course covering the basics of projects management, the Fundamentals of Project Management. This has promoted the culture of planning and implementing change to a standard method and sharing best practice throughout the organisation and at every level. PROJMGTCS-03-Feb07 2
3 Our ability to manage and deliver projects is increasingly becoming a measure of our success as an organisation. A Training Programme has been devised to ensure MCC staff, develop the knowledge and technical expertise to manage projects confidently and successfully. Sit Howard Bernstein, Chief Executive The requirement of Manchester City Council exemplifies the needs of many enterprises in both public and private sectors throughout the UK. Effective delivery of projects critically depends on the sharing of a common set of data across all members of project teams to provide visibility and control. In turn this helps the organisation apply consistent best practice and enable collaboration to achieve the corporate aims and objectives. PROJMGTCS-03-Feb07 3
4 Background on Manchester City Council Council Situation Manchester City Council is committed to developing Manchester as a city of national and international significance where people wish to live, companies choose to invest and where there is equal access to wealth, employment and other opportunities created through successful regeneration. It aims to achieve these objectives by promoting and supporting sustainable communities, delivering high quality services, developing strong partnerships to promote initiatives of real, long term benefit and by actively involving local people. Manchester City Council s annual Capital Programme has a value in the region of 270m and comprises in excess of 700 projects. In addition, the Manchester Improvement Programme includes almost 100 major change management projects. To deliver this large portfolio of both change and product based programmes and projects, Manchester City Council complements its current capacity for delivery by utilising project management consultants through a Framework Agreement. As a result of the forecasted regional reduction of project management capacity in the North West, Manchester City Council will have to maintain its delivery capability through capacity building if it is to deliver successful programmes and maintain high quality services to Manchester residents in the future. For the City Council to successfully deliver its strategic objectives it is required to manage a large number of projects every year over a broad spectrum. Two years ago the Council felt there were significant opportunities to develop project delivery and related areas of work that could be improved across the authority as a whole. Reports from a number of sources identified the need for the Council to take action to improve its performance in terms of project management. The Comprehensive Performance Assessment from December 2002 identified a number of issues, namely that: The Capital Programme lacked collaboration and the monitoring processes required improvement Strategic or systematic approach to implement major change and planning could be improved The arrangements for ensuring a consistent approach across all services were fragmented The assessment commented that capacity had been strengthened with the creation of a capital project management team. However the practice of Project Management and service delivery with Manchester City Council was an area for improvement. Some of the general business challenges that faced the organisation were: Project Management was inconsistent with only patchy examples of good practice and minimal collaboration on lessons learned Information was held in a variety of formats creating problems in communicating and transferring data Analysis and management of risk were poorly understood; there was considerable improvement required in the recognition, management and maintenance of risk generally Progress reporting was generally an incomplete process and audit trails were difficult to follow There was no corporate approach or established standard for project management training There was a need to improve joined-up thinking in the delivery of projects, otherwise there was a risk of ineffective use of limited resources and a potential to miss opportunities PROJMGTCS-03-Feb07 4
5 The Capital Programme Group was set up to tackle these challenges and support the City Council s objectives of delivering better value services through the Capital Programme. Visits by the Project Management Working Group to other authorities undertaking similar exercises established the need for support at the highest level. A four-phase strategy was presented supported by leadership from the very top of the organisation; a real commitment to a top down and bottom up approach was established and emphasised the importance of the programme. There was an early focus to build capability and capacity from within the organisation. A training programme was designed to provide trainees with a thorough understanding of the Manchester City Council Project Management Method and the ability to apply a range of basic project management techniques to various aspects of a project. There was also a separate Board Members Overview, which was key to ensuring a high level understanding of the training and its promotion across all services. Cultural and Organisational Issues At the beginning of the initiative an early evaluation exercise undertaken by the Project Management Working Group identified that staff capability in project management was low level and inconsistent. Within the organisation there existed: Extremely diverse delivery cultures A silo culture in many departments, where services worked alone with different contact points and separate systems, duplicating functions A resistance to change the status quo Poorly defined responsibility and accountability Reluctance to buy in from departmental Management Teams After reviewing the culture that prevailed in the organisation it was recognised that there was room for improvement in project management resulting in opportunities to deliver additional high quality services to meet their needs. My ability to date to manage a project has been based on hard work, ad hoc training and learning by experience Pre-training opinion from a Manchester City Council Project Manager In 2002 a cross-departmental Project Management Steering Group identified further areas to improve within the organisation: To develop a corporate approach and establish a standard for project management training Facilitate joined-up thinking in the delivery of projects leading to ineffective use of scarce resources and maximise opportunities Recruit experienced and skilled project managers. The appointment of temporary consultant project managers was a significant cost to the authority. Overall there where many challenges that needed to be tackled by the organisation, but these challenges also produced an opportunity. During a period of major change in local government the time was right for Manchester City Council to develop an initiative to support the delivery of projects across the council, build in-house capacity and promote best practice within the organisation. PROJMGTCS-03-Feb07 5
6 Implementation The key objectives of the initiative were to: Provide an understanding of the strategic importance of project management to the organisation Clearly define roles and responsibilities for project owners, board member, project managers, project support and other key stakeholders Provide new project managers with technical skills to manage projects successfully Formalise and support the skills of existing project managers. Improvements in performance were expected to be: Enhanced competencies in project management Behaviour change through the adoption of best practice and use of common language Early awareness of risk and its impact on project viability A more joined-up and collaborative approach to working with partners A clearer understanding by senior managers. Success was envisaged as skilled Manchester City Council staff managing complex projects to time, cost and quality, creating a resource to improve on the delivery of the Council s objectives. Approach Manchester City Council developed a four-phase approach to achieve improvements in performance. The 4-phase approach 1. Promote cultural change through introduction of a standard method for project delivery 2. Improve project scrutiny through introduction of in internal gateway approval process 3. Automate the methods to support collaborative working 4. Create a Centre of Excellence for programme and project management The four-phase delivery was designed to be continuous and overlapping. It is important to recognise that in three years the strategy outline has remained the same. The initiative started in September 2002 when a unit was formed in Manchester City Council and given the title of Capital Programme Group. The main objective of the Group was and still is to enhance the surety of the Manchester City Council s Capital Programme. To achieve this a director was employed and staff from Special Projects attached to the group. The small team that was established had a remit to develop a simple yet coherent project management strategy. In the December of the same year a Strategic Planner with extensive project management experience in the private sector was employed to support the initiative and develop a strategy for the introduction and implementation of a standard approach to project management for Manchester City Council. His first action was to work with a newly formed Project Management Working Group made up of representatives from various departments within the council. The knowledge, experience and enthusiasm of this group has significantly contributed to the success of the initiative to date. PROJMGTCS-03-Feb07 6
7 In line with central government guidelines it was decided that a strategy be developed to standardise and enhance the current method for project management. This would allow effective sharing of information between departments and provide a standard Best Practice approach that could be easily understood by both experienced and new Project Managers with Manchester City Council. Project Management was already recognised as a key management standard within the organisation but not in a standard format. To start the process the Manchester City Council Project Management Working Group made visits to other local authorities undertaking similar initiatives. These experiences revealed that a number of authorities had selected council officers to attend standard PRINCE2 courses, either as delegates on the public schedule of courses, or as closed events delivered by a variety of training providers. This early research by the Working Group quickly established that this approach was not as successful as anticipated; news of this unsuccessful approach had also reached other councils who were obviously keen to avoid the same outcome. As a result of the limited success that this approach produced some local authorities have a less than positive view on the blanket PRINCE2 approach. The Chief Executive of Manchester City Council called a formal for all senior managers setting the stage for a major corporate challenge for the organisation. The briefing outlined the intentions of the Project Management initiative: Improve the capability of project delivery through building capacity and promoting a new language and culture for programme and project management Bring greater surety to the delivery of programmes Deliver a wide range of service improvements and community benefits through successfully managed projects Raise awareness of project risks and their management Phase One Standardised Methodology and Project Delivery The Capital Programme Group s first major challenge was to introduce a generic process for the delivery of capital projects. The potential benefits of a generic solution for project delivery were apparent from a very early stage in the process. The initiative had the potential to change the way in which a large and very diverse local authority delivered all of its projects in the future. This in turn would lead to an increased in-house capacity for project delivery, as well as provide better products and services for the community in Manchester. The method was based on best practice in line with an ODPM directive, PRINCE2, which could be adopted by all service departments. This standard, generic approach was based on a framework of common sense based on guidance from the APM Body of Knowledge. This first phase of the strategy involved careful planning and communication. After much discussion the Project Management Working Group adopted the strategy for the creation of a Project Management Handbook to be supported by training provision and a basic approach to Risk Analysis. It was imperative for the Handbook to be generic in its approach to suit all departments within the City Council and was based on PRINCE2 in line with central government guidelines. This approach is now known as the Manchester Method, this name was important in aiding the promotion of the initiative within the Council. The first version of the Manchester City Council Project Management Handbook was published in For the delivery of the necessary briefings to project owners, board members, managers and staff it was decided to appoint a training partner. PROJMGTCS-03-Feb07 7
8 The provision of training was an important component of the first phase of the strategy. The Working Group agreed that selecting a training partner rather than a training provider would give greater advantages to both parties. After a stringent selection process a local training provider was selected as a partner. They were appointed because of their experience in the delivery of project management training and had local training facilities to ensure high quality tuition and meet the demand for places. A partnership model that benefits both parties has been developed. The success of this partnership has recently been acknowledged by being awarded a National Training Award. As well as the training partner the City Council s Organisational Development has been a fundamental component in the development and promotion of the Project Management concept. As a result the implementation has been made a much easier process than it would have otherwise been. The training programme The Manchester City Council Fundamentals of Project Management was launched in the summer of This training initiative has been pivotal in introducing a common language approach and continues to change the culture for managing and monitoring the delivery of projects. Prior to development of the training programme within Phase One, staff involved in managing projects lacked any structured or coordinated approach. Officers had a wide range of managerial and technical skills but they lacked an understanding of project management skills, roles and responsibilities. Within the organisation there was little capability to manage more complex high-risk projects initiated by the authority. Also, some board members did not understand their specific responsibilities in line with the new project management method. By October 2005 over 700 staff had attended the two-day course and 35 had progressed to obtain a formal, national qualification as a PRINCE2 Practitioner. In due course it is proposed to create an internal Centre of Excellence (Phase Four), in essence a pool of experienced and qualified programme and project managers who will help to promote best practice and offer guidance to other engaged in project delivery. This will be discussed in more detail in Outcomes of Phase One Some of the outcomes from Phase One are: Manchester City Council Project Management Handbook based on PRINCE2 but with a local government focus Over 700 people attending the Fundamentals for Project Management course, the initial target was set to train 180 project managers and board members over a two year period Of those trained, 35 have progressed to gain a formal qualification as a PRINCE2 Practitioner. The MCC pass rate at practitioner level being 18% above the national average For the first time, projects are formalised and delivered in a structured way to a generic method that is marketed as a framework for common sense based on guidance from the APM Body of Knowledge Manchester City Council s project delivery culture has changed dramatically with improved organisation, better communication and a common language Senior Responsible Owners (SRO) and Project Managers have been assigned to all approved projects and monthly progress Red-Amber-Green (RAG) reports are now standard practice All projects are expected to have common project documentation based on PRINCE2 templates that have been adapted for Manchester City Council PROJMGTCS-03-Feb07 8
9 Project risks are given due consideration: risk owners are assigned and risks are managed proactively In-house capacity and competencies have been enhanced and the medium term prospect is that current spending on Programme and Project Management (PPM) consultancy will be reduced Prospects for recruitment and relation of PPM staff have been enhanced significantly Enhanced reputation through the adoption of best practice. To date, 50 other councils and associate partners in the public sector have expressed interest in, and in many cases adopted, the MCC approach PM tools associated with this project have been utilised in a Central Government initiative as a standard for all local authorities A common culture has been developed supported by training; there is now a consistent approach to workload planning and project delivery Risk management is high on the agenda leading to some high-risk projects being stopped Improvement in project delivery, time and cost measured via key performance indicators, bringing surety to the Capital Programme The results demonstrate that project managers are using the approach to provide real benefits for the community across a wide range of projects. The speed of progress and the results have been outstanding and there will be further development opportunities within the council over the next few years. We are looking to managers to identify stag who can use project management to benefit Council and achieve significant personal goals. Director of Capital Programme Phase Two Manchester City Council Gateway Review Process Phase Two of the strategy saw the introduction and administration of a scrutiny and approval process. This new scrutiny process, the Manchester City Council Capital Programme Gateway Review, has been introduced to ensure a corporate and strategic fit for programmes and projects and to ensure better application of corporate priorities. There are 8 Gateways covering the complete project lifecycle from mandate to financial completion joining up existing appraisal functions involving the right people at the right time, adding value to existing procedures. Gateway 0 Drivers Mandate for service needs, ideas and opportunities Gateway 1 Evaluation Strategic fit via Gateway Review Group, accept, revise or reject Gateway 2 Considerations Corporate fit via Strategic Management Team Gateway 3 Evaluation Detailed bid appraisal via Scrutiny Panel, do we have a viable worthwhile project? Gateway 4 Appraisal Budget approval via Capital Board, Executive, Council, sign off for inclusion in Capital Budget Gateway 5 Appraisal Approval to spend, CAPEX/VAT approval via Finance Gateway 6 Review Practical Completion Gateway 7 Review Financial completion See Appendix 1 Manchester City Council Capital Programme Gateway Review Flow Chart PROJMGTCS-03-Feb07 9
10 At the beginning it is designed to encourage early submissions to a Review Group (Gateway 1) followed by thorough project appraisal via a Scrutiny Panel (Gateway 3). At completion projects and programmes are also reviewed to confirm effective closure and examine lessons learned (Gateway 6 and 7). Gateway was designed to be fully compatible with the Manchester Method and complementary to the external National Gateway process. The review process was designed to improve the consistency of programme and project management across the organisation. With the introduction of the process there has been a tightening of the delivery stages of a project as well as initiation and closure stages being bolted on to either end to produce increased scrutiny and managed closure of a project producing a rigorous consistent approach for all service departments. The new approach to project scrutiny and spending approval is jointly owned by the Deputy Chief Executives and the City Treasurer. Administration and support for the Gateway Process comes from the Capital Programme Group who have dedicated boxes for communications and collect and collate monthly Red-Amber-Green (RAG) Reports reporting on progress, cost and risk for every project. Quarterly Reports are also distributed to the Capital Programme Board highlighting the status of the projects in the Capital Programme. Executive Members approved the new concept in December 2003 and in July 2004 the Strategic Management Team approved detail operation. The process was formally launched in August 2004 following consultation with Service Departments, Corporate Finance and Internal Audit with sign off from the Strategic Management Team. The objectives of the review process still remain to provide strategic, operational and financial scrutiny of the Capital Programme introducing location appraisal for the first time. New documentation and pro-forma have been introduced for capital bids, spending approval and VAT sign off together with a simple checklist for each Gateway. The scrutiny process is intended to be flexible and can be refined further to include central government initiatives where appropriate. By way of example, it is proposed to introduce reference to the realisation and monitoring of 'cashable' and 'non-cashable' benefits in line with the Gershon Report. Outcomes of Phase Two The process is now fully operational and has been used successfully to appraise, scrutinise and monitor the capital programme for 2005/06. It has delivered on its objectives, promoting innovation and joined up thinking, improving coordination as it focuses on programmes to achieve best value. It has enabled an effective strategic review and location appraisal for all projects as well as improving the allocation of corporate resources. The initial review processes have influenced decision-making being made in a joined up fashion, benefiting all involved and early appraisals avoid abortive work. The process has promoted a structured approach improving the consistency of evaluation by adding more rigour and effective scrutiny. This scrutinising is not only of figures but also the set-up of the project, for example the project board and manager. As a result of the Gateway Review process, summary information on capital projects and programmes is now entered into a bespoke GIS database. This database supports location appraisals with reference to primary and secondary service clusters and regeneration masterplans, allowing new projects to locate relevant existing project. Templates have simplified and coordinated the reporting requirements at key stages such as bid submission, approval to spend and VAT sign-off. The process is recognised by senior managers who regard it as useful tool for rigorous evaluation and monitoring of projects. The process has encouraged the development of programmes with projects sitting within them. This was a move away from a large number of individual projects that may have had similar objectives. The scrutiny process at Gateway 1, attended by senior officers, has promoted communication before project submissions resulting in communication between related projects. Staff are approaching the process with a positive attitude as they understand and recognise the importance of the Gateway Review after observing its benefits over a very short period of time. It is now regarded as a standard approach with value. PROJMGTCS-03-Feb07 10
11 The approach adopted by the Capital Programme Group and the Project Management Working Group throughout the initiative was to create a culture of: I want to adopt this approach because it adds value rather than I have to do this because the corporate centre have told me to It is now important to keep the ball rolling, provide support and most importantly demonstrate continued enthusiasm at all levels for the initiative. The next stage is to develop the feedback mechanism, lessons learned and benefits and realisation. Overcoming Difficulties An issue that soon became apparent when undertaking the initiative was maintaining any solution as generic. The team ran a risk of scope creep especially as the Information and Communication Technology (ICT) members of the Working Group were keen to use the documentation as a vehicle to promote best practice in ICT implementations. It was vital to the success of the programme that the team maintained the generic look and feel of the local government specific project management method. If the users perceived that the method was weighted to one particular department they would think the approach was not relevant to them and not use it. The potential conflict of interest was resolved by agreeing cross-references to ICT processes and the addition of ICT annexes that were applicable only to ICT based projects. This maintained the generic approach but also satisfied the requirement for specific inclusion of ICT processes. A plan for the delivery of the Project Management strategy was formulated for phase 1 by the team and approved through the Project Management Working Group. As mentioned previously it was obvious from the start and through visits to other local authorities that PRINCE2 in its purest form was not going to be an acceptable approach. The view taken by the Working Group however was potentially in conflict with Central Government guidelines. The solution was to tailor the PRINCE2 method to address some of the concerns of the Working Group and give it a local authority flavour. Many of the approaches to Project Management, particularly in the private sector, focused on product delivery. The approach of the City Council s team was to include service delivery elements, which would be more acceptable to some departments. The final resolution to the PRINCE2 issue was to name the process the Manchester Method to associate it with the Manchester City Council. Overall the programme represented an enormous task for a very small team. Delivering to plan and timescale required dedication and team support. Each member of the team was required to lead on a particular element and it was important that every member of the team understood how each element was progressing at all times. Failure to actively communicate as a team and with stakeholders would mean almost certain failure of the project. Outcomes The objective of the Capital Programme Group s approach was and still is to bring surety to Manchester City Council s Capital Programme by improving project delivery. Since their inception the Capital Programme Group and the Project Management Working Group have worked hard to create a common culture for project management within Manchester City Council. Now that a large number of managers have used and observed the advantages of a standardised methodology in project management, scrutiny and approval, the next step is automation which will bring its own challenges. There are potentially very significant financial and operational advantages of a standard automated project management process linked to the PROJMGTCS-03-Feb07 11
12 Manchester City Council Geographical Information System. This will be discussed in more detail in section So far the initiative has had a great impact on Project Management resources, the overall cost of project management has increased to meet the major changes occurring in local government. However, the training programme adopted by Manchester City Council has ensured that it is in the position to appoint internal staff to more complex projects and to reduce, in percentage terms expenditure on consultants. There are now internal officers managing corporate and departmental projects saving costs in consultancy fees. Awards In October 2005 the Capital Programme Group and their training partner have been awarded a National Training Award. The award is the UK s number one accolade for those who have achieved lasting excellence and success through training and learning. The award acknowledged that Manchester City Council has not only shown good people development but also the outstanding results gained by course attendees putting what has been learnt into practice. The Capital Programme Group also made it through to the UK Finals for the Association of Project Management (APM) awards. These awards reflect the invaluable contribution that project management practice and project managers make in all sections of society. The CPG has been selected as a finalist in the Community Project of the Year category, this recognises the project that has best provided a major benefit to a local community, the environment or to society as a whole. To reach both finals is a huge achievement for the group and recognition of Manchester City Council s commitment to best practice. Lessons Learned Phase One Manchester Method Some points worthy of note are that without top level support the introduction of the standard project management methodology would not have been possible. It was also important gain the early involvement of Internal Audit as they are a key player within the organisation. The group felt that the Board Members Overview training course needed to be re-worked to be fit for role. It was believed that the training had to be better than satisfactory if the process was going to be used and be successful. Another factor that became apparent was that for RAG status reporting staff must be trained to achieve acceptable quality standards. This process has taken two years. It was highlighted that Risk Analysis was not just a tick box exercise, the importance of risk management is vital for the success of a project. Phase Two Gateway Review Process The first versions of the Gateway templates included notes and were perceived to be too long and bureaucratic, feedback about the first versions were also revealed that they appeared to be asking to many questions. These issues impacted on the selling of the concept that took too long and too many resources. To resolve the issues surrounding the templates, notes were separated from the text of the template to reduce their length and the focus shifted to the quality of information rather than the quantity. It would have been beneficial to adopt a cascade approach to improve the promotion of the process, selling the process to PRINCE2 trained project managers first. The importance of specialised knowledge was recognised as Capital Programme Group staff found the VAT aspect of the review process difficult to understand. As a result it was understood PROJMGTCS-03-Feb07 12
13 that required collaboration with experts was vital. This knowledge was very influential in the design and functionality. Initially it proved difficult to engage regeneration programmes and projects into the process as they had additional reporting and scrutiny processes. This was taken on board and after consultations a way forward was agreed. The value of the Gateway Process was observed early on, Gateway 1 in particular was seen to work well. This success was in large part the as result of the small well-focused group that reviewed the Gateway 1 submissions. When Gateway 1 became overloaded with submissions the value of this small group was seen again as was the importance of a timetable that was not to flexible. Planned Developments and Improvements The long-term strategy for the Project Management initiative was set out in the four-phase approach. Of these four phases the first two have been regarded as a success to date and will continue to run. The focus is now on continuing the strategy to make phases three and four as successful as those before them. Phase Three Project Management Software Now the Manchester Method has been embedded within Manchester City Council, the next stage to apply technology to develop user capability, build capacity and enhance productivity is currently being undertaken. The objectives of Phase Three are that automation of a standard approach, which will reduce user-workload, improve consistency and guide new users in the use of best practice. The Capital Programme Group has a contract with an external provider to automate the existing processes and promote collaborative project working within the organisation. The installation and roll out of project management software across all service departments will create a project management website enabling the automation of the Manchester Method and Gateway Review Process providing access to a robust document management system, information exchange and progress reporting. There will be on-line access to reference material, such as the Manchester City Council Project Management Handbook, templates and worked examples, as well as risk analysis tools and guidance on how to use them. The system will enable collaboration and the sharing of information for decision-making, benefiting the learning from corporate experience by way of a database of Lessons Learned on completed and archived projects. An integrated cost-tracking sheet for individual projects will also be provided and automated Red-Amber-Green status reports will be produced. The system will have links to the replacement finance system (SAP E-Fin) and is intended to support high-level portfolio management by senior managers. Anticipated benefits arising from the website are standardisation, accurate recording and reporting of data. Collaborative working will bring efficiency savings and further enhance initiatives to achieve best value. For capital projects the Manchester City Council business case assessment is that, Using collaboration software, a reasonable estimate of savings that can be achieved on construction projects (for improved reporting, document management and drawings) is 37k per 1million contract price Phase Four Project Management Centre of Excellence Manchester City Council is committed to building internal capacity in programme and project management, this is reflected in the final phase of the strategy involving the development of a Centre of Excellence. The aim is to have a number of qualified and experienced programme and project practitioners both centrally and at departmental level. Managers from this pool of PROJMGTCS-03-Feb07 13
14 expertise could then be assigned to more complex programmes and projects. They would also be expected to provide support and mentoring to new or less experienced project managers. This is an on-going phase of the overall strategy with the continued creation of a Project Management experience inline with central government and Civil Service initiatives. Once established, the Centre of Excellence will enable significant and easily measured savings on Manchester City Council s current spend on consultants for project management services. It is a long-term aim of Manchester City Council to reduce dependency on consultancy for programme and project management as the organisation. The organisation has recognised that there is a forecast shortage of project management resources in the North West over the next five years so it is seen as an important phase to develop capability. Throughout the initiative Manchester City Council has decided to be proactive in tackling this problem as well as others that have faced the organisation. PROJMGTCS-03-Feb07 14
15 Appendix 1 PROJMGTCS-03-Feb07 15
16
Delivering e-procurement Local e-gov National e-procurement Project Overarching Guide to e-procurement for LEAs
1. Introduction Background The National e-procurement Project (NePP) and Centre for Procurement Performance (CPP) are working to support and enable schools to meet their e- Government targets and to gain
More informationPage 7. Area Served: Borough Wide Chair of the Committee: Cllr Tim Crowley
Report to: Date: Report of: Audit Committee Page 7 27 th September Executive Head Policy and Customer Services Agenda Item 4 Ward Location: Not Applicable Author(s) and Contact Phone Number(s): Gill Bull,
More informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationMaturity Model. March 2006. Version 1.0. P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce
Maturity Model March 2006 Version 1.0 P2MM Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value Added product which is outside the scope of the HMSO
More informationManaging ICT contracts in central government. An update
Managing ICT contracts in central government An update Prepared by Audit Scotland June 2015 Auditor General for Scotland The Auditor General s role is to: appoint auditors to Scotland s central government
More informationUniversity of Brighton Sustainable Procurement Strategy 2011-2015
University of Brighton Sustainable Procurement Strategy 2011-2015 Sustainable procurement in a challenging environment Introduction There is widespread recognition that climate change and the use of dwindling
More informationPORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3)
PORTFOLIO, PROGRAMME & PROJECT MANAGEMENT MATURITY MODEL (P3M3) 1st February 2006 Version 1.0 1 P3M3 Version 1.0 The OGC logo is a Registered Trade Mark of the Office of Government Commerce This is a Value
More informationFINANCIAL MANAGEMENT MATURITY MODEL
Definition: Financial management is the system by which the resources of an organisation s business are planned, directed, monitored and controlled to enable the organisation s goals to be achieved. Guidance
More informationProgramme Governance and Management Plan Version 2
PROCESS FOR CHANGE - Detailed Design Programme Governance and Management Plan Version 2 1 INTRODUCTION In October 2008, the Council approved the selection of seven opportunity themes to take forward from
More informationTransport for London. Projects and Planning Panel
Agenda Item 4 Transport for London Projects and Planning Panel Subject: TfL Pathway Date: 8 May 2013 1 Purpose 1.1 At its meeting of 8 January 2013 the Panel asked for further information about Pathway,
More informationItem 10 Appendix 1d Final Internal Audit Report Performance Management Greater London Authority April 2010
Item 10 Appendix 1d Final Internal Audit Report Performance Management Greater London Authority April 2010 This report has been prepared on the basis of the limitations set out on page 16. Contents Page
More informationVISION FOR LEARNING AND DEVELOPMENT
VISION FOR LEARNING AND DEVELOPMENT As a Council we will strive for excellence in our approach to developing our employees. We will: Value our employees and their impact on Cardiff Council s ability to
More informationRisk Management Policy and Process Guide
Risk Management Policy and Process Guide Status: pending Next review date: December 2015 Page 1 Information Reader Box Directorate Medical Nursing Patients & Information Commissioning Operations (including
More informationDATA QUALITY STRATEGY
DATA QUALITY STRATEGY If you or anybody you know requires this or any other council information in another language, please contact us and we will do our best to provide this for you. Braille, Audio tape
More informationMANAGING DIGITAL CONTINUITY
MANAGING DIGITAL CONTINUITY Project Name Digital Continuity Project DRAFT FOR CONSULTATION Date: November 2009 Page 1 of 56 Contents Introduction... 4 What is this Guidance about?... 4 Who is this guidance
More informationProcurement and Contract Management Strategy 2013-2017
Procurement and Contract Management Strategy 2013-2017 Title Owner Version 1 Distribution Procurement and Contract Management Strategy 2013 2017 Procurement and Performance Manager Corporate Issue date
More informationPlymouth Council & Asset Management
Plymouth Council & Asset Management Plymouth City Council is committed to improving the condition of its carriageways and has demonstrated this graphically by pledging to spend 20m over and above any DfT/central
More informationOPERATIONAL PROJECT MANAGEMENT (USING MS PROJECT)
OPERATIONAL PROJECT MANAGEMENT (USING MS PROJECT) 3 DAY COURSE INTRODUCTION The principles of project management are generic and therefore can be applied to all projects regardless of business sector.
More informationHertsmere Borough Council. Data Quality Strategy. December 2009 1
Hertsmere Borough Council Data Quality Strategy December 2009 1 INTRODUCTION Public services need reliable, accurate and timely information with which to manage services, inform users and account for performance.
More informationAnnual Governance Statement
Annual Governance Statement 2014/15 1 Fareham Borough Council Civic Offices, Civic Way, Fareham PO16 7AZ Scope of Responsibility Fareham Borough Council is responsible for ensuring that its business is
More informationChange Management Office Benefits and Structure
Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change
More informationPROJECT MANAGEMENT FRAMEWORK
PROJECT MANAGEMENT FRAMEWORK DOCUMENT INFORMATION DOCUMENT TYPE: DOCUMENT STATUS: POLICY OWNER POSITION: INTERNAL COMMITTEE ENDORSEMENT: APPROVED BY: Strategic document Approved Executive Assistant to
More informationData Quality Strategy 2006/2008
Scarborough Borough Council Data Quality Strategy 2006/2008 Data Quality Strategy Introduction... 1 Roles and Responsibilities... 1 Collection of Data... 2 Verification of Data... 4 Validation of Data...
More informationPerformance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08
Performance Detailed Report May 2008 Review of Performance Management Audit 2007/08 External audit is an essential element in the process of accountability for public money and makes an important contribution
More informationProject Management in Marketing Senior Examiner Assessment Report March 2013
Professional Diploma in Marketing Project Management in Marketing Senior Examiner Assessment Report March 2013 The Chartered Institute of Marketing 2013 Contents This report contains the following information:
More informationWhite Paper. PPP Governance
PPP Governance The Governance of Projects, Programs and Portfolios (PPP) (sometimes called project governance for convenience) is the sub-set of corporate and organisational governance 1 focused on assisting
More informationCurriculum Development Project Knowledge in Sales and Marketing Education and Training
Curriculum Development Project Knowledge in Sales and Marketing Education and Training End of Project Report Project summary and key achievements against original aims The original project bid aims of
More informationAUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007
PAGE: 1 REPORT TO: SUBJECT: BY: AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 ASSET MANAGEMENT CHIEF FINANCIAL OFFICER 1. REASON FOR REPORT 1.1 To provide the Audit and Performance Review
More informationHow To Reform Social Work
Social Work Reform Briefing from Children England March 2012 About This Briefing This briefing is provided on behalf of the Department for Education s overarching strategic partnership for voluntary, community
More informationManchester City Council Report for Information. Resources and Governance Overview and Scrutiny Committee- 15 December 2011
Manchester City Council Report for Information Report To: Subject: Report of: Resources and Governance Overview and Scrutiny Committee- 15 December 2011 Contract Management City Treasurer Summary This
More informationINVITATION TO BECOME AN ASSOCIATE OF THE EDUCATION AND TRAINING FOUNDATION
INVITATION TO BECOME AN ASSOCIATE OF THE EDUCATION AND TRAINING FOUNDATION Table of Contents 1. Introduction... 2 2. The Education and Training Foundation... 2 3. The Role of Associates in the Foundation...4
More informationACCREDITATION. APM Corporate. HM Revenue and Customs CASE STUDY
HM Revenue and Customs Introduction HM Revenue and Customs (HMRC) exists to make sure that the money is available to fund the UK s public services and to help families and individuals with targeted financial
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationAttribute 1: COMMUNICATION
The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level
More informationProcurement Capability Standards
IPAA PROFESSIONAL CAPABILITIES PROJECT Procurement Capability Standards Definition Professional Role Procurement is the process of acquiring goods and/or services. It can include: identifying a procurement
More informationLEEDS CITY REGION SMALL BUSINESS DIGITAL CAPABILITY PROGRAMME
LEEDS CITY REGION SMALL BUSINESS DIGITAL CAPABILITY PROGRAMME EVALUATION REPORT Prepared by James Hopton, Research & Intelligence Team Leeds City Region Enterprise Partnership CONTENTS 1. PURPOSE OF THIS
More informationWhich MPA Assurance Review?
Which MPA Assurance? A guide to choosing which MPA Assurance s to include in the Integrated Assurance and Approvals Plan for your Major Project Version 1.0 March 2012 Copyright and contacts Crown copyright
More informationA Framework of Quality Assurance for Responsible Officers and Revalidation
A Framework of Quality Assurance for Responsible Officers and Revalidation Supporting responsible officers and designated bodies in providing assurance that they are discharging their statutory responsibilities.
More informationDepartment of Energy and Climate Change (DECC) Information Management Assessment Programme Action Plan
Department of Energy and Climate Change (DECC) Information Management Assessment Programme Action Plan # Recommendation Actions Priority High/ Low/ Medium R1 DECC must ensure that where key services are
More informationNSW Government ICT Benefits Realisation and Project Management Guidance
NSW Government ICT Benefits Realisation and Project Management Guidance November 2014 CONTENTS 1. Introduction 1 2. Document purpose 1 3. Benefits realisation 1 4. Project management 4 5. Document control
More informationPRINCE2 and governance
PRINCE2 and governance Andy Murray, lead author of PRINCE2 (2009) and Director of Outperform UK Ltd White Paper November 2011 2 PRINCE2 and governance Contents 1 Purpose of this white paper 3 2 What is
More informationDelivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement
Delivering Customer Focused Outcomes and Value for Money through Commissioning and Procurement Procurement Strategy 2012-2015 V1.0 Please consider the environment if you need to print this document and
More information13. Performance Management
13. Performance Management Summary Delivering schemes on time and on budget Management of Capital Programme Management of Risk Gateway Reviews Resource requirements Project Management and skills development
More informationIntegrated Assurance & Approval Strategy and Integrated Assurance & Approval Plans
Integrated Assurance & Approval Strategy and Integrated Assurance & Approval Plans A guide to implementing integrated assurance and approvals Version 1.0 - May 2011 Contents Introduction 03 Integrated
More informationGeneral Notes Time allowed 1 hour. Answer all 60 multiple choice questions Use the proforma answer sheet provided.
Introductory Certificate The APM Project Fundamentals Qualification. Examination paper Candidate Number Date Location Examination Paper Sample Paper v1.4 General Notes Time allowed 1 hour. Answer all 60
More informationbuilding confidence in changing times
CIPFA Property building confidence in changing times Comprehensive service you can trust 2 CIPFA property www.cipfa.org.uk/property CIPFA property CIPFA Property is a trusted partner to public finance
More informationTechnical Journal. Paper 142
Technical Journal 09 Paper 142 142 Kevin Balaam Programme Manager Highways & Transportation Atkins The Area 6 MAC approach to planning and programme management Introduction Steve Dickinson Schemes Manager
More informationHuntingdonshire District Council Data Quality Audit Report 2006/07. March 2008
Huntingdonshire District Council Data Quality Audit Report 2006/07 March 2008 Corporate Governance Panel Huntingdonshire District Council Pathfinder House St Mary's Street Huntingdon Cambridgeshire PE29
More informationRecruitment and Selection Procedure
Recruitment and Selection Procedure INTRODUCTION The College aims to attract, select and retain the best candidate to any given vacancy within the college. The College is committed to safeguarding and
More informationPERFORMANCE MANAGEMENT STRATEGY
PERFORMANCE MANAGEMENT STRATEGY Date published: May 2013 South Essex Homes Keeping you informed www.southessexhomes.co.uk 0800 833 160 1 of 12 SOUTH ESSEX HOMES: PERFORMANCE MANAGEMENT STRATEGY This strategy
More informationPurpose: Content: Definition: Benefits: outputs outcomes benefits Business Case dis-benefit Key Responsibilities: Approach: Executive Developed
Key Learning Points The Swirl Logo is a trade mark of the AXELOS Limited. Is used by the Project Board throughout the project to verify its continued viability:- Is the investment in this project still
More informationSetting Standards Achieving Success
Setting Standards Achieving Success Resolve F1 customer service problems Manage a project B5 Provide B10 leadership for your team Manage risk F5 team E14 Support E1 Manage a budget team and virtual working
More informationQuality Management Review
Quality Management Review Introduction New this year In order to maintain the integrity and currency of our annual review visits to BTEC centres, this process has undergone revision for 2015/16. This revision
More informationAwarding body monitoring report for: English Speaking Board (International) Ltd (ESB) May 2009. Ofqual/09/4637
Awarding body monitoring report for: English Speaking Board (International) Ltd (ESB) May 2009 Ofqual/09/4637 2009 Office of the Qualifications and Examinations Regulator 2 Contents Introduction...4 Regulating
More informationProject Management Guidebook
METHOD 12 3 empowering managers to succeed Project Management Guidebook ISBN 0-473-10445-8 A bout this e-book This e-book was created by Method123 (see www.method123.com) to help provide you with a simple
More informationJOINT CORE STRATEGY PROGRAMME MANAGEMENT FRAMEWORK GOVERNANCE PROCESSES AND PROCEDURES. Draft
APPENDIX 1 JOINT CORE STRATEGY PROGRAMME MANAGEMENT FRAMEWORK GOVERNANCE PROCESSES AND PROCEDURES Draft CONTENTS 1. INTRODUCTION 2. SCOPE 3. PROGRAMME AND PROJECT MANAGEMENT GOVERNANCE 4. PROGRAMME MANAGEMENT
More informationRoyal Borough of Kensington and Chelsea. Data Quality Framework. ACE: A Framework for better quality data and performance information
Royal Borough of Kensington and Chelsea Data Quality Framework ACE: A Framework for better quality data and performance information March 2010 CONTENTS FOREWORD 2 A CORPORATE FRAMEWORK FOR DATA QUALITY
More informationE: Business support and access to finance
E: Business support and access to finance 41 The North East Local Enterprise Partnership area benefits from a committed workforce, a good business environment and a competitive cost base. However, the
More informationTrust Board Meeting: Wednesday 11 March 2015 TB2015.33. Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018
Trust Board Meeting: Wednesday 11 March 2015 Title Oxford University Hospitals Trust Nursing and Midwifery Strategy 2015-2018 Status History This is a new paper Presented to the Trust Management Executive
More informationHousing Association Regulatory Assessment
Welsh Government Housing Directorate - Regulation Housing Association Regulatory Assessment Melin Homes Limited Registration number: L110 Date of publication: 20 December 2013 Welsh Government Housing
More informationContract management: renewal and transition. Report to Parliament 10 : 2013 14
Contract management: renewal and transition Report to Parliament 10 : 2013 14 Queensland Audit Office Location Level 14, 53 Albert Street, Brisbane Qld 4000 PO Box 15396, City East Qld 4002 Telephone (07)
More informationWorks closely with all members of the Training and Consultancy team, and the wider Operations, Fundraising and Marketing directorate.
Job description Training Officer Main purpose of job The main purpose of this role is to co-ordinate the department s training and marketing activities provide market intelligence to the Training team
More informationVolunteer Managers National Occupational Standards
Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?
More informationARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW 15 DECEMBER 2011 SUMMARY REPORT
ARGYLL AND BUTE COUNCIL EXECUTIVE SUPPORT SERVICES REVIEW 15 DECEMBER 2011 SUMMARY REPORT 1.0 SUMMARY 1.1 The service reviews for Customer and Support Services, Improvement and HR and Strategic Finance
More informationThe English Nature and Joint Committee of Staff
This paper was provided to the Joint Committee for decision/discussion or information. Please refer to the minutes of the meeting for Committee s position on the paper. To view other Joint Committee papers
More informationRequest for feedback on the revised Code of Governance for NHS Foundation Trusts
Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this
More information1. What is PRINCE2? Projects In a Controlled Environment. Structured project management method. Generic based on proven principles
1. What is PRINCE2? Projects In a Controlled Environment Structured project management method Generic based on proven principles Isolates the management from the specialist 2 1.1. What is a Project? Change
More informationShared service centres
Report by the Comptroller and Auditor General Cabinet Office Shared service centres HC 16 SESSION 2016-17 20 MAY 2016 4 Key facts Shared service centres Key facts 90m estimated savings made to date by
More informationReview of Financial Planning and Monitoring. City of York Council Audit 2008/09 Date
Review of Financial Planning and Monitoring City of York Council Audit 2008/09 Date Contents Introduction and Background 3 Audit approach 4 Main conclusions 5 Financial Planning Findings 6 Financial Monitoring
More informationProject and Programme Management Capability Improvement Study
irresistible creativity to inspire and change the world Project and Programme Management Capability Improvement Study Independent Reporter (Part C) Mandate CN/025 Office of Rail Regulation and Network
More informationUniversity of Cambridge Information Services Committee Governance of ISC Projects Originated January 2009 (updated December 2011; awaiting further
University of Cambridge Information Services Committee Governance of ISC Projects Originated January 2009 (updated December 2011; awaiting further revision June 2014) 1. Introduction This paper defines
More informationWINNER S CASE STUDY. Project Management Company of the Year 2011 Moorhouse
Category Winner Project Management Company of the Year 2011 Moorhouse Sponsor Overview Moorhouse helps organisations design and deliver successful transformation using a structured programme and project
More informationProcurement Strategy 2013-2017 Delivering Social Value for our Community
Procurement Strategy 2013-2017 Delivering Social Value for our Community Making Bath & North East Somerset an even better place to live, work and visit 1 Picture courtesy of Bath & News Media Group Our
More informationTrust Board Report. Review of the effectiveness of the IM&T Committee
1. Introduction Trust Board Report Review of the effectiveness of the The meets every eight weeks, with a specific responsibility for governance, strategic direction, approval and direction of developments
More informationThe following criteria have been used to assess each of the options to ensure consistency and clarity:
4 Options appraisal 4.1 Overview We have appraised each of the options identified in section 3: Maintain the status quo Implement organisational change and service improvement Partner / collaborate with
More informationTHE IMPLEMENTATION OF PERFORMANCE MANAGEMENT AND CONTRACTING FOR SENIOR MANAGERS IN THE SOUTH AFRICAN PUBLIC SERVICE
THE IMPLEMENTATION OF PERFORMANCE MANAGEMENT AND CONTRACTING FOR SENIOR MANAGERS IN THE SOUTH AFRICAN PUBLIC SERVICE Presentation to the Association of African Public Services Commissions (AAPSComs) General
More informationAPPENDIX A TRAINING AND DEVELOPMENT STRATEGY
TRAINING AND DEVELOPMENT STRATEGY 1 CHESTER-LE-STEEET DISTRICT COUNCIL TRAINING AND DEVELOPMENT STRATEGY 1 INTRODUCTION Chester-le-Street District Council continues to change and must constantly adapt
More informationImproving Project Governance
Improving Project Governance By Phil Mann 31 October 2012 Overview This whitepaper provides a synopsis of the Victorian Government s Ombudsman s Own motion investigation into ICT-enabled, November 2011.
More informationDepartment of the Environment and Local Government. Project Management. Public Private Partnership Guidance Note 7. 14 April 2000
Project Management Project Management Public Private Partnership Guidance Note 7 14 April 2000 Guidance Note 7 14 April 2000 Project Management Contents Section Page I INTRODUCTION...1 SCOPE AND PURPOSE
More informationImproving quality through regular reviews:
Implementing Regular Quality Reviews at the Office for National Statistics Ria Sanderson, Catherine Bremner Quality Centre 1, Office for National Statistics, UK Abstract There is a requirement under the
More informationSupplier & Contract Management System (SCMS)
Meeting of the Executive Member for Corporate Services and Advisory Panel 30 October 2007 Report of the Assistant Director Audit and Risk Management Supplier & Contract Management System (SCMS) Summary
More informationThe Asset Management Landscape
The Asset Management Landscape ISBN 978-0-9871799-1-3 Issued November 2011 www.gfmam.org The Asset Management Landscape www.gfmam.org ISBN 978-0-9871799-1-3 Published November 2011 This version replaces
More informationNetwork Rail Infrastructure Projects Joint Relationship Management Plan
Network Rail Infrastructure Projects Joint Relationship Management Plan Project Title Project Number [ ] [ ] Revision: Date: Description: Author [ ] Approved on behalf of Network Rail Approved on behalf
More informationPost-Recognition Monitoring Report
Post-Recognition Monitoring Report Ascentis September 2010 Ofqual/11/4813 Contents Introduction... 3 Regulating qualifications... 3 Banked documents... 3 About this report... 4 About Ascentis... 5 Management
More informationHARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
More informationTransport Mobility Management: Small Changes - Big Impacts
Transport Mobility Management: Small Changes - Big Impacts Understanding TMM in the Urban Context Damian PRICE and Amy LEATHER Abstract Although Transport Mobility Management (TMM) is still considered
More informationLeading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland
Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers
More informationClear Policies are required to ensure delivery of the Mayoral Pledges and Corporate priorities
MAYORAL RECOMMENDATION CITY STATUS - PUBLIC Cabinet Member: Councillor Paul Brant Deputy Mayor and Cabinet Member for Finance and Resources Date of submission: 5th October 2012 F&R/4 Director: Becky Hellard,
More informationUniversity of Edinburgh Knowledge Strategy Committee. 8 June 2012. Use of the Project Governance Toolkit for Shared Academic Timetabling
University of Edinburgh Knowledge Strategy Committee 8 June 2012 Use of the Project Governance Toolkit for Shared Academic Timetabling Brief description of the paper Shared Academic Timetabling has been
More informationDRAFT PLANNING THE OPENING OF A ROAD PROJECT GUIDELINE 1
DRAFT PLANNING THE OPENING OF A ROAD PROJECT GUIDELINE 1 Guideline: DRAFT Planning the opening of a road project guideline Version: 1.1 Issue: September 2009 Approved By: Phil Margison General Manager,
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support:
ICT Indicators ICT value for money indicators guidance 1) Introduction This document sets out the indicators for the ICT Function. The guidance below starts by defining the scope of the function and goes
More informationJOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial. Non-EBA Senior Manager
JOB AND PERSON SPECIFICATION Position Title: Education Manager Reports Directly to: General Manager Commercial Responsible for: Member of: Grade: Team Leader Education Leadership Team Non-EBA Senior Manager
More informationThe Transport Business Cases
Do not remove this if sending to pagerunnerr Page Title The Transport Business Cases January 2013 1 Contents Introduction... 3 1. The Transport Business Case... 4 Phase One preparing the Strategic Business
More informationStrategic Guidance for Community Planning Partnerships: Community Learning and Development
Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This
More informationRichmond-upon-Thames Performance Management Framework
Richmond-upon-Thames Performance Management Framework Introduction Everyone at the Council has a role in Performance Management. It is therefore important that we all understand what is involved. This
More informationPerformance Detailed Report. Date. Last saved: 12/10/2007 13:18:00. Property asset management. Bristol City Council. Audit 2006/07
Performance Detailed Report Date Last saved: 12/10/2007 13:18:00 Property asset management Audit 2006/07 - Audit Commission descriptor to be inserted by Publishing- Document Control Author Filename Bob
More informationDSDM Case Study. An Agile Approach to Software Systems Development for the Highways Agency
DSDM Case Study An Agile Approach to Software Systems Development for the Highways Agency Government agencies are constantly striving to develop software systems that support business objectives, deliver
More informationImproving Accountability: Developing an Integrated Performance System
OCCASIONAL PAPER No. 11 Improving Accountability: Developing an Integrated Performance System This paper was prepared as part of the State Services Commission's "Improving Accountability" project, and
More information