abcde Conwy and Project Framework Version Control Information Version Date Name Division Notes 2 March 11 Enid Roberts & Emma Bayliss & Gareth Roach CIDT 1
Contents: Page no 1 Introduction 4 2 Where do s and Projects Come From? 5 2.1 s 5 2.2 Projects 5 2.3 Comparison between s and Projects 5 2.4 The Business Case 6 3 s, Projects or Tasks? 7 4 and Project Environment in CCBC 8 4.1 Governance 9 4.2 Portfolio 9 4.3 9 4.4 Project 10 5 11 5.1 Why use 11 5.2 MSP Transformational Flow 12 5.3 The Principles of MSP 13 5.4 MSP Governance Themes 13 6 Project 15 6.1 PRINCE2 Principles 15 6.2 PRINCE2 Themes 15 6.3 PRINCE2 Processes 16 6.4 Project Organisation 18 6.5 Project Board Duties and Behaviours 19 6.6 Who needs to be involved in your Project? 20 6.7 Document Requirement Matrix 21 7 Benefits Realisation 23 8 Stakeholder Engagement 27 9 Planning and Critical Path Analysis 29 9.1 Why have a Plan? 29 9.2 Critical Path Analysis 30 10 Training and Building and Project Capacity 31 11 Pause and Review 32 11.1 What is the Gateway Review Process? 32 2
11.2 s 32 11.3 Projects 33 12 Project Processes in Detail 38 Starting up a Project 38 Directing a Project 40 Initiating a Project 42 Controlling a Stage 44 Managing Product Delivery 46 Managing a Stage Boundary 48 Closing a Project 50 For further information on any aspect of the and Project Framework please contact the Corporate Improvement and Development (CIDT) by emailing cidt@conwy.gov.uk or phoning: Emma Bayliss 01492 576223 Gareth Roach 01492 576056 / 577686 3
1. Introduction The effectiveness of how CCBC and our partners are capable of commissioning, directing, and managing s and Projects is fundamental. It enables our ability to adapt and carry out the innovation and transformation required to continue to provide services to our citizens with increasingly limited resources and constantly changing circumstances. and Project (PPM) is required to deliver change into an organisation s business. However, this change must be delivered at a pace and timescale that ensures least disruption to our usual Business. Reasons for change Change the Business and Project Run the Business Business as usual Engage to improve PPM provides a mechanism to ensure decisions are made at the correct level and in the context of Business as Usual so that the right mix of s and Projects are initiated and delivered. This framework will explain where PPM sits in the context of the overall governance of CCBC. It will also give an overview of the Managing Successful s (MSP) and Projects in Controlled Environments (PRINCE2) good practice methodologies and provides hints and tips based on the experience of those who are managing CCBC s key s and Projects. It advocates applying these methodologies with a light touch according to the requirement of the individual or Project. More detail on these methodologies is available in the following publications: Managing Successful s (TSO, 2007) Directing Successful Projects with PRINCE2 (TSO, 2009) Managing Successful Projects with PRINCE2 (TSO, 2009) Guidance, examples, and sources of assistance and support are available on the Intranet at Intranet : Project PPM support is also available at Communities of Practice for Public Service Home The Regional Project & Community of Practice (Wales) and the Project and Community of Practice are recommended. 4
2. Where do s and Projects Come From? 2.1 s A is a 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 relating to an organisation s strategic objectives. A programme may have a life that spans several years. The need for a approach can arise from: Vision-led where there is a need to deliver a clearly defined vision for example elements of the Corporate Plan and other political priorities. This tends to be top down in approach with cross-functional implications to the running of our operations. It might also focus on innovation or strategic opportunity. Emergent evolves from concurrent, uncoordinated projects that have grown so that they need to be coordinated to deliver the changes and desired benefits. It becomes a planned programme when its vision, context and direction have been defined and established. Compliance a must do programme where there is no choice but to change as the result of an external change such as legislative or reduced budgets. Outcomes may be expressed in terms of compliance and avoidance of negative implications rather than measurable improvements. 2.2 Projects A project is a temporary structure that is created for the purpose of delivering one or more business products according to and agreed Business Case. Projects can also arise from similar sources. But they are also likely to arise from or service requirements, for example actions in a Service [Annual Operational Plan check name]; recommendations in regulatory reports; mitigation to risks; reaction to performance indicator results; partnerships, or change in demand for a service. Another important source of key projects is the Capital. Projects are different from work as usual because they involve change, are temporary, involve cross-functional set of skills, are unique, and have an element of uncertainty. This is why they need to be managed differently from work as usual. 2.3 Comparison between s and Projects Projects Driven by deliverables Finite defined start and finish Bounded and scoped deliverables Delivery of Products Benefits usually realised after project closure Shorter timescale s Driven by vision of end state No pre-defined path Changes to the business capability Coordinated outputs delivery including projects not directly delivering benefits Benefits realised during the programme and afterwards Longer timescale 5
2. Where do s and Projects Come From? It s important to plan work to avoid emergent s and Projects. They will use up a considerable amount of unplanned resources before they become visible, be difficult to stop, and will conflict with prioritised s and Projects. 2.4 The Business Case Any proposal for change should be considered from CCBC s perspective at a very early stage in order for the decision to be taken as to whether the idea meets the Council s strategic objectives and is desirable, affordable and achievable enough for the Council to invest its resources to develop the idea. The proposal should be made as part of the Definition Document (PDD) or Project Initiation Document (PID) (or as part of the Project Brief if the project is considered Daunting), templates for which can be found on the Intranet. The Business Case section of the PDD or PID needs to be used pragmatically to capture the optimum amount of information to enable the Sponsoring Group (further information below) to ascertain that the proposal is supported by a robust case for change that provides: strategic alignment optimised value for money commercial viability financial affordability achievability The Business Case section of the PDD or PID should be appraised by the appropriate Sponsoring Group The Sponsoring Group could be: Cabinet, Senior, Regional Partnership Board, Local Service Board or Service, Improvement Board, Board, Project Board etc. The appropriate Corporate Director or Head of Service should provide advice as to which Sponsoring Group is appropriate and whether Scrutiny is required at this early stage. Any programme or project proposal that involves long term transformational change should be appraised by the Executive Group, who may also recommend that a series of Gate 0 Strategic Assessment Gateway Reviews 1 are carried out by independent experts from outside the at key stages of the proposed. More information on Gateway Reviews can be found in Section 11. If the proposal in the PDD or PID is authorised then a or Project can be fully established. The authorised or Project should be listed in the appropriate Service Plan. This will provide a definitive and Project list for each Service. High profile and high risk s and Projects will also be recorded on the Improvement Board s s and Projects register. Completing the Business Case section of the PDD or PID will significantly contribute to the work required in Defining a or Initiating a Project. A copy of the signed PDD or PID should be filed as part of the Audit trail for the or Project. 1 OGC - Gateway 0 6
3. s, Projects, or Tasks? The scale of a, Project or Task is relative to the size and experience of the organisation that hosts the project and is related to the size of the project in terms of time, money and people, and to its complexity, risk and importance. The activities involved in managing s and Projects should be appropriate to their scale. However, and Project Managers should be pragmatic in their approach and be prepared to use the tools appropriate to the challenge being faced. Project Scale High Low Characteristic /Project Business transformation Appoint Manager and use Managing Successful s (MSP) framework. Daunting Project (D) Normal Project (N) Simple Project (S) Task (T) High risk, cost, importance, visibility Multiple organisations Multi-disciplinary Medium risk, cost, importance, visibility Commercial customer/supplier relationship Multiple sites Low risk, cost, importance, visibility Single organisation Single site Project manager s line manager as Project Board with Project Manager doing the work Costs within business as usual budget Straightforward business justification Appoint experienced Project Manager able to make full but appropriate use of PRINCE2. Consider Managers and Project Support as separate roles. Provide backfill for Project members. Appoint Project Manager able to follow light touch PRINCE2. Managers and Project Support recommended but optional or part time. Ensure Project members have enough capacity to deliver. Appoint Project Manager who may also fulfil Manager and Project Support roles. Have very small project board and very light touch PRINCE2. Treat using usual management or if formal approach required and follow Managing Product Delivery process Most of CCBC s projects will be classed as Simple and should be managed with light touch Project. Hints and tips on how to tailor PRINCE2 to suit the scale of your projects can be found throughout this framework. The letters D, N, and S are used throughout to indicate which documents are relevant to each scale of Project. 7
4. and Project Environment in CCBC Sponsoring Group Scrutiny and Overview Corporate Governance Council Executive Group Cabinet Senior Regional Partnership Board Service Local Service Board Welsh Assembly Government CCBC & DCC Partnership Board Principal Partnership Communities Customers Board Senior Responsible Owner Improvement, Monitoring and Assurance and Project Governance Business Change Manager(s) Project Board Senior User Project Executive Senior Supplier Manager Project Board Senior User Project Executive Senior Supplier Project Board Senior User Project Executive Senior Supplier Corporate Improvement Board Quality Assurance Service Improvement Board Project Manager Project Manager Project Manager Project Project Project Delivery 8
4. and Project Environment in CCBC 4.1 GOVERNANCE Corporate Governance The ongoing activity of providing a sound system of internal controls by which elected Members and officers ensure that effective management systems, including financial monitoring and control systems have been put in place to protect CCBC s assets, income and the reputation. and Project Governance Those areas of Corporate Governance specifically related to PPM Governance. Ensures that CCBC s change initiatives are aligned with its objectives, are delivered efficiently, and are sustainable. Sponsoring Group Senior decision makers responsible for: The investment decision Defining the direction of the Region, Council or Service Ensuring overall alignment of programmes and projects to the strategic direction Overview and Scrutiny Committees Advise on policies and hold the Cabinet to account on specific issues. Review areas of Council activity or matters of wider local concern. 4.2 PORTFOLIO Portfolio The totality (or segment) of an organisation s investment in the changes required to achieve its strategic objectives. Portfolio A coordinated collection of strategic processes and decisions that together enable the most effective balance of CCBC s change and business as usual. Improvement Boards Drive service modernisation, organisational development, and partnership working. Challenge the use of resources. Monitor Conwy s s and priority Projects 4.3 PROGRAMME A temporary, flexible organisation 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. Board Drives the programme forward and delivers the outcomes and benefits. Established to support the Senior Responsible Owner to deliver a programme. Senior Responsible Owner Ultimately accountable for the, ensuring that it meets its objectives and realises the expected benefits. Must be empowered to direct the programme and take decisions. Owner of the overall business change delivered by the. Must have enough seniority to provide leadership to the programme team and take on accountability for delivery. Manager Responsible for the set up, management and delivery of a programme. Ensures coordinated organisation, direction and implementation of a dossier of projects and transformational activities to achieve outcomes and realise benefits of strategic importance. Business Change Manager Responsible for realising the benefits by embedding the new capability delivered by the into business operations. 9
4. and Project Environment in CCBC 4.4 PROJECT Project A temporary organisation which will deliver one or more outputs in accordance with a specific Business Case. Project Board Accountable for the success of the project. Has the authority to direct the project within the remit set by corporate or programme management. Project Executive Ultimately responsible for the project. Key decision maker ensuring the project is focused on achieving objectives and benefits, gives value for money and balances demands of the business, user and supplier. If the Project is part of a, sits on the Board during the life of the Project. Senior User Accountable for ensuring that user needs are specified correctly and that the solution meets those needs. Members can often represent their Wards or Portfolio area as Senior User. Senior Supplier Provides knowledge and experience of the main discipline(s) involved in the production of the project s deliverable(s). Represents the supplier interests within the project and provides supplier resources. Project Manager Authorised to manage the project on a day-to-day basis to deliver the required products within the constraints laid down by the project board. Ensures the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within expected performance targets for time, quality, scope, risk and benefits. Manager Person responsible for the production of those products allocated by the Project Manager to appropriate quality, timescale and at a cost acceptable to the Project Board. This role may be undertaken by the Project Manager. Project Support Administrative role in the project management team. Quality Assurance Independent check that new products or services delivered are fit for purpose, meet requirements and are capable of delivering the benefits required. 10
5. 5.1 Why use? CCBC s Framework is based on the OGC s best practice Managing Successful s (MSP) methodology. is a key tool that enables organisations to manage transformational change which involves complexity, risk, the management of many interdependencies, and the resolution of many conflicting priorities. It provides a structured framework that can help avoid pitfalls and achieve goals. adds another overhead to the management of change. Care is therefore needed when deciding whether a piece of work is a complex transformational with many Projects and Activities, or whether it is a Daunting Project with many Work Packages. Many of the tools designed for will also be relevant to Daunting Projects, for example, Communication Plans, and can be used as required to aid the delivery of Projects. Due to the complexity of s, and their importance to deliver CCBC s Outcomes, it is recommended that Managers appointed to CCBC led s have a strong background in Project and have attended a certified 5 day Managing Successful s (MSP) course. The Business Change Manager (the Operational Manager who will ultimately be delivering the benefits of the change) and any others who work regularly in environments should also attend the MSP course. This guide will only provide a high level overview of so that those who become involved in understand its basic principles. Other relevant guides are: Managing Successful s (OGC Publication) Portfolio and Project Offices (OGC Publication) OGC - OGC Gateway Review for s & Projects The North Wales Regional Partnership Portfolio Guide The London Approach 11
5. 5.2 MSP Transformational Flow Policy Strategy Vision Identifying a Brief Defining a Establish Manager Definition, Control Framework, and Plans/Schedules Delivering the Capability Realising Benefits Managing the Tranches Closing a Review & Prepare Business Change Manager Completion of programme, final lessons learned Delivery of new or enhanced operational capability Identifying a typically a short process where the Manager turns the concept into a tangible business proposition. The output is an Approved Brief that allows: Clarification of what is to be achieved and the desired benefits decision whether the programme is desirable and appropriate Commitment to the investment and resources required to proceed to the next process Defining a Confirmation that the change should be managed as a Defining a provides the basis for deciding whether to proceed with the programme or not. Detailed definition and planning is undertaken. The Brief is developed into the Definition Document that will explain: What the programme is going to do How it is going to do it Who is involved How it will be controlled The justification for going forward with the programme Managing the Tranches a Tranche is a unit of governance similar to a Stage in Project. The is divided into a series of tranches each delivering a coherent element of new or enhanced operational capability. Each tranche is delivered according to the controls agreed in Defining a. Delivering the Capability the Manager performs the activities for coordinating and managing project delivery according to the Plan. Works very closely with Realising the Benefits. 12
5. Realising the Benefits the Business Change (Operational) Manager plans the transition from the old to new ways of working through three stages: Manage pre-transition analysis, preparation and planning for business transformation Manage transition delivering and supporting the changes Manage post-transition reviewing progress, measuring performance and adapting to change. Closing a when the programme is no longer adding value and the programme has delivered the required new capabilities described in the Blueprint and has assessed the outcomes via benefit measures. It identifies the need for future assessment of benefit realisation outside the programme. Premature closure is proposed if the Business Case is no longer justifiable or the external circumstances have changed to render the remainder of the programme irrelevant. 5.3 The Principles of MSP Remaining aligned with corporate strategy a is a large investment that should make a significant contribution towards achieving corporate performance targets. Gate 0 Strategic Assessment Gateway Reviews can be scheduled for appropriate points during the life of programmes to ensure that they remain aligned to corporate strategy. Leading change it is impossible to move to a better future without clear leadership that gives clear direction, engenders trust, engages stakeholders, appoints the right people at the right time, can live with uncertainty, solves problems and creates novel solutions, and supports transition until new ways are established and embedded. Envisioning and communicating a better future in order to achieve a beneficial future state the leaders of a programme must first describe a clear vision for that future. That vision then needs to be communicated consistently. Focusing on the benefits and threats to them strategic objectives are achieved by realising the end benefits of the Adding value a should only remain valid if it adds value to the sum of its parts and major activities. Designing and delivering coherent capability s should be planned to deliver maximum incremental capability with minimal adverse operational impact. Learning from experience a should reflect upon and improves its performance during its life. Members of its management should assume the attitude of being learners. 5.4 MSP Governance Themes Organisation Covers how to establish a clear and effective Organisation with: Defined roles, Clear responsibilities, management structures, and reporting arrangements. Vision describes the characters of a good Vision Statement that is a picture of a better future and the basis for the outcomes and delivered benefits. Leadership and Stakeholder Engagement deals with Business Change, Communication, and managing Stakeholder interest and influence. Benefits Realisation describes the use of benefit maps, benefit profiles, and benefit realisation plans to measure improvement. 13
5. Blueprint Design and Delivery models of the current and future state of the organisation being changed. Planning and Control Planning timescales, costs, outputs, dependencies, risks and assumptions, tranches, transition plans, monitoring and control activities, and performance targets. Business Case the Business Case provides the vital test of the viability of the. It answers Is the investment in this still worth it?. It needs to present the optimum mix of information to judge whether a programme is, and remains, desirable, viable, and achievable. It is refreshed, updated and refined iteratively throughout the life of the. Risks and Issue risk and issue resolution are vehicles to managing and tolerating uncertainty, complexity and ambiguity. It also supports better decision making. Quality in a, the focus of quality is helping the with the achievement of strategic goals. There is a need to make the best use of resources by making sure that things are done properly and that Critical Success Factors are fully addressed. For more information and help with please contact CIDT. 14
6. Project Project management is the planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. CCBC s Project is based on PRINCE2. PRINCE2 is a structured project management method. It s based on experience and is continually developing. The version used for this guide is 2009. PRINCE2 is generic, so can be applied to any project regardless of scale, type, or organisation. It covers the management of a project and the resources involved in carrying out the activities of the project. It has: 6.1 PRINCE2 PRINCIPLES These are guiding obligations for good practice that a project should follow. The Principles should not be tailored. Continued Business Justification if a project can no longer be justified it must be stopped. This allows resources to be released for other more worthwhile projects. Learn from Experience it is the responsibility of everyone involved with a project to seek lessons learned. Defined Roles and Responsibilities the Business, Users, and Suppliers must know the answer to What is expected of me? Manage by Stages stages provide control points where the project s status can be assessed, or to conduct Pause and Reviews. They also provide a sensible planning horizon for creating detailed plans. Manage by Exception delegation within the constraints of tolerances provides efficient use of senior manager time whilst ensuring decisions are made at the right level. Focus on Products projects should be output orientated. The set of agreed outputs (or products) defines the scope of the project and provides the basis for planning and control. Tailor to Suit the Project Environment the project management must be appropriate for the needs of the project. Think information (not necessarily documents) and decisions (not necessarily meetings). 6.2 PRINCE2 THEMES These are aspects of project management that must be addressed continually throughout the project. Themes can be tailored to meet the needs of the project. A clear Business Case Why? to establish mechanisms to judge whether the project is (and remains) desirable, viable and achievable investment proposition. It maintains the focus on CCBC s objectives throughout the project. An appropriate Organisation structure Who? to define and establish the project s structure of accountability and responsibilities. The work needs to be allocated to managers who will be responsible for it but as Projects are often cross-functional normal line management structures are not suitable. Built-in Quality management What? to define and implement the means by which the project will create and verify products that are fit for purpose. Appropriate Plans How? How much? When? to facilitate communication and control by defining the where and how, by whom, when and how much. 15
6. Project A focus on the management of Risk What if? Projects are more risky than stable operational activity. This theme identifies, assesses and controls uncertainty thus improves the ability of the project to succeed. A method to manage potential Change during the project What s the impact? to identify, assess and control any potential or approved changes to the original proposal. Adequate Progress controls Where are we now? Where are we going? Should we carry on? Addresses the ongoing viability of the plans. Provides information for decision making, monitoring and approval to determine whether and how the project should proceed. 6.3 PRINCE2 Processes Processes step-wise progression through a project lifecycle. More detailed descriptions of Processes can be found in Section 12. Starting up a Project: covers the preproject activities required to commission the project and get commitment from corporate or management to invest in project initiation to answer the question Do we have a viable and worthwhile project? Project Board members are appointed at this time. Directing a Project: describes the Project Board s activities in exercising overall project control. The activities focus on the decision making necessary for Project Board members to fulfil their accountabilities successfully while delegating the day-to-day management of the project to the Project Manager. Initiating a Project: describes the activities the Project Manager must lead in order to establish the project on a sound foundation. The key deliverable at this stage is the Project Initiation Documentation which includes the overall Project Plan and defines targets for time, cost, quality, scope, risk and benefits. The PID represents an authoritative statement of what the project will deliver, how this will be achieved and by whom. Managing a Stage Boundary: Time for Pause and Review. Projects are managed in stages. This process describes the activities the Project Manager must undertake to provide the Project Board with sufficient information to enable it to review the success of the current stage, approve the next Stage Plan, review the updated Project Plan and confirm continues business justification and acceptability of the risks. Controlling a Stage: describes how the Project Manager manages the project delivery activity during a stage and reports progress and exceptions to the Project Board. Managing Product Delivery: addresses the Manager s role in supervising the detailed work of creating the outputs of the project. Provides the link between the project Manager and the teams undertaking the project work. Closing a Project: describes the closure activity towards the end of the final stage of the project. The Project Manager leads the process which provides for an orderly de-commissioning including any remaining project handover requirements. Tailoring: For Simple and Normal projects the important processes are: Directing a Project Initiating a Project Managing Product Delivery Closing a Project 16
6. Project Project Processes Pre-project Initiation stage Subsequent delivery stage(s) Final delivery stage Refer to any of the below as appropriate throughout the lifetime of the project Council Corporate, Service or Council Cabinet Project mandate Senior Service Overview and Executive Appropriate Committee, Group, or Board Scrutiny Group Corporate, Service or advice and decisions Improvement Boards Boards Closure notification Cabinet Overview & Scrutiny Directing Start Up Directing a Project Executive Group Senior Managing Managing a Stage Boundary Initiating a Project Controlling a Stage Managing a Stage Boundary Closing a Project Controlling a Stage Service Improvement Boards Delivering Managing Product Delivery Managing Product Delivery Boards 17
6. Project 6.4 Project Organisation Project Senior User (s) Corporate or Project Board Project Executive Senior Supplier(s) Possibilities include: Head of Service Business Manager Operational Manager External Partner Representative Possibilities include: Portfolio Holder Appropriate Scrutiny Chair or Vice Chair Local Member Head of Service or other senior officer Service User Representative Quality Assurance Business, User and Supplier Project Assurance Lines of Authority Project Assurance responsibility Lines of support/advice Project Manager Manager(s) Project Support Possibilities include: Chief Executive Corporate Director Head of Service Project members 18
6. Project 6.5 Project Board Duties and Behaviours Surveys frequently conclude that lack of senior management support is one of the top causes of project failure. The role of the Project Board is therefore key to successful project management. The duties of the Project Bard are to: Be accountable for the project: The Project Board is accountable to Corporate or for the success or failure of the project. They must own the project. The Project Executive represents the Business interest and retains ultimate decision making authority therefore needs the right level of authority. The Senior User(s) and Supplier(s) need to ensure that the interests of their respective areas are safeguarded. Provide unified direction: it is crucial that a cohesive overall direction for the project is agreed and communicated. Conflicting agendas leads to reduced overall project momentum and conflicting project team activity. Delegate effectively: using the project organisation structure, project controls, and managing by exception (setting tolerances for Time, Cost, Scope, Risk, Quality and Benefits), the project proceeds as a series of stage contracts minimising formal participation from the Project Board. Facilitate cross-functional integration: The project management team is almost always cross-functional. Project Board members must ensure that this is recognised and respected in the normal line management structure and that the Project Board s authority is not undermined. Commit resources: Project Board members are responsible for committing the resources necessary for the successful completion of the project. Ensure effective decision making: The Project Board makes the key decisions in the project. The main decision is whether or not to give authorisation to proceed to the next stage of the project. Decisions are also required on Risks, Issues, Changes, Exceptions, and Quality and Project Assurance. The Project Board may want to establish a Quality Assurance (QAT) to act as critical friends who can ensure that decisions are well-informed and provide independent project health checks. Support the Project Manager: The Project Board can relieve the stress on the Project Manager by removing some of the obstacles by demonstrating visible and sustained support for the Project Manager. Ensure Effective Communication: communications must be timely and effective both within the project and with key external stakeholders. Highlight reports are useful to inform stakeholders. In particular, communication with Corporate or management is important to ensure ongoing engagement and support for the project. 19
6. Project 6.6 Who Needs to be Involved in your Project? At the start of your project remember to think whose assistance you may need. Contact the departments as early as possible to let them know that your project may need their input and to identify any potential risks and issues that they may be aware of from their areas of expertise. Committee Services: as required to put your project on the Council s future work plan and check Council meeting dates and report deadlines. Corporate Communications and Marketing: To help with your Communication Strategy and stakeholder engagement. Corporate Finance: to understand issues of financial regulations, State Aid, Contract Standing Orders, Business Planning, VAT, Risk, Insurance and for advice on Capital and Revenue funding and project budgets. Corporate Health and Safety: to understand what H&S procedures may need to be incorporated into your project. Corporate Human Resources: to give support and advice about changes to staffing including TUPE, Equalities Impact Assessment, staff consultation, and Trade Union involvement. Corporate Improvement and Development : for advice on project management and the availability of job descriptions, templates, health checks, training, what Council decisions your project may need, how to get your project reports through the political process, what Improvement Board to report, and any other project support you may need. Corporate Legal Department: for advice on commercial and other legislative issues including case law that can identify good practice that needs to be build into your project. Corporate Partnership Manager: when your project involves collaboration or partnership working. The Council may have similar partnerships or hold contact details that could prove helpful. Your project may involve establishing a partnership that may need to be recorded in Conwy s Partnership database. Corporate Procurement: Provides advice and guidance for anything involving a tender. Projects involving European Grants must seek guidance. Projects involving procurement work worth over 150K (Supplies and services) or 3.9M (Works) will need to be planned around lengthy statutory procurement timescales and follow strict procedures. Other procurements will need to follow the Council s Contract Standing Orders. Customer Service Development Manager: when your project involves consulting with our customers in any way. There is a staff guide to Community Involvement and all consultations need to be logged on the Consultation Database. European Unit: When your project involves any aspects of European Grant funding. They can advise you of specific requirements e.g. document retention. The IT Account Manager: when your project involve the introduction of new, or changes to existing, IT systems. Planning: Where your project may involve change of use of a building or changes or new work. Property and Asset Services: If your project involves any of the Council s buildings or land, or is a construction project. Welsh Language Office: to ensure that the requirements of the Welsh Language Scheme are being met but during delivery, and for the outputs being delivered. 20
6. Project 6.7 Document Requirement Matrix The Prince2 Project methodology is scalable. It can be tailored to suite any scale of project. CCBC advocates using Light Touch Prince2. This means just using the parts that are relevant to the Project you are managing. The following table indicates what Project templates are appropriate for varying scales of Projects. It is important to optimise documentation to the requirements of each project. Enough information is required for decision making, retaining the engagement of the stakeholders and as an audit trail for how the project progressed. Please think of your audience quality not quantity is the key. The Project Board will determine what documents they require, and their frequency, as part of defining Project Controls in the PID. Templates are available on the Intranet but partnerships or grant funded projects may have different templates according to their requirements. M = Mandatory CCBC requires that these documents be in place A = Advisory consider whether your project needs these Document Action Daunting Normal Simple Starting up a Project Lessons Log Create A A Project Brief inc Business Case Create A Initiation Stage Plan Create M A Initiating a Project Risk Log Create M M A Issue Log Create M A Communication Plan Create M A A Project Plan Create M M M Benefits Review Plan Create M M A Project Initiation Document inc Business Case Create M M M Equalities Impact Assessment Create M M M Controlling a Stage Risk Log Update M M A Issue Log Update M A Stage Plan (current stage) Update A A Work Packages Create A A Lessons Log Update A A Highlight Report Create M M M Exception Report (If exception) Create M A A 21
6. Project Document Action Daunting Normal Simple Managing Product Delivery Plans Create / Update Checkpoint Report Create / Update Managing a Stage Boundary Risk Log Update M A Issue Log Update M A Project Initiation Document inc Business Case Update M A Stage Plan (next stage) Create A A Project Plan Update M A Communication Plan Update M A Exception Plan (If exception) Create M A Benefit Review Plan Update M A Equalities Impact Assessment Update M A End Stage Report Create A A Closing a Project Issue Log Update A A Project Plan Update A A A Benefit Review Plan Update M A A End Project Report Create M M A A A A A 22
7. Benefits Realisation Why do we need to Manage Benefit Realisation? and Project (PPM) is undertaken to achieve new or improved Outcomes. A general theme running through PPM, which can also ensure effective use of the Council s resources, is the need for a continued justifiable case for undertaking the change being delivered. Outcomes are long term results of a delivered change and are therefore difficult to measure directly. However, key benefits can be identified which can then be used to measure the improvements resulting from Outcomes and demonstrate that the investment decision is still justified. Continued stakeholder support for the change can also be maintained by demonstrating that the benefits are contributing towards achieving the priorities identified in the Corporate Plan or their Strategic Objectives. Initiating a or Starting up a Project Potential benefits are initially identified and documented in the Business Case section of the Brief or Project Brief. If the project is part of a, the Business Case section of the Brief may not be required and the Manager will refer the Project Manager to any relevant benefits realisation documents already in place, and define what the requirements of the project are. Defining a or Initiating a Project More detailed work is needed at this point to ensure that the expected benefits and dis-benefits (negative benefits) are realistic and measurable. The information should be captured in the Benefits Realisation Plan template. For smaller projects, the Project Manager must list expected benefits that are claimed can be achieved by the Project in the Project Initiation Document (PID). For larger projects and s transfer the list of benefits and dis-benefits to the Benefits Realisation Plan template and refer to the Benefit Realisation Plan in the Definition Document (PDD) or PID as appropriate. Identifying Benefits and Dis-benefits: In the Stakeholder Matrix tab of the Benefit Realisation Plan Template list the groups of stakeholders who will benefit or dis-benefit from the or Project. In the Benefits Map tab, list in the appropriate column: The Corporate Plan priorities that are relevant to the or Project. For partnership working these may be Strategic Objectives of the partnership. The Outputs that the work will create. The Outcomes that the work is striving to achieve List or group these in an order that helps identify which Outputs link to Outcomes and Corporate Plan priorities. Examples are available on the Intranet. For each Outcome, consider the level of detail of benefits appropriate to your project. Concentrate on the key benefits rather than listing all the benefits. Keep it simple remember you will have to measure these benefits at a later date! Benefits can be: Cashable/non-cashable; Tangible/intangible; Short/medium/longer term; Strategic/Speculative/Operational/Support 23
7. Benefits Realisation The Project Manager, together with the project s Senior User, should get all those involved in the project to suggest benefits and dis-benefits to capture different view points. Benefits can be found in the following Business areas: Business Area Policy or Legal requirement Quality of service Internal improvement Process improvement (productivity or efficiency) Personnel or HR management Risk reduction Flexibility Economy Revenue enhancement or acceleration Strategic fit Outcome Description Benefits that enable an organisation to fulfil policy objectives, or to satisfy requirements where the organisation has no choice but to comply Benefits to customers, e.g. quicker response to queries, providing information in a way the customer wants, fewer customer complaints Benefits that are internal to the organisation, such as improving decision-making or management processes These are more with same type benefits; benefits that allow an organisation to do the same job with less resource, allowing reduction in cost, or to do more The benefits of a better-motivated workforce may lead to a number of other benefits such as flexibility or increases productivity Benefits that enable an organisation to be better prepared for the future by, for example, not closing off courses of action, or by providing new ones Benefits that allow an organisation to respond to change without incurring additional expenditure These are same with less type of benefits; benefits that reduce costs whilst maintaining quality (often referred to as cost reduction) Benefits that enable increased revenue, or the same revenue level in a shorter timeframe, or both Benefits that contribute to, or enable the desired benefits of, other initiatives e.g. Our Corporate Plan Defining Benefits and Dis-benefits Document the Key Benefits to complete the information required for the Benefits Map tab. Use a change term to name benefits, for example: increased, faster, lower, cheaper, bigger (avoid better or improved). Ensure that benefits are expressed in measurable terms this can be qualitative or quantitative. Mapping Benefits to Stakeholders Map the identified key benefits and dis-benefits against the Stakeholders in Stakeholder Matrix tab to understand the overall picture of who will gain (or lose) from the proposed change. This will be useful information for Stakeholder engagement. Benefits Profile tab Copy the list of Key Benefits to the Benefits Profile tab where a profile of each benefit can be documented. The profile defines detail such as who will own each benefit, how and when it can be measured, and what the baseline and target performance measure is. 24
7. Benefits Realisation Benefits Review Plan tab Use the information in the When can the Benefits be tracked and measured column of the Benefit Profile tab to plan when Benefit Review Meetings should be scheduled. Document the planned meetings in the Benefit Review Plan tab and map which benefit can be monitored at each Benefit Review Meeting. Project and Delivery The Project Manager implements the approved Benefits Review Plan and assesses the impact of any change to the project on benefits realisation. Look for opportunities to identify new benefits, maximise benefits and minimise disbenefits. Use the Risk Log to manage any risks to the Key Benefits. Update the Benefit Review Plan Template as required to log achieved benefits, revised forecasts and approved changes. Report the benefit Review Plan to the Project Board if some benefits are at risk or when the plan changes significantly. Project Closure Many benefits will not be realised until after the project s products have been in operational use for some time. The Project Manager should review and gain approval of the Project Board for the Benefit Review Plan. Ensure it includes postproject activities to address the expected benefits that cannot yet be validated. Summarize performance in relation to benefits realisation in the End Project Report and ensure the Project Sponsor transfers the responsibility for the Benefits Review Plan to the appropriate or Improvement board. 25
7. Benefits Realisation Benefit Reviews Schedule benefit reviews so they are held as soon as it is predicted that benefits or outcomes are reliably being realised by the project. Consider timing benefit reviews so that the extent that benefits are realised can be used to influence the priorities of projects in the business planning cycle. Also consider carefully who should carry out a review the Project Sponsor, Senior User, or another facilitator? Identify causes of variations and any lessons learnt. Agenda: 1. Look Back a. Planned benefits to date b. Unplanned benefits accrued c. Root cause(s) of variation d. What lessons have we learnt? 2. Look forward a. Benefits Forecast for the future b. What are the likely lessons? 3. Assess Business Case performance a. What are the current estimates for full-life costs? b. How does the updated Business Case compare with the one agreed at project initiation? 4. Decision a. Is the investment sufficiently validated? b. Do we need another benefits review? Gateway Process Review 5: Operations review and benefits realisation Considering commissioning a Gateway Review 5 for assurances that desired benefits are being achieved and that the change has been embedded and is operating smoothly. More Information More information on Benefit Realisation can be found in the Managing Successful s guide. Examples are also available on the Intranet and CIDT can help on request. 26
8. Stakeholder Engagement Why do we need to Manage Stakeholder Engagement? Stakeholders will hold various perceptions, expectations, and objections. These perceptions, expectations and objections need to be managed in order to keep the or Project s Outcomes achievable. Intelligence is required to ensure that efforts are being prioritised towards managing the engagement with the most appropriate Stakeholders. This ensures that the right people are included in the decision making, implementation, consultation and information sharing. Stakeholder engagement is required to: Keep awareness and commitment high Ensure that expectations do not drift out of line with what will be delivered Explain what changes will be made and when Describe the desired better future Remember to take into account CCBC s Community Involvement Framework: Talking with our Customers and Communities. The staff guide helps in conducting community involvement activity to a high standard in an easy and effective way. It advises on overcoming barriers, getting your message across and using plain language. http://intranet/communityinvolvement Key elements of Stakeholder Engagement : Message clarity and consistency: ensure relevance and recognition, and engender trust Stakeholder identification and analysis: send the right message to the right audience A system of collection: obtain feedback A system of message delivery: get the right messages to the right stakeholders in a timely and effective way Initiating a or Starting up a Project Potential Stakeholders are initially identified in the or Project Brief. If your project is part of a programme ask the Manager for the Communications Plan and base the project s Communications Plan on that document. Defining a or Initiating a Project More detailed work around Stakeholder engagement needs to be carried out at this stage. Information collated should be documented in the Communications Plan template. For smaller projects, the Project Manager must list identified Stakeholder groups in the Project Initiation Document (PID). For larger projects and s transfer the list of stakeholders to the Communications Plan template and refer to the Communications Plan in the Definition Document (PDD) or PID as appropriate. Identify stakeholders: who is involved or affected? List identifiable groups in the Stakeholder Map tab e.g. Staff in Dinerth Road. It may help to think about stakeholders in the following categories: Users/beneficiaries Governance management boards, steering groups, audit 27
8. Stakeholder Engagement Influencers trade unions, the media Providers suppliers, business partners Stakeholder Interest Areas Think about what elements of the or Project each Stakeholder is interested. List all these Interest Areas in the Stakeholder Map tab and map which Stakeholders are interested in which areas. Stakeholder Influence / Interest Consider the influences, interests and attitudes of the stakeholders towards the or Project Outcome. Then, consider the stakeholders importance and power. This can reveal important insights about the stakeholders. Plot your conclusions in the Influence/interest matrix tab to identify which stakeholders: Maintain interest Active consultation Key players who need strong buy in In turn this can inform the communication methods that could be used and thus focus resources towards the most successful outcomes. For example, those requiring strong buy in are those you need to invest time to meet face to face. Identify Key Messages It is important to align consistent messages, the media used, their frequency, and level of detail to the needs of the Stakeholder. Think about the key messages you need to get across to the Stakeholders. Record these on the Key Messages tab noting against each stakeholder: Is this Key Message relevant to this Stakeholder? What communication method (s) are best to convey this message? The frequency that the message needs to be conveyed. For more guidance on communication methods see the Community Involvement Staff Guide How to Talk With Our Customers and Communities that can be found on the Intranet. Don t underestimate the requirement to influence, lobby, cajole, manipulate, co-opt, flatter and apply pressure to keep momentum of the or Project. Communication Plan The information in the Key Messages tab can be used to produce a Communication Plan for the or Project. This will plot what will be communicated, how it will be communicated and when it should be communicated. Remember some messages need to be repeated over and over again don t assume that Stakeholders are aware and engaged just because they were told something once. Project and Delivery Revisit the Communications Plan regularly to continue to update and re-validate it. Changes will be required to cater for evolving requirements as demand for information grows and as new Stakeholders are identified. Project Closure and Follow-up Remember to keep Stakeholders informed of the delivery of the Outcome and that the benefits are being realised and are making a difference. This will help in getting them engaged in future s and Projects. 28