IPL Service Definition - Project Management, Programme Management and Governance

IPL Proposal IPL Service Definition - Project Management, Programme Management and Governance Project: Date: 16th Dec 2014 Issue Number: Issue 1 Customer: Crown Commercial Service Page 1 of 8

IPL Information Processing Limited 2014 Contents 1. Project Management, Programme Management and Governance 3 2. Detailed Service Definition 4 2.1. Project Management 4 2.2. Programme Management 4 2.3. Governance 6 3. Features and Benefits of the PM, Programme Management & Governance service 7 4. Keywords 7 Page 2 of 8

1. Project Management, Programme Management and Governance IPL offers programme management, project management, and IT governance as a service delivered by highly qualified staff using proven methods. We have over 30 years of experience and have been involved in a large number of small and large-scale development and implementation projects for the Public and Private Sectors in that time. Throughout the years IPL has built a wealth of experience in Managing Successful Programmes (MSP), PRINCE2, Management of Risk (MoR) and Agile, with practitioners with real-world experience of delivering both projects and programmes, including Agile and Waterfall approaches, always with a focus on the intended business outcome and not just the technology. These methodologies underpin every project or programme of work we undertake. It is important to ensure the benefits from using such disciplines are not obtained at the expense of placing an undue burden on those involved. In our experience, successful projects always have clearly defined requirements that the customer and the service provider can work together to achieve. If requirements are not clearly defined, problems arise when expectations exceed the scope or where the customer s expectations are not met. Where the customer has difficulty supplying clear requirements, IPL works with the customer to define and agree the requirements. We then provide a statement of work that defines how the requirements will be met. Once approved by the Project Board this statement, along with the Project Initiation Document (PID), defines the terms of reference for that project. Once the project has been defined and planned, the necessary skilled resources will be allocated to the project. Individual team members are responsible for ensuring that they complete the tasks that are allocated to them in a timely manner; identify any problems to the team and focus attention on quality of the service they are delivering. IPL believes that a successful project has good communication channels, and we actively work with the client throughout the project to achieve the milestones, deal with the issues and mitigate any risks. Page 3 of 8

2. Detailed Service Definition 2.1. Project Management IPL s highly successful approach to project management is built upon the premises that; project management is a specialist discipline in its own right with its own clear processes, and; belief that a close customer relationship is the key to running effective and efficient projects. In order to achieve this, IPL ensures that each programme has top-level direction and a highly experienced project and programme management board at its helm. By definition, a project involves several parts of an organisation and many participants that need to be brought together to deliver the results. For this reason, every one of our strategic change programmes is directly owned and controlled at board level. Effective project management is crucial to the success of any project. The tasks involved include: Monitoring project status against milestones and reporting this information within the project and to key stakeholders. Overseeing work allocation and ensuring the right resources are available at the right time to complete the planned activities. Managing risks and issues, developing mitigation plans and putting these into action if required. Managing change within the project, by re-planning and resourcing as required, and involving the stakeholders of any business, technical or commercial impacts resulting from that change. IPL s robust ISO9001 approved Quality Management System (QMS) incorporates processes and procedures that are fully aligned with the PRINCE2 methodology. All Consultants and Developers are trained in the principles contained in the QMS and are able to either use these processes as-is, or adapt them to meet the needs of each specific project. Alternatively, if required, IPL would be happy to adopt client processes and procedures for project management to maintain a consistency of approach. 2.2. Programme Management Programme management and control involves a number of activities that together create a well-organised and managed environment for software development. IPL s highly successful approach to programme management is built upon two fundamental premises: Programme management is a specialist discipline in its own right with its own clear processes. It is a discipline which does not involve routine line management and therefore should not be confused with project management. Customer intimacy throughout the programme is key to successful programme management. Only in this way can focus be maintained on the business benefits so as to ensure successful delivery on time and to budget. We ensure that each programme has top-level direction and a highly experienced programme management board at its helm. By definition, a programme involves several parts of an organisation and many participants that need to be brought together to deliver the results, for this reason, every one of IPL s strategic change programmes is directly owned and controlled at board level. Our client-focussed approach is based firmly on the Office of Government Commerce s (OGC) Managing Successful Programmes (MSP) best practice framework for programme management which itself is underpinned by PRINCE2 best practice. It is an approach that s proven highly successful in several high profile change management programmes across the public sector. Our programme management process works by mapping the items that really matter to the client: the OGC Gateway structure, the programme outcomes and of course the key delivery milestones, against the MSP processes and IPL s own milestones. This enables a high-level, sequential, client-focussed view of the programme focused on joint working and benefits maximisation. Page 4 of 8

The Programme Management process is illustrated below: Managing Successful Programmes (MSP) provides a detailed framework of activities, which we use as a basis for our Programme Management process. The relative size, complexity and goals of the programme will dictate which of the activities within each phase will be followed. The five phases and the key activities within each phase are outlined below: Page 5 of 8 Phase 1 Identifying a Programme. This includes all the activities and decisions associated with turning a concept into a tangible business proposition. Key activities include: > Setting up the sponsoring group; > Confirming the Programme Mandate; > Producing the Programme Brief; > Developing the Programme Preparation Plan; > Carrying out an OGC Gateway strategic review; > Reviewing the Programme Brief and Programme Preparation Plan; > Gaining approval to proceed. Phase 2 Defining a Programme. Is where the detailed design, definition and planning for the programme is carried out. Key activities include: > Setting up the physical programme environment; > Identifying the stakeholders; > Refining the Vision Statement; > Identifying tranches; > Designing the programme organisation; > Developing the governance arrangements; > Developing the Blueprint, the Benefits Profile, the Projects Dossier, the Business Case and the Programme Plan; > Gaining formal approval to proceed.

Page 6 of 8 Phase 3 Delivering the Capability. Deals with the coordination and management of project delivery in a cyclical series of tranches of work according to the Programme Plan. Key activities include: > Aligning projects with benefits realisation; > Aligning projects with programme objectives; > Managing and controlling delivery; > Monitoring progress; > Managing risks and resolving issues; > Closing projects. Phase 4 Realising the Benefits. Performed in tandem with phase three, this phase is repeated cyclically within each tranche of the programme. Key activities include: > Managing pre-transition the analysis, preparation and planning for business transformation; > Managing transition the delivery and support of the changes; > Managing post-transition reviewing progress, measuring performance and adapting to change. Phase 5 Closing a Programme. Provides a formal closure and a clear focus on ensuring that key programme benefits have been achieved. Key activities include: > Reviewing the programme; > Updating and finalising programme documentation; > Feedback to policy and strategy; > Confirming ongoing support is in place; > Confirming programme closure; > Disbanding the programme team and supporting functions. 2.3. Governance At IPL project governance is about using a structured approach to ensure project decision making is logical, complete and repeatable. This governance provides a framework for client engagements and project delivery, yet is flexible enough to allow processes to be tailored to best suit the needs of the project. Processes are dovetailed with any customer specific governance that may exist, complementing the approach required to ensure the right outcome. The project documentation describes the relationship between the Project Board, Project Manager and Stakeholders, together with information flow, processes for review and approval of deliverables and management documentation. The documentation set is specific to each project and depends on the customer requirements and complexity of the project. A sample set includes: Project Plan what is to be done, by whom, by when, roles; Quality Plan how this is to be carried out, quality gates, success criteria; Requirements documentation; Test Plans, specifications, results; Risks and Issues logs; Reports. All IPL personnel are cognisant of, and able to work within, a wide range of project governance processes including: Programme and Project Boards with overall responsibility for the Programme/Project; Decision Gates and Review to provide formal points of control in the lifecycle and peer reviews; Approved Plans to ensure all stakeholders understand what is being delivered and when; Progress Reporting status, including risks and issues; Accountability define clear roles and responsibilities for all involved in the project.

3. Features and Benefits of the PM, Programme Management & Governance service The key features and benefits of IPL s Project and Programme Management and Governance service are: Common understanding of the project status, systems, processes, requirements and obstacles. Developed by working closely together, and forming the foundation for building the right solution Clear Planning - the project, quality and risk plans conform to strict standards set out in our ISO27001- certified Quality Management System Controlled Progress - each development project proceeds in a controlled manner through a series of well-understood stages and gates Clear Communication - through regular progress reports and meetings we ensure everyone is kept up-todate on project status and that important issues are discussed before decisions are made. Early risk identification - issues and risks are identified early and dealt with, if necessary by escalation to the appropriate stakeholders No surprises - regular progress reporting and progress meetings ensure all progress and changes are communicated quickly and clearly. 4. Keywords Agile, Waterfall, MSP, PRINCE2, MoR, Programme, delivery, programme management, project management, governance, Scrum. Page 7 of 8

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