Download 2.5 Gap analysis - Greater London Authority

Appendix 1
Report to:
Mayor’s Management Board
Report of:
Executive Director Finance and Performance
Date of MMB:
22 March 2004
Title:
Review of Project Management Methodology
Reference Number: MA1732
Recommendation for Decision sheet:
That the Mayor:
1. Agrees that the revised project management methodology is adopted by the
GLA and the appropriate measures including training, for the continued use of a
corporate project methodology across the GLA are undertaken.
2. Notes that this report, as agreed by MMB, will be submitted to the Business
Management and Appointments Committee at the next available cycle.
Supporting report
1. Purpose and decision required
That the revised project management methodology be adopted by the GLA and the appropriate
measures including training, for the continued use of a corporate project methodology across
the GLA be undertaken.
2.Detail of proposal
2.1 Background.
The GLA project management methodology was agreed at MMB in October 2002 and has
been implemented across the organisation during 2003/04.
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The project management methodology aims to facilitate effective project management within
the GLA and to ensure that the various corporate requirements adopted by the GLA are
followed.
The methodology has been developed as a 5-stage approach to managing projects and has been
developed specifically for the GLA.
The implementation of the methodology across the organisation has been supported by a
training programme made available to all staff.
2.2 Review structure
This review aims to:
 Learn from the implementation of the current project management methodology;
 Recommend improvements to the methodology as a result of the learning;
 Integrate new policies, practices and procedures adopted by the GLA since the initial
development of the corporate methodology.
The recommendations of the review have arisen from the following sources:
 Feedback arising from training sessions;
 Feedback from project leaders;
 Feedback from members of the skills network;
 Observation of projects being undertaken by the GLA;
 A review of lessons learned;
 Informal interviews with staff.
The review has been conducted in accordance with the following approach:
 Assess the structure of the project management methodology;
 Assess the content of the project management methodology;
 Undertake a gap analysis to determine if there are areas that are missing or require
strengthening;
 Recommend an implementation plan for the continued operation, development and
improvement of the methodology.
2.3 Structural review.
The adopted GLA project management methodology is based on five stages with each stage
containing a number of steps. No revisions are proposed to the stages and steps of the
methodology. Some confusion has been evident in regard to Stages 1 and 2 with reference to
the timing of the implementation of the stages, however the notes at the front of the
methodology indicate that these stages may be undertaken in parallel. The capacity to
undertake each stage in parallel will be reinforced in the training programme. If any confusion
remains evident, minor modifications to the document will be undertaken to highlight the
ability to undertake each stage simultaneously.
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The only structural change recommended is the inclusion of a summary of the templates
available to assist each stage. Currently reference to tools/ templates appears in an ad hoc
manner with some templates referred to directly in the steps and other templates not referred
to at all. This will result in a number of direct hotlinks to support material.
2.4 Content review.
2.4.1 The content of the methodology is extensive and requires few additions or alterations.
The presentation of the content however could be improved. A substantial amount of the
content is listed in long paragraphs, which does not highlight the major points each paragraph
is seeking to make. It is therefore recommended that most paragraphs be altered to reflect their
content in easily identified points.
2.4.2 The following changes to the specific content of the documentation are recommended.
The changes are based on the growth and nature of the projects being undertaken by the GLA
since the initial drafting of the methodology. The changes proposed are:
a) The introductory paragraph relating to why the GLA needs a corporate approach to
project management is recommended to reflect the fact that the GLA’s core business has
extended beyond statutory strategies.
b) The definition of a project has been changed. The current definition has been
commented on extensively during training. The revised definition seeks to move the
emphasis away from the structure of projects to the project itself.
c) The title of project manager has been amended to more appropriately reflect the
undertaking of this role within the organisation. The current title of project manager
creates confusion amongst participants in a project and unnecessarily creates difficulties
in terms of roles and responsibilities between the project leader and the project
manager. The role is therefore clarified and renamed Project Assurance Manager, the
role of which has been given improved definition.
d) The specialist and support staff list has been extended to include new positions that are
becoming increasingly important to the success of projects such as sponsorship staff.
e) The project initiation document has been renamed “project control document” to avoid
confusion with the decision making process. Projects are currently initiated through the
decision making process. The Project Control Document is a tool used as a checklist to
ensure key requirements of the project methodology not only at initiation stage but also
throughout a project.
2.5 Gap analysis
2.5.1The GLA has developed significantly in the time since the current methodology was
developed and it is testament to the robustness of the current methodology that gaps that have
been identified have arisen primarily due to best value/practice reviews conducted in the past
two years. The proposed revised document identifies the following key areas that need greater
consideration within the project methodology framework.
a) Increased financial planning. It is proposed that a detailed financial plan should be
incorporated into the project planning stage. A template to provide assistance should
accompany the financial planning step.
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b) An increased focus on the requirements of working with third parties with specific
reference to establishing partnerships (this area to be supported by the guidance on
partnerships as recently updated).
c) An increased focus on entering into contractual arrangements (this area to be supported
by reference to the contracts code)
2.6 Methodology Training
2.6.1 Training in the use of the project management methodology commenced in January 2003
initially using external consultants. In March 2003 the format was amended and the training
transferred in house, managed jointly between the core performance unit and the Human
resource unit.
2.6.2 The training programme has been implemented through a one-day course carried out on a
monthly basis. At the time of the report a total of 232 staff had received training in the
methodology.
MMB has received an executive overview of the project management methodology as part of
the training programme. Further training modified for the needs of Mayor’s office staff is being
undertaken in consultation with the Chief of Staff.
In order for the training to have maximum impact and utilise limited time resources a wider
range of training options is recommended.
The training may include the following elements:
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Continued 1 day training on a monthly basis aimed at staff that will undertake
significant roles in projects;
1 hour training for new senior staff aimed at ensuring that they are aware of the
fundamental requirements of the corporate project management methodology;
Half hour introduction to project management methodology as part of the induction
programme for staff.
Focus on targeting key staff undertaking major projects within the GLA.
Conclusion & Recommendations
2.6. 3 The changes recommended following this review are primarily cosmetic in nature. The
structure and content of the methodology is considered to be fundamentally sound for the
purposes of project management across the GLA. The look of the document will alter in order
to highlight key areas to users of the methodology.
All the changes recommended above have been included in the attached revised project
methodology document.
2.6.4 The GLA business Plan notes an objective to review the project management
methodology by 31 March 2004.
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3 Equalities Implications
3.1 The methodology incorporates as one of the key stages the necessity to undertake an
equalities impact assessment.
4 Health and sustainable development
4.1 There are no direct health and sustainable development implications for this review.
5 Consultation
5.1 The recommendations of the review have arisen from the following sources:
 Feedback arising from training sessions;
 Feedback from project leaders;
 Feedback from members of the skills network;
 Observation of projects being undertaken by the GLA;
 A review of lessons learned;
 Informal interviews with staff.
6 Strategy Implications
6.1 The training and development of staff in the methodology supports the aspiration of the
GLA as an exemplary employer. The project management methodology encourages multidisciplinary working and cuts across organisational boundaries.
7 Legal Implications – to be written by Legal services
7.1 It is proposed that the revised project management methodology be adopted by the GLA
and that appropriate measures including training, for the continued use of a corporate project
methodology across the GLA be undertaken. Under section 34 of the Greater London
Authority Act 1999 (the `Act’) the Authority, acting by the Mayor, may do anything which is
calculated to facilitate, or is conducive or incidental to, the exercise of any functions of the
Authority exercisable by the Mayor.
7.2 The adoption of the revised project management methodology across the Authority is
intended to facilitate the work of the Authority. Therefore, the proposal falls within section 34
of the Act.
8 Financial Implications
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8.1 There are no direct financial implications associated with this report as all training is
provided in-house.
8.2 Effective project management is an essential element of the Authority’s corporate
governance framework and facilitates the proper use of scarce resources and the delivery of
value for money.
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