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Welcome to:
East Renfrewshire Council
Public Service Excellence Accreditation Award
Unit 1 – Project Justification
Delivered by:
ERC Programme Management Office
(Chief Executive’s Department)
Domestic Arrangements
• Fire regulations
• Mobile phones
• Breaks
• Toilets
• Smoking
Introductions
• What’s your name, service?
• What do you want to get out
of the course?
• What project are you working
on?
• Who or what would you take
to a desert island?
Course Objectives
By the end of this course you will have an overview &
understanding of:
•
•
•
•
•
•
Project management
Project management methodologies
How to produce the rationale for a project
How to assess the viability of a project proposal
How to prepare for project implementation
Other key elements to consider before embarking on
a project
Session One
Overview of Project Management
Session 1: Overview of Project Management
What is a project?
“A unique set of coordinated activities, with definite
starting and finishing points, undertaken by an
individual or team to meet specific objectives within
defined time, cost and performance parameters.”
Office of Government Commerce
What is a Project?
• Drives change
• Non-routine
• Unique
• Often complex involving risk and uncertainty
• Composed of a collection of connected activities
• Often delivered by people who would not normally
work together
• Finite
• Intended to achieve specific and agreed outcomes
What is Project Management?
Project management can mean a lot of things:
Planning
• Thinking ahead
• Identifies tasks
• Identifies timescales
• Identifies key milestones (deliverable or achievement)
• Resources
• Dependencies
Monitoring
•
Constant review of the plan, issues and risks
•
Anticipating changes or threats
•
Observation
•
Meetings
•
Communication
More... What is Project Management?
Control of all aspects of the project
•
•
•
•
Documentation
Meetings
Observation
Governance
The motivation of all those involved to achieve the
objectives on time to the specified cost, quality &
performance
•
•
•
•
•
•
Project team work
Creating a common project goal
Benefits to be delivered
Personal responsibility
Personal achievement
Personal recognition
More... What is Project Management?
Using common sense and a structured approach to
achieve successful outcomes
•
Decisions made on facts
•
How the project is managed
•
Tasks to be performed
•
Organisational fit
Group exercise
What projects have succeeded / failed?
Why did they succeed / fail?
Why do Projects Fail?
Most common reasons for project failure are:
•
Weak or little governance
- Ensuring the project is on track
- Prompt decision making
- Lack of planning and structure
•
Lack of Trade Union involvement in the project journey
•
Overconfidence
•
Lack of confidence
•
Poor team work
•
Having unrealistic expectations
•
Lack of management / sponsor support, direction / guidance
•
Poor communication
•
Poor project scope
•
Insufficient resources
•
Having the wrong people involved in the project
•
Having too much reliance on one person
Session Two
Project Management Methodologies
Session 2: Project Management Methodologies
There are many formal project management methodologies:
•
PRINCE2 (PRojects IN Controlled Environments)
Business case
Customer/ supplier relationship
Scope of methodology
•
Small project management
Simple and consistent approach for managing small
projects
•
Structured Systems Analysis and Design Method (SSADM)
Best suited to IT development projects
•
Rapid Application Development (RAD)
Potentially quicker and less costly
Session 2: Project Management Methodologies
Project management methodologies vary in scale and complexity, but all are
based around a small core of common sense principles.
• PRINCE2
• Six Sigma
• Lean
• Kaizen
At East Renfrewshire Council, we use our own methodology which incorporates
many of the above methods.
Please bear in mind that further research will be needed on project management
methodologies as part of your assessments!
East Renfrewshire Methodology
The East Renfrewshire 5 Stage Programme / Project Delivery System with Change Management
The East Renfrewshire methodology is a hybrid of the previously mentioned methods.
It has been simplified for local authority use.
Evaluation
Project
Prep
Final
Prep
Redesign
Go Live
&
Support
Start PID –
Project Rationale,
Context
Project start up
‘to be ‘ mapping
Testing
Implement
Scope
Org Change
Training
Lessons learned
Initial Business
Case
Benefits
Process change
Readiness
reviews
Realise benefits
Approval
ICT change
Approval
Communication
Post go live
support
‘as is’ baseline
‘as’ is process
mapping
Planning
Controlling
Planning
Tracking
Reviewing
Reporting Communication
Change Management
Project Initiation Document
What is a PID?
•
A PID is a:
Project Initiation Document
•
-
•
It is the single most important
piece of documentation:
to be produced at the start of the
project
should continually be updated
during the course of the project
It should include details of the
vision, objectives and scope.
In East Renfrewshire we would expect the PID to include the following:
ERC Project Initiation Document (PID)
•
Header sheet
•
Risk issue dependency log
•
Document control
•
•
Project background
High level project
milestones
•
Project vision
•
Key task plan
•
Project objectives
•
Action List
•
Roles, resources and skills
•
Flash report
•
‘In scope’ and ‘out of
scope’
•
Business policy changes
•
Project change request log
•
Project governance
•
Communication plan
•
Baseline profile
•
Project partnerships
•
‘To be’ profile
•
Business case
•
Measures of success
•
Readiness sign off
•
Lessons learned
•
Project document repository
•
Post project review
Tea and Coffee
Session Three
Case Study: Project Rationale
There was a Council
far, far away
called…
Surbiton
Star
employee
is:
Mrs Cannaegetabrek
Here is her story…
08:30
Need to drive to the office to get my schedule for today!
“Stop interrupting me – I’m only in to check
my diary!”
08:45
09:15
Set out to visit first client of the day
“I thought you’d be here earlier!”
09:30
10:00
“It would have been nice if you had told me
in advance when you were coming!”
Write up notes of client visit in car while I remember!
“I can’t believe I’ll need to do this again…
later!”
12:00
Go back to office and type up morning client notes
“But when am I going to
get all these paper notes
filed?”
“Will need to do my
travel expenses”
“All this to and fro – I
can’t get to see all my
clients!”
“Aaaaaaah!!!!!”
Group Exercise
What is the project opportunity here?
1. What’s wrong in this
situation?
2. What would you
change?
Session 3: Outcome 1- Produce the Rationale for a Project
Rationale:
When you provide the rationale for a project,
you must explain the compelling case for change in
terms of the existing and future operational needs of
the organisation.
Project context:
Background information about the project and why
the project needs to happen.
Session 3: Outcome 1- Produce the Rationale for a Project
Vision:
Define the one major high level outcome of the
project.
Project objectives:
Objectives are more detailed statements and set out
specific, tangible deliverables that the project should
achieve as it progresses.
Scope:
Boundaries should be set for what is included and
not included in a project.
The Council has 5 depts including Social Work Dept.
Social Work Dept has 1,000 employees.
Majority of service users live in Surbiton Council area.
60% of service users are ‘vulnerable’
- i.e. would benefit from case notes being updated real time, as conditions can
change quickly & full information on status is important.
The Council has no procedures in place for Agile Working.
75% of Social Work employees are FRONTLINE WORKERS:
•
Out of the office more than 50% of the working week
•
Time split between fixed desk, travel and clients
•
Core role should include maximum ‘client facing time’
25% of Social Work employees are DESK BASED WORKERS:
•
Work constantly in same office
•
Sit at desk 100% of time - PC workstation & phone extension allocated
specifically to them
•
Require access to corporate systems to perform their role
•
Employees include management & business support staff
The dept uses 10 building across the authority:
•
Red building is shared with Environment Dept – Social Work use 10% of the
building’s capacity.
•
Yellow and Red buildings are in a state of disrepair & are used only by Social
Work staff.
•
7 remaining buildings in decent state and occupied only by Social Work staff.
•
When Frontline Workers are out in field, there is free desk space in all 10
buildings for at least 50% of each day.
Group Exercise
Project Vision, Objectives, Scope
1. Write down what the vision
of this project might be?
2. Write down what the
objectives of this project
might be?
3. Write down what might be
in-scope
&
out of scope
for the project
WHY?
Session 3: Outcome 1- Produce the Rationale for a
Project
Lessons Learned:
Do not repeat the same mistakes!
“ Because part of my project required
significant investment, I should have
submitted a Capital Bid to secure the
funds but I didn’t know this and I
missed the deadline.
I had to wait another year to get my
request looked at”.
“ When I wanted to commission a
service as part of my project, I didn’t
know that the value of the contract was
so high that I needed to do a European
tender!
This caused major slippage in my
project plan as I hadn’t prepared for this
level of Procurement engagement”.
“The devices have some benefits I suppose
but the main thing I needed from using a
device on the beat was to fingerprint
suspects at the scene of a crime to speed
up identification and get to see record
information more quickly”.
Group Exercise
Lessons Learned
Complete the Lessons Learned Log based on the 3 sets of
feedback.
-
Describe the lesson to be learned
-
Detail the action that needs to be taken to mitigate the lesson
learned
-
-
Who owns the action
When will the actions be complete
Lessons Learned
Do not repeat the same mistakes!
•
Be clear on the scope of the project- remind people of this throughout
•
Clearly define success criteria
•
Ensure budget planning and monitoring
•
Ensure management are committed
•
-
Provide sufficient training and testing
Link to processes
•
Ensure support post implementation
•
Good team working is key
Cross council teams
Communication
•
Ownership
•
Not enough attention to detail
Session 3: Outcome 1- Produce the Rationale for a Project
Measures of success:
The criteria that will be used to determine the
success of the project upon completion, for example
time, budget, or quality.
Measures of Success
Project Deliverable
End to end times
Customer satisfaction
Employee attrition rate
As Is Measure
To Be Measure
What have you achieved?
September 2013:
Resulted in creating 0.2 capacity
January 2013:
Have reduced end to end time by within team. Resource will be
Take 40 days from a customer
25 days – now takes 15 days
used to cover staff absences in
requesting service to the service from a customer requesting team and reduce amount of TOIL
actually being delivered.
service to the service actually
being accrued.
being delivered.
Reduction of 9 complaints
Number of customer complaints
between
2012 – 13. Need to
December 2013:
for past 4 years sitting at:
monitor over subsequent years.
Customer complaints for year 59.
May be able to track cost
2009 = 50, 2010=65, 2011=72,
Continue to track
reduction as a result of
2012=68
eliminating ‘failure’ activities.
Positive reputational impact –
become Employer of Choice for
this service.
September 2013:
January 2013:
Staff turnover on track to be
Improved motivation levels of
Current staff turnover rate is
reduced to 8% for this.
staff.
10% of FTE Headcount per year
Need to re-measure 2014.
Cost reduction of £xx as a result
of reduced overtime.
DV5H 35 Unit 1 Outcome 1 Assessment Task 6a
Cross Reference Outcome 3 Assessment Task 14f
Lunch
Welcome Back!
Say what you see!
Session Four
Assess the viability of a project proposal
Session 4: Outcome 2- Assess the viability of a project proposal
Preparing a Business case
“A business case captures the reasoning for initiating a project. It often takes
the form of a well presented written document or presentation.”
What needs to be considered for a business case?
• What are the costs?
• What are the savings?
• Length of the payback period
• Sources of funding
• Options appraisal
• What are the non-financial benefits/ potential impacts?
“Do the benefits outweigh the costs? Is it the right thing for the business to
do?”
Costs
• Capital / one-off Costs
- usually associated with spending on assets
- examples include purchase of land & IT systems
• Revenue / operational recurring costs
- running costs to keep the project going
- examples include staff costs & licences
Savings
Savings
• Revenue savings
- saving money through productivity, overtime reduction, mileage reduction etc
• One off capital receipt
- this could be the sale of property or land
• Income generation
- bringing more money into the Council via a new service or developing an
existing service
Payback
Savings
• The payback period is the time it takes to recover the initial cost of the project
• The usual acceptable period for payback is between 1-3 years
• Depending on the size and nature of the project this period may be extended
to 5 years
• Not all methods of funding require to be paid back
Funding sources
• Department budget:
Funded and approved within the current department funds by the departmental
Director.
• Spend to save:
Funded and approved within annually agreed ERC funds by the Director of Finance
or equivalent (requires payback).
• Modernisation fund:
Funded within annually agreed ERC funds by the Director of Finance or equivalent
and approved by CMT. Funding is a one-off resource & bids have to link closely to
the PSE principles (doesn’t require payback, but where savings can be
demonstrated they must be given up in the budget process).
• Capital programme:
Reviewed by the corporate asset management group and approved by the ERC
cabinet. This aligns to the yearly budget setting process.
• Grants:
External funding may be available through external sources, for example grants can
be Government funded.
Options Appraisal
• Required to assess the best option
• You need to prepare a business case for each option
• Options will vary depending on the project however most will fall into the
following pattern :
1. Do nothing
2. Partly implement a change
3. Fully implement a change
• A recommended option is then presented to the sponsor having considered
both financial and non-financial factors
Business case process
Sponsor requests project
and appoints PM
PM
Monitor
Costs
Savings
Payback
Consider sources
of funding
Project started
Share information of approval with relevant staff/ stakeholders
Department
Budget
(Sponsor
approves)
Spend to save
(Finance
Director
Approves)
Capital
Request
(CAMG
approves)
Option Appraisal
Approved
Consult with finance BP
Project
stopped
Present to
sponsor
Agree
source of
funding
Rejected
Project Initiation Document
Modernisation
Fund
(CMT
approves)
Grants
(External)
Glossary of Terms
•
Investment - initial funding required to get a project up and running
•
Recurring costs - costs that will continue on a recurring basis once the
project is up and running
•
Savings - arise as a result of costs decreasing or no longer being
required due to the project being implemented
•
Income - where income is generated as a result of the project. E.g. a
new charge is levied for a service
•
Payback period - the length of time it takes to recover the initial cost of
the project
•
Option appraisal - from a financial perspective comparing possible
outcomes looking at the costs and the payback period
Other Impact Factors for Business Case
PSE Principles
•
Better customer experience
•
Delivering through digital services
•
Improving assets and agile working
•
Processes simplified and standardised
Outcomes
Efficiencies
Customers
People
Session 5: Outcome 3: Prepare for project implementation
•
Project management processes and roles
•
Project organisation structures
•
Project reporting arrangements
•
Record keeping and audit requirements
•
Project planning techniques
Project Management
Processes
Evaluation
Project
Prep
Redesign
Final
Prep
Go Live
&
Support
East Renfrewshire Methodology
The East Renfrewshire 5 Stage Programme / Project Delivery System with Change Management
Evaluation
Project
Prep
Final
Prep
Redesign
Go Live
&
Support
Start PID –
Project Rationale,
Context
Project start up
‘to be ‘ mapping
Testing
Implement
Scope
Org Change
Training
Lessons learned
Initial Business
Case
Benefits
Process change
Readiness
reviews
Post go live
support
Approval
Approval
‘as is’ baseline
‘as’ is process
mapping
Planning
Controlling
Planning
Tracking
Reviewing
Reporting Communication
Change Management
Project Initiation Document
Project Roles
Project Sponsor
The Chief Executive, Deputy Chief Executive, Director
or Head of Service proposing and driving the project.
This role is generally accountable for the achievement
of the desired business benefit. Role may be
delegated.
Council Stakeholders
The council services and activities impacted by project
execution.
This role is generally responsible for implementing any
required business process change as well as
mitigating risks to their respective business area and
conducting testing prior to deployment.
PSE Board
A cross-service team including Chief Executive, Deputy Chief
Executive, Directors and Heads of Service from within the Council.
This team is primarily responsible for assessing, recommending and
approving the addition of projects or programmes to the East
Renfrewshire portfolio.
Steering Group
A cross-service team including appointed by Chief Executive, Deputy
Directors and Heads of service from within the Council to shape the
change programme, drive projects, manage dependencies and
delivery, problem solve, escalate issues to the CMT and recommend
support/resources as required. They will also be expected to
communicate within their respective services/departments.
Is now DMT
Programme Manager
This role is accountable for successful delivery of the overall
programme including the management of multiple projects , the
involvement of extended council stakeholders, and the integration of
IT and business process.
Project Manager
This role is accountable for successful delivery of a
specific project which may be a part of a larger
programme.
This role drives the project manages the plan and
ensures timely completion of project activities.
Project Assistant
This person is responsible for the maintenance of the project
plan, and maintenance and updating of the project
documentation and website (if appropriate). They provide
administrative support to the project manager.
Project Team Members
(Subject Matter Experts)
This team is specifically responsible for gathering and
confirming requirements from the various services and
defining the resulting process. They also work on the project.
This team also drives the process change within the business
area during implementation of the solution and conducts
testing
Programme Management Office (PMO)
The PMO is primarily responsible for controlling the
Programme / Project Delivery System and supporting the
programs or projects in the successful delivery of the solution.
The PMO is responsible for ensuring budget discipline, timely
execution, consistency of tools and approach plus overall
quality.
The PMO is also accountable for successful delivery of
multiple projects group within a Release, and responsible for
Release risk management and change management across
the multiple projects.
Project Team
This is a cross-service team dedicated to the delivery of a
specific project or programme.
This team will include dedicated IT resources if IT involved.
Application Support Team
This team is the Council IT organisation primarily responsible
supporting the applications after successful deployment.
IT Infrastructure Team
This team is the internal Council IT organisation primarily
responsible for the design, deployment, testing, and on-going
management of infrastructure elements such as servers,
security, data mgmt, network, team rooms to support filing
project and documentation storage etc.
Council Business Application Team
This team is the internal Council IT organisation who is
primarily responsible for the solution design, configuration,
development, function / unit testing and IT Interface testing,
and interlock with any Third party IT Providers /Vendor Mgmt.
They are also responsible for the solution design,
configuration, development, and testing of data solutions.
They would also provide capability to create project rooms to
manage the project information and documentation.
This team is also accountable for integration across the ICT
roles.
Particularly key if IT involved with the need to involve
application teams, test, infrastructure, authorisation, change
management, move to production, and post production
support for a project Release.
Customer First Lagan Development Team
This team is responsible for all business configuration,
system build and testing of Lagan CRM.
Third-Party Provider
External providers of software, consulting, and/or
implementation services.
These providers must interlock with PMO. Also manages
supplier requests
HR Business Partner
This team is responsible for assisting in matters such as job
evaluation, trade union consultation, organisational
restructures etc.
Procurement Partner
Responsible for contracts, assisting development of tenders
etc.
Finance Business Partner
Responsible for assisting in providing baseline and financial
budget information to departments.
Programme Management Office (PMO)
Responsible for the pulling together of finance business
partners and providing financial knowledge to the project. Also
responsible for business case development.
Project Team - Resources & Skills
Project Role
Name
Support
Responsibilities
Support
Period
Comments
DV5H 35 Unit 1 Outcome 3 Assessment Task 10a
Cross Reference Outcome 3 Assessment Task 12b
Project Organisation Structures
Project Governance (Structure / Reporting / Roles / Responsibilities etc)
RESPONSIBILITIES
PSE Board / CMT
REPORTING
ARRANGEMENTS
FREQUENCY OF
REPORTING
DMT
Director, Heads of Service,
Committee
Senior Mgrs, PMO
- Seminar
Project Board
Head of Service
Programme Mgr
Service Mgrs
Project Mgrs
PMO
Corporate Core
Managers as reqd
PMO
HR /
Trade
Unions
Project
Team
Meeting
DV5H 35 Unit 1 Outcome 3 Assessment Task 12a
Cross Reference Outcome 3 Assessment Task 13
Project Reporting Arrangements
Flash Report xx
Project Title:
Project Mgr:
Reporting Period:
What have we achieved this month?
RAG Status
Y/N
Are you on track
To achieve timelines
TBC
Have you planned
Benefits
TBC
Are you on track to
achieve benefits
TBC
£ Tgts
One off
Act
Status
Ongoing
Act
What will done by next monthly flash report? (By whom?)
What Help do you need /Communication
Planned
Top 2 Issues / Risks / Dependencies
Actions / Resp/ Date
Top 3 Milestones:
Milestone
1. CM:
2. NM:
3. FM:
Orig
Date
Plan
Date
Actual
Date
RAG
Comment
Dependency Log
Dependency
- Why?
Owner
Date
Status
DV5H 35 Unit 1 Outcome 1 Assessment Task 4
Project Planning Techniques
High Level Project Plan Milestones – Roadmap
Q1 2014
Q2 2014
Q3 2013
Q1 2015
Q4 2014
Calendar
Jan
Projects
Feb
Mar
Apr
May
Jun
Jul
Aug Sept
Oct
Nov
Dec
Jan
Feb
Mar
Legend =
Time Line
Next Milestone
Reforecast Milestone
Completed Milestone
Implementation dates have yet to be agreed
DV5H 35 Unit 1 Outcome 3 Assessment Task 10b
Key Tasks Plan
Calendar
ID
Key Tasks
Jan / Feb
/ Mar 14
Apr / May
/ Jun 14
Jul / Aug /
Sep 14
Oct / Nov /
Dec 14
Jan / Feb
/ Mar 15
Apr / May
/ Jun 15
Jul / Aug /
Sep 15
Oct / Nov /
Dec 15
Jan / Feb /
Mar 13
1
2
3
4
5
6
7
Evaluation
Prep
Redesign
Final Prep
Go Live & Post Support
DV5H 35 Unit 1 Outcome 3 Assessment Task 11a
Action List
Project Stage: Evaluation
No.
A
Description
Who
Date
Comments
Status
Base Actions
1.1
1.2
1.3
4
5
6
7
8
9
10
11
12
DV5H 35 Unit 1 Outcome 3 Assessment Task 11b
Project Planning- other things to consider...
Corporate core departments
Why to consider
Legal
Fiscal i.e. Employment law
ICT
IT infrastructure/ software/ network/hardware/ IT
support implications e.g. staff
Procurement
Contracts/ tendering
HR
Organisation/ establishment redesign/ grades/
working patterns/ job evaluations/ trade unions
Finance
Benefits/ funding/ business cases/ budget
baseline information
Audit
Implications/ communication/ wet signatures/
awareness of new process or system
Information security
Personal data/ mobiles/ information sharing
In all areas there should be communication, direction, advice and guidance.
Comfort Break
Internal Communication Plan
What
To Whom
How
When
External Communication Plan
What
To Whom
How
When
Project Partnerships
What
E.g. Memorandum of Understanding
E.g. Partnership Agreement / formal
project documentation
With Whom
How
When
Project Change Request Log
Change
Description
CR Ref. No.
CR Requestor
Request Date
Decision
Accept / Reject
Comments
DV5H 35 Unit 1 Outcome 3 Assessment Task 14d
Record Keeping and Audit Requirements
Shared Drive
‘\\bhqfs02\SQA PM PDA’ on shared drive P
Next Stages
•
Complete learning e-course on project management and associated
test
•
Add our shared drive:
Start
Right click on ‘My Network Places’
Click ‘Map a network drive’
Select P Drive
Name the drive ‘\\bhqfs02\SQA PM PDA’
Contact PMO if you have any problems with this.
•
1st coaching session- Arrange with your personal tutor after this
session
•
Next training session
Any Questions?
PMO Contacts
Richard Morrison
Ext
8019
Laura Glassford
Ext
3074
Joanna Heaney
Ext
8424
Mairi-Clare Armstrong
Ext
3833
Fraser Currie
Ext
8653
Rebecca McDonald
Ext
3173