Our journey to Commercialization; making BEST PRACTICE work for us

Transcription

1 PMSA CONFERENCE September 30, 2014, Johannesburg, RSA Our journey to Commercialization; making BEST PRACTICE work for us Presentation by: Ms. C. Phirinyane, NDB Head of Strategy Presented by: Omphile Sehurutshe, NDB Prog. Coordinator

2 PMSA PRESENTATION ABOUT THE SPEAKERS Ms. Cookie Phirinyane, NDB Head of Strategy MBA, Extensive knowledge on Strategy and Project Management Mr. Omphile Sehurutshe 9 years in Strategy 7 of which practicing PM Largely on Management of Programmes and Portfolios Prince2, MSP, P30 Practitioner and soon Change Management Practitioner Longest serving Current Affairs Television Presenter Botswana Television, THE EYE

3 PMSA PRESENTATION AGENDA INTRODUCTION THE BURNING PLATFORM WHY OUR PROJECTS WERE FAILING THE JOURNEY TO SETTING UP A PM STRUCTURE FOR THE BANK THE OUTPUT MAKING PMO OPERATIONAL CHALLENGES WAYFORWARD

4 PMSA PRESENTATION About us A Development Financial Institution established under an Act of Parliament in Owned by the Government of Botswana Operates under the control of a Board appointed by the Minister of Finance and Development Planning. Target Sectors: Commerce sector Retail Industrial /Manufacturing Property / Real Estate Agriculture Human Capital Development First Bank in Africa to be ISO 9001:2008 certified. Head Office in Gaborone and four branches in Maun, Francistown and Palapye. Leading manager of Govt. special funds on an Agency basis. NDB Transition Act enacted to facilitate privatization Commenced the journey towards becoming a Commercial Bank

5 PMSA PRESENTATION THE BURNING PLATRFORM.. 1. Pattern of failure to execute Projects 2. The eminent transition through Privatization & Commercialization The huge investments that were to be made on projects; 1. Conversion to a company limited by shares 2. Listing on the Stock Exchange 3. Re-branding 4. Infrastructure Development 1. Refurbishment 2. Installing the new SAP Banking System 5. New Product Development 6. Re-designing the Human Resource architecture 7. Enterprise Risk Management (BASEL II/III)

6 PMSA PRESENTATION THE BURNING PLATRFORM.. 3. The need to successfully drive and achieve the business changes we needed in order to grow business; while 4. Maintaining stability and minimal disruption in our daily operations (BAU)The Silo culture towards Strategy execution

7 PMSA PRESENTATION WHY OUR PROJECT WERE FAILING 1. No defined methodology Insufficient attention to a valid Business Case Insufficient attention to quality control, resulting in delivery of unacceptable or unusable products Confusion over what the projects were expected to achieve and deliver Lack of stakeholder involvement Poor management of Change Lack of role clarity on project management roles and responsibilities Poor estimation of duration and costs, so projects taking more time and cost more Lack of control over progress, which led to poor accountability and decision making

8 PMSA PRESENTATION THE JOURNEY Prepared motivation to Management Motivate Source Went on to invite tenders for partners/experts to assist Through the help of the experts, we created the PMO & trained PMO staff The Set-up of PMO itself was used to test the proposed methodology Create

9 PMSA PRESENTATION THE OUTPUT THE PORTFOLIO MANAGEMENT OFFICE BLUEPRINT Section PROCESSES (Including operational costs and performance levels) ORG STRUCTURE TECHNOLOGY (Including tools & techniques) INFORMATIONand data requirements Considerations What functions and services (manual or automated) Use of pictures, process model or swim lanes Success measures Governance P3O organization, roles and sizing Organization relationships and culture Types Organizational maturity Information Assurance Reporting requirements

10 PMSA PRESENTATION THE OUTPUT Vision Statement A value driven PMO facilitating the successful execution of the NDB strategy by executing the right projects, in the right way and delivering the right benefits, every time.

11 PMSA PRESENTATION THE OUTPUT 2 Delivery support functions 1 Strategic Planning or Portfolio support functions 3 Centre of Excellence (COE) functions or services

12 PMSA PRESENTATION THE OUTPUT

13 PMSA PRESENTATION THE OUTPUT THE PROJECT MANAGEMENT HANDBOOK

14 PMSA PRESENTATION KEY PROJECT PERFORMANCE AREAS Costs The project has to be cost effective Timescales We need to know when the project will be finished Quality The project s products must be fit for purpose Scope Exactly what will the project deliver? There must be agreement and a detailed understanding of what is and what is not within the scope. Who signs of requirements? Risk How much risk is acceptable Benefits Is this worth the investment.

15 PMSA PRESENTATION OPERATIONALIZING THE OFFICE Implementation Challenges Leadership Support Them seeing the need and acceding to the request for set-up of this office Buy-in into the Vision process The acceptance of an additional cost centre Setting up a PMO in the middle of a transformation Slow uptake by Project Managers Knowledge of PM Turf issues Varying levels of enthusiasm

16 PMSA PRESENTATION OPERATIONALIZING THE OFFICE YEAR 1 Activity Output Period Comments STANDING MONTHLY TASK / CONTINUOUS PIC/PSC Minutes Continuous Updating of all Project Activity Output Month Comments 1. Weekly Project PIC & PSC Meetings & Plans Continuous STANDING Project QUARTELRY Visits TASKS Highlight / Checkpoint Reports Exception Reports where appropriate 1. Track portfolio metrics KPIs (Corporate) Updated Corporate Dashboard End of Every Quarter Project Support to PPM Community 1. Provide strategic oversight support Business Analysis End of Every Quarter 1. Define stakeholder engagement and Operations Review Report communications planning processes and Project Change Management Plans Continuous Management Review Dashboard 1. template Report portfolio status Activity to boards, committees and Output Target Date Comments Strategy Overview Report End of Every Quarter 1. JULY Maintain relevant 2014 partners a standardized using dashboards PM Methodology Health Check Reports submitted to Corporate/ Departmental (processes / templates) for planning, delivery, PSCs and Follow-on action Health Continuous 1. Set up PMO performance metrics value proposition Divisional Dashboards Dashboard Done monitoring, review and reporting Check Reports Coordinating Define, planning feedback advise and standards to the senior management provide Activity for programme the portfolio, programme team responsible for strategy so they can measure the Handbook Updated Performance OutputReview Target Date Comments project and projects assurance to enable services ease to of project roll-up and of milestone data End PMO Blueprint Dashboard Done of Every Quarter AUGUST success of strategic initiatives Project and Stage Plan Templates Continuous programme and dependencies committees either directly or Handbook 1. through Review Providing plans decision the engagement against support business-as-usual to enable the identification, 1. Develop a standardized PM of third Methodology parties plans (processes to / Dashboard End of Every Quarter 1. Advise ensure selection on change and prioritization the management can be adopted of new of PPM effectively programmes and Handbook templates) for planning, delivery, monitoring, review and Project Identification & Prioritization Process Done Week 1 1. Contracts Continuous consultants Review projects post-programme including those that / project cannot benefits justified against while Health Checks reporting Benefits Analysis Report Quarter 4 strategic challenging investment divergence decisions from strategic intent 1. Establish Coordinating and feedback maintain the to the portfolio senior risk management and team Portfolio risk & issue approach 1. Maintaining issue responsible a registers for register including strategy for so current effectiveness they can and measure potential Development of Performance Review the PPsuccess Portfolio Register on SharePoint (aligned Dashboard to Enterprise risk approach) ContinuousDone Week 2 assessment, of strategic initiatives communication and escalation Updated High Risk level and NDB Issue business Registers / strategic plan 1. Develop, track and maintain dependencies across Portfolio Risk and Issue Registers Week 3 & 4 1. Give programmes assistance within to change/ the portfolio transition and against the strategy Transition Portfolio Management Plan template Plans Continuous managers with transition management 1. SEPTEMBER Provide programme and project rescues Progress Reports (on rescue plan) Continuous 1. Provide planning answers assistance and briefings to to projects queries / information templates, requests through resources, live and planning on-going workshops, FAQ platform and Completed Project and Stage Plans Continuous FAQ Platform Week 1 & 2 estimations support through various modes of information sets 1. Support including closure intranet process through independent Continuous (as 1. workshops Ensure compliance on lesson with sharing standards including and good practice Lessons Health Reports Checks & Audit Reports and when Week 3 capturing examples of good-practice for Number of forums per annum project close) 1. inclusion Enable portfolio in repository / programme / project management / Attendance level Week 4 forums and sharing of good practice Happiness quotient

17 PMSA PRESENTATION GOING FORWARD Some of the services provided so far.. We ve used Health Checks to provide guidance on what needs to be done to bring existing projects into alignment with Methodology Identified PPM dependencies & Managing them Built a site for Projects Provide for Project Registration & central Document Repository Developed a Project Performance dashboard Built a Project Definition & Prioritization Model To be validated by Management at 2014 Ops Review Providing on-going Delivery Support & COE services

18 PMSA PRESENTATION THE END Re a leboga.. Thank you..