EPMO Operating Model. City of Port Phillip. LGPro PM SIG August 2015

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Augustus Greer
6 years ago
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1 Operating Model City of Port Phillip LGPro PM SIG August 2015

2 Role The primary role of the is to optimise community outcomes by driving cultural change through implementation of strategically aligned governance and enterprise wide behaviours supported by refreshing processes and project management methods. Page 2

3 Operating Model High Level An integrated set of functions that ensures appropriate Governance over what projects are selected for delivery and how they are managed. Tracking and Reporting Admin and Document Control

4 Key Functions Keeping the methodology fresh and relevant and ensuring a broad ownership of how we manage the s/program/ Review Briefs, Business Cases and Plans and assure quality and alignment to Council priorities Tracking and Reporting Admin and Document Control Support regular activities like Status Reporting, EGG/PPG forum, mtgs. of the schedule, A group of PMs that deliver Complex projects and programs Ensuring regular effective project status tracking and reporting at, Program and level Integrating with Business, Service and Asset to ensure the optimum is implemented Someone who knows how the system is used and drives improvements and innovative use of the System to improve productivity

5 CoPP Department Operating Model To ensure that the Practise of, Program and (P3) remains current and relevant. Accountabilities: Develop and Maintain appropriate, program and Methodologies Implementation of Continuous Improvement program for PPM methodology Version Control and Access to templates, Tools and Framework documents Deliver Training in the PPM framework for Sponsors, PMs and Members Assist Managers of project delivery functions to Identify Capability Gaps and implement remediation plans. Tracking Establish and Maintain a PM capability equal to or above P3M3 level 3 Continuous Improvement and Maintenance of PPM Methodologies Ensure PPM Induction and Training Material is fit for purpose Ensure knowledge of PPM is current for all staff involved in projects Be the Primary Subject Mater Expert for the PPM framework Provider advice and support in the use of the PPM framework for users A structured and measurable approach to continuous improvement is required (P3M3) Expectation that Professionals (PMs, BAs, etc.) will take ownership of improvements ie. Practise Model Feedback from project staff and the outcomes of Post Implementation reviews will be actively incorporated into the PPM Methodology Ensures that the base capability of is sufficient to deliver a significant portfolio of projects for the long term. Ensures the PM capability will continue to evolve and stay relevant to changing needs.

6 CoPP Department Operating Model Tracking To ensure that the status of the CoPP is understood and accessible to all at all times. Tracking Accountabilities: Ensuring that systems and processes are in place to track all project approvals and commitments Regularly (Monthly) capture detailed Status Capture, tracking and reporting on project Benefit commitments and performance over time Provide, Program and Reports as scheduled Provide analysis of performance on major s and Programs and for the periodically Ensure an effective process of escalation exists for RISK and Issues from project to program and from program to portfolio Ensure the recording of all project approvals and baseline project data ; including scope, benefits, cost and schedule Provide reporting that satisfies all key project reporting needs including Councillors, ELT, CLT, Sponsors and managers of projects Maintain an efficient accurate and inclusive project tracking and reporting service Official project status reporting mandatory for all projects A centralised approach to project tracking and reporting Sponsors, managers and team members will have access to project reporting they require Tracking Resource commitments, capacity and capability is the responsibility of teams involved in planning and delivery. Ensures that decisions on project approvals can be made with an accurate knowledge of the state of the project portfolio

7 CoPP Department Operating Model To ensure that only projects with measurable benefits and high probability of delivering as planned are approved. Tracking Accountabilities: Undertake compliance checks for project Idea definitions, Initiation Briefs, Business Case and Change Requests against the PMM Undertake Delivery and Benefits Assurance review for key Business Cases Maintain an effective Assurance process Capture Quality and delivery performance metrics Maintain a Quality Improvement program for projects Provide Assurance Review information to approval bodies (EGG and PPG) To ensure that key project Governance documents are compliant with PG requirements To ensure that business Cases are of appropriate content quality to ensure a high probability of delivery of outputs and benefits as stated Track project Quality performance and drive continuous improvement s will be subject to Compliance to Methodology reviews but a flexible pragmatic approach will be taken Minimum standards will be defined and approved Importance will be given to reviewing the Deliverability of both Outputs and Benefits Minimal significant variation to plan for project outputs and outcomes. Greater certainty of delivery and ability to scale up the project work program.

8 CoPP Department Operating Model & Governance To ensure strict adherence to Council project Governance processes and ensure that the council portfolio maximises the delivery of Council priorities. Tracking Accountabilities: Manage the Approval process throughout the project lifecycle including significant Change Requests, Deferrals and Bring Forwards Publish all /Program/ approvals and decisions for access to all appropriate staff Manage the Yearly planning process Develop and maintain Selection Criteria Allocate the Profile Ensure Forecast is accurate Manage the project selection process to maximise value against Council Priorities Maintained documented processes, policies and methods for and Governance Ensure that is optimised for alignment and benefit delivery against the priorities of Council. Ensure a 3 year view of the is available at all times. Ensure integration between the Business process and Manage the PG governance process including scheduling EGG approvals Significant project approval decisions are made in the context of the portfolio status ELT are involved in making all significant portfolio decisions Long term impacts of decisions are understood and tracked Resources needs and do-ability are factors taken into consideration. Confidence that the portfolio will deliver the council plan. The portfolio will be dynamically adjusted throughout the year to maximise the delivery of the council priorities. There will be a more Enterprise wide approach to initiative planning given the access to accurate portfolio approvals and decisions. Councils ability to plan ahead will be enhanced with the more detailed view of the future portfolio.

9 CoPP Department Operating Model and Document Control To ensure that the process of Governing the CoPP and the management of the is efficient and timely. Accountabilities: Provide secretarial services to the approval bodies EGG and PPG. Provide project group coordination support to the organisation performance PCG Manage the project approval documents through the processes and into Council document management system Tracking Maintain an effective Document management and Control Process Support the smooth operation of the key Governance processes and forums including EGG. Provide support to the other functions. Provide support to the OP PCG Utilise TRIM to maintain all key documents All assurance and approval body notes will be maintained Ensure availability to all templates, tools and guidelines. The mechanics of the Governance processes is working effectively and all decisions are auditable Reduces overhead to projects

10 CoPP Department Operating Model To maximise and maintain the effectiveness of the EPMS to support the PPM and project delivery functions across the organisation Tracking Accountabilities: Manage any and all EPMS updates and upgrades Ensure the EPMS remain secure and up to date wrt security Provide advice and guidance on how to use the EPMS on projects and programs Expand knowledge of the use of the EPMS within the CoPP Seek out feedback on issues and ensure timely remediation Seek out opportunities for continuous improvement of the use of the EPMS Facilitate regular user forums on usage experience and improvements Develop and maintain the EPMS to integrate with the PMF Provide SME on use of the system to project team members Facilitate a collective ownership and of the system and promote innovation and new uses of the EPMS Develop the EPMS to provide program and reporting Continue to expand the use of the EPMS and innovate where possible The EPMS system owner will facilitate a collaborative approach to the improving the system The system is there to provide value to both users the system and users of the information (management) Ensures that project information and status data is tracked and maintained efficiently and available when where it is required Enable all projects to be managed effectively and allows Enteprise portfolio decisions to be made

11 CoPP Department Operating Model To provide a and service that ensures complex and significant projects are delivered with minimum risk. Tracking Accountabilities and Responsibilities: Provide advise to the project Sponsor on the use of Guidance to ensure effective project governance and controls are in place Maintain a capability that can deliver the Complex and significant projects ( breath out and in ) Establish a strong working relationship with the project sponsor. Responsible for utilising effective planning methods Responsible for planning and conducting RaP (Rapid ) sessions Lead the project process for complex and important projects and programs Ensure the high priority projects get access to the best project planning and delivery skills in the organisation. Assist Sponsors to develop Measureable Benefits with links to the priorities of council. Ensure project planning is of the highest quality and that projects are generally delivered as planned. Ensure that priority projects are approved first time and rework. Create a reputation for remarkable project planning. Assist Technical Delivery Teams to working with Guidance to provide quality delivery plans for their areas of responsibility. for Complex projects requires significant PM resources that are experienced and familiar with the CoPP PG. A collaborative planning approach will be utilised. Additional resources to be planned for and funded from budgets and capitalised where required The PM will work closely with key project service providers and the Sponsor to ensure a quality Business Case will be produced. Avoid failure of important and complex council projects. Reduce the time taken to develop a project to delivery/construction stage.

12 Organisation Structure Organisation structure generic view (note not all roles currently filled Aug 2015) Executive Manager BSO and Document Controller Operations Co-Ordinator PM Co-ordinator BT & Systems s Co-ordinator PM Assurance and Practise Development Senior/PM #1 Senior PM PM Assurance and #1 Senior/PM #2 PM Tracking and Reporting & PGS Owner PM #3 and Governance PM #4 PMO Officer (FT) Major PMO Officer (FT) Major = Contract Resources Funded by projects

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