Delivering change, sustaining benefits

Transcription

1 wc.com.g wc.com.au Delivering change, sustaining benefits Projects Consulting Service Catalogue DRAFT Version

2 Project Consulting Caabilities. Portfolio Management Project Services PMO Management Project Assurance Training and Methodology We hel our clients structure their ortfolio to best meet their strategic needs and objectives and maximise the return on their investments We suort our clients in establishing and structuring new rograms and rojects, and imroving the erformance of existing initiatives We hel our clients to raidly mobilise PMO s that are fit for urose and add value through roviding control, rigour and challenge We hel our clients structure their initiatives with a clear focus on benefits and ensure that alignment to these is maintained throughout the delivery lifecycle We quickly and effectively identify weaknesses, risks and areas for imrovement in those initiatives that are either of concern to senior management or are critical to the organisation We hel our clients to develo their internal roject management caability through develoing and delivering training, roducing client tailored roject and rogram management methodologies. We work with our clients to manage the ongoing alignment and delivery of their ortfolio as needs change and cometing ressures on valuable resources occur We hel in stoing and/or closing rograms and rojects if they are reaching the end of their lifecycle or are no longer aligned with strategic needs Using our best ractice tools and temlates we can accelerate the establishment rocess and run these for or with our clients, as well as roviding initial set-u and coaching and then steing out We hel them ensure that benefits are realised when lanned and are ro-actively tracked and realised following rogram closure We do this at roject, rogram and ortfolio level We work with clients to understand their current caability level, their desired level and then hel them to get there Our Methodologies and Tools Our PNG roject consulting team have a wealth of exerience using best ractice methodologies and tools which we deloy to accelerate our work and bring the best of s global collateral to our clients The Projects cometency hels organisations drive and deliver change to achieve their strategic vision. We do this at Project, Program and Portfolio level.. This Service Catalogue sets out the range of services that Projects rovide and exlains how we use our eole, tools and methodologies to suort our engagements. 2. If you don t see what you need here, lease seak to a member of our team (.10)

3 Portfolio management Portfolio management is critical to an organisations ability to manage and allocate it s roject and rogram send in a way such as to maximise it s return on investment in line with strategic goals. It also lays a vital role in identifying roblem rojects and rograms and in ensuring that enterrise level issues, risks and deendencies are identified and managed aroriately. Purose Portfolio management has two key themes of balancing the ortfolio and managing the ortfolio. Balancing the ortfolio This focuses on: Identifying all rojects and rograms within the scoe of the ortfolio Gaining clarity on sonsorshi, budgets, benefits, schedule, scoe baselines and current osition Evaluating the alignment between business strategy and ortfolio rioritisation criteria Assessing the current ortfolio against constraints (eg resource/budget) and targets (eg Target Oerating Model) The outcome of this work is a ortfolio which is aligned to the business strategy. Tyical rocess Stage 1 Assess Stage 2 Design Understand from ortfolio sonsor, how the current construct aligns, or not, with strategic imeratives and how it is governed. Discuss the overall shae of the ortfolio in terms of key Target Oerating Model rograms (and releases), interim oerating models, ring-fenced ring send or definitions of mandatory send. Identify the unique features of the ortfolio and how the current control mechanisms enable/disable effective delivery and benefits realisation. Agree roles and resonsibilities and access to key client staff for initial engagement. Design the ortfolio rioritisation criteria, aligned to vision and strategy, and test with client leadershi. Detail roosals for the way the ortfolio should be organised to deliver the lan ie Design and Change Boards and the Portfolio Business Rhythm. Define ways of working and Resonsibility, Accountability, Consulted, Informed (RACI) matrix for rogram and subject matter resources. Design key controls (eg effective resource utilisation rocesses, robust benefits definition and management). Design an integrated ortfolio dashboard to rovide oversight and insight for the ortfolio. Stage 3 Embed Stage 4 Manage Managing the ortfolio Here we focus on utting in lace the rocesses and systems for the ongoing management and alignment of the ortfolio including: A balanced Run the Business vs. Change the Business governance model, Intelligent ortfolio dash boarding (reorting) and communications, Balanced ortfolio delivery controls to strategically align ortfolio rioritisation criteria, including benefits identification and realisation, and Portfolio management and resourcing structure with aroriate resource and financial control software. Change caability and transformation rograms are not effectively enabling the organisational strategy. Embedded ways of working and attitudes result in unwillingness to adot new ways of working Ineffective and slow decision-making due to imbalanced governance structures between Run the Business and Change the Business functions. Focus on financial rioritisation without assessing non-financial drivers (such as risk reduction, staff, and/or client satisfaction or environmental imact). Poor ortfolio Risk Management resulting in additional costs and reduced benefits. The ortfolio lead will embed the otimised organisational and structural changes whilst being cognisant of: Effective communications requirements. Political and/or cultural factors. Functional maturity of current ortfolio function Caacity and/or aetite for change. Execute ortfolio reorting from rograms including risk, issue, deendency, changes and benefit management. Consolidate erformance through benefits reorts. Comlete ortfolio and rogram reviews. Provide suort where requested or identified. Re-define ortfolio targets and KPIs to reflect internal and external changes and lessons learned. The financial and non-financial non value of the ortfolio is maximised against the organisation s strategic vision. A sustainable and dynamic reorting and control framework is created to ensure clients can resond quickly to changes in strategy and environmental conditions. The Portfolio is underinned by governance structures and ways of working that set it u for success. 3

4 Program and roject management Tyical rocess Effective rogram and roject management is key to the successful delivery of any significant roject or rogram. It is not necessarily comlicated, but to do it effectively requires deth of exerience, training and disciline which can only really be gained through doing. Often organisations do not have this caability and exerience in house, and if they do it is usually over subscribed. Stage 1 Project initiation Stage 2 Planning Purose Ensure that the business case is robust, comlete and aroved Mobilise the rogram team Be clear on the scoe of work to deliver the business case and that this and the aroach has been adequately documented and arove by all key stakeholders Ensure that key rogram rocesses and controls are in lace (eg; governance, stakeholder management, risks and issues management etc.) The scoe of the delivery has been broken down by workstreams and into stages as aroriate Levels of lanning are in lace for both strategic and detailed delivery use The lans have a critical ath of delivery and cature deendencies The lans are clearly aligned to the delivery of rogram benefits The lans are ractical and achievable given resource and environmental constraints They have been signed off Stage 3 Controlled delivery Stage 4 Closure Effective rogram and roject management has a number of key features: Ensuring there is clarity of scoe and effective lanning Co-ordinating and focusing effort on roject or rogram riorities Providing effective risk and issue management and minimise the chance of surrises Maintaining focus on the big icture of what the initiative is to deliver, by when and at what cost Driving and co-ordinating delivery including timely decision making based on adequate information Recent rograms have failed to deliver the exected outcomes and benefits and a review of the rogram management caability and maturity is required Change within the organisation such as a new management structure or IT system has affected existing rograms and rojects or the general PPM methodology, requiring a review of the rocesses to identify imrovement areas The scoe and objectives for the rogram are unclear or oorly communicated because of the comlex nature of the rogram Due to the intricate deendencies on workstreams and tasks, the high-level timescales are unclear and it is difficult to define the riorities Peole who have exerience of delivering initiatives of this tye and scale are either not resent in the organisation or do not have caacity A large dynamic rogram introduces difficulty in assigning roles and resonsibilities to key stakeholders There is a lack of understanding of how the rogram will be funded and of the funding requirements, both immediately and going forward Delivery is managed in line with lans and the twelve elements of rogram management excellence Risks and issues are identified and in a timely manner and mitigated effectively where ossible Deviations in delivery or scoe are carefully managed Stakeholders are ket informed and engaged as aroriate throughout 12 Elements of successful Program Management: Delivery enabling lans Clear scoe Poor communication is reducing efficiency, collaboration and visibility. There is no structure for effective communications Governance enabling decision making Focussed benefits management The benefit of effective roject and rogram management lies in maximising the likely success of an initiative in delivering the requisite benefits in time, on cost and of an agreed quality High erforming teams Through using exerienced roject and rogram management secialists you can be comfortable that the 12 elements of successful rogram management will be fully addressed (see oosite) The closure of the rogram is handled in a ro-active manner All deliverables are formally acceted by the business realisation lans are in lace and agreed with ownershi assigned and acceted The governance board has signed off that the agreed scoe and deliverables have been achieved to an agreed quality Engaged stakeholders For more on the 12 elements lease refer to our tools and methodologies. Managed risk and oortunities Smart financing Agile change control Active quality management Integrated suliers Embedded life-cycle life assurance and learning 4

5 Portfolio, rogram and roject management offices The PMO acts as the central oint of co-ordination for all ortfolio, rogram or roject activity to assist in achieving change. Tyical rocess Stage 1 Mobilise Stage 2 Establish governance Socialise, refine and agree the roosed rogram design with Program Sonsor and other key stakeholders. Form an initial core One-Team One drawn from client and key suliers. Build consistent understanding of key documents. Secure stakeholder buy-in to Program objectives. Establish Steering Committee with aroriate business, sulier and rogram reresentation. Build stakeholder ma and communications lan. Draft Quality management lan. Stage 3 Drive and facilitate lanning Stage 4 Manage and control delivery Purose Functions include: lanning and status reorting, risk, issue, assumtion and deendency management, business case develoment and benefits realisation, roject/rogram governance, document control and configuration management, change control, roject management suort. There are three main tyes of PMO: Enterrise PMO Designed to monitor, analyse and reort against an organisation s ortfolio of rojects and rograms Not focused on the actual delivery of rojects and rograms Sets minimal standards of PMO functionality and often acts as a centre of excellence Provides rigour and challenge to rojects and rograms and gives senior management strong and reliable MI to make decisions against Strategic PMO Designed to suort large scale transformation rograms. Targets investment in highest value activity, while recognising the mandatory workload associated with daily oerations. Removes organisational barriers to hel to imrove communication, identify synergies and manage risks, issues and interdeendencies. Functional PMO A PMO designed for secific functional areas such as HR, IT or Finance. Skilled PPM rofessional secialising in the functional area. Tools and methods secific to the functional area. Customised and besoke aroach for HR, IT and Finance in conjunction with other areas of the rogram There is no PMO in lace and therefore senior members of the organisation find it difficult to influence the delivery of the rogram. PMO rocesses are not functioning correctly, deendencies are not maed accurately, governance does not work effectively, costs are siralling out of control, or there is a lack of understanding of the risks that affect the rogram. Lack of standardisation across the rogram means that it is difficult to assess the true status of the rogram and the critical risks. Potential oortunities are being missed as the PMO cannot offer the correct level of strategic insight across the rogram. Develo high level aroach and structure to hase delivery of objectives. Establish risk rofile and mitigate to accetable level. Agree accountability for delivery of objectives. Produce workstream and rogram lans. Imlement Program structure. Leadershi of rogram delivery. Manage stakeholders and facilitate alignment of business and rogram objectives. Maintain aroriate risk rofile. Sustained focus on delivery of target outcomes. of an effective PMO include: Sustaining a balanced focus on outcomes and delivery targets, navigating uncertainty with aroriate consultation Integrated delivery across multile hases and sites making effective use of Program and Business assets and resources Accurate and timely management information that has been analysed and interrogated Efficient and effective rogram housekeeing to minimise the administrative rocess on delivery teams Organisations who establish enterrise standards for roject management, including a roject office with suitable governance, will exerience half as many major roject cost overruns, delays and cancellations as those that fail to do so (M. Light, T. Berg, The Project Office: Teams, Processes and Tools, Gartner Strategic Analysis Reort, 1 August

6 management Management ensures that benefits are clearly identified and lanned from the outset of a rogram. Tyical rocess Stage 1 Identify Stage 2 Execute Effective benefits management ensures that: Confirm investment objectives. The benefits of a roject or rogram are understood, articulated and shared Identify benefits that will result from objectives. Transfer the benefits to the benefits rofile temlates. Programs are structured adequately to deliver benefits, Draft required business and enabling changes. Putting benefits realisation at the centre of rogram delivery ensures that all rogram delivery asects are designed and delivered with benefits realisation in mind. Purose The initial lanning of deliverables are robust in terms of benefits identification, and Program delivery asects are arranged to ensure a continued focus on benefits realisation. The focus on, and realisation of benefits is not lost with transition to BaU The rogram is delivered on time and to budget but the benefits are not realised as exected. The business case is oorly constructed and fails to articulate what the real value or benefits are meant to be. Agree ownershi for benefits and changes. Agree how benefits can be measured. Build out changes into change rofiles. Review and agree resource and time required for changes. Undertaken baseline measurement/agree frequency for re-measurement. Agree achievement measures for the changes. Review and confirm benefits deendency ma. Identify any otential organisational or stakeholder issues that could imact the realisation of the benefits. Generate stakeholder action lan. Categorise benefits for business case uroses. Stage 3 Plan Stage 4 Track Build and finalise business case. The business case is well constructed but is not referred to during the remainder of the rogram. There is a strong delivery mindset but the deliverables are not tested during the roject to make sure they are fit for urose. There is no entity resonsible for owning the benefits management rocess. Confirm overall resonsibility for benefits management. KPI s are not in lace to measure whether the benefits are realised. manager to work with PMO to build and initiate the execution of benefits realisation lan. Initial focus through the design and construct to be on the changes. As the rogram moves to imlement, focus shifts to include the benefits rofiles. A clear understanding of what investment objectives exist for the rogram. Clear articulation of what business benefits will result from the achievement of these objectives. Firm understanding of how these benefits will be measured and who owns them. Strong, on-going linkage between benefits and what needs to change in the organisation to realise them. Change ownershi and measures of the achievement. manager works with benefit and change owners to evaluate rogress on benefits. Corrective action agreed between working team and submitted to roject board or business sonsor for aroval. Our benefits management aroach moves benefits realisation from the erihery to the heart of rogram delivery Ensures that the roject is delivered and that the benefits are sustained after imlementation. 6

7 Project assurance Those who sonsor, govern and manage a roject, rogram, or ortfolio need to understand the likelihood of success, have adequate information to make decisions about whether to continue with the investment and be able to identify and imlement necessary imrovements. Assurance and learning can be both formative (in that lessons learnt from assurance during the roject or rogram can be used to influence and imrove its ongoing develoment and delivery) and summative (in that it will summarise achievements to date, along with the resources associated with delivering these). Purose Embedded lifecycle assurance and learning rovides a clear view of the roject or rogram s status and the extent to which it: Remains viable and aligned to the business case; Is being managed aroriately and effectively, in line with agreed olicies and rocedures; Is under control and on target to achieved defined deliverables and benefits. Where issues and concerns are identified, it rooses imrovements to manage them and maximise the chances of success. Tyical rocess Stage 1 Identify assurance needs Stage 2 Agree the timing and scoe of assurance The roject or rogram s assurance needs are identified u front and a lan develoed and agreed As a minimum the lan will include reviews at critical stages in the lifecycle to ensure that the rogram does not continue to the next stage unless it meets certain criteria. It may also include focused reviews on articular asects of the rogram that are of concern/high risk The assurance lan will be reviewed and adjusted throughout delivery When develoing the assurance lan, the following factors are considered: Length, structure and nature of the rogram Areas of high risk Timing of reorting requirements Periods of high delivery ressure on rogram teams External factors affecting availability of information and staff Stage 3 Conduct reviews Stage 4 Reort findings Will the roject or rogram meet business needs? - Is it still valid? - Is the business or technology solution going to deliver what is required? Is the roject or rogram on track to deliver? - Are benefits achievable? - What has been achieved to date? - What are the key risks to success, and what should be done to mitigate them? Could the roject or rogram deliver more efficiently? Reviews will be carried out via: Deskto document review of key rogram information - Where can savings be made? - Are the PMO and delivery controls effective and roortionate? - Which areas of the roject or rogram are over or under resourced The reviews will reort key findings, riority areas for imrovement, good ractice recommendations and lessons Interviews with key learned, along with an action lan roject/rogram staff, either for imlementation which individually or in small grous identifies action owners and The reviews may be rovided by deadlines for comletion. a variety of sources such as It will make recommendations Internal Audit and external when undertaken at Stage ends as roviders to whether and how the rogram should rogress What can we learn from this roject or rogram? - What lessons and actions can be alied to further enhance the delivery of this and future initiatives? Clear line of sight over whether the elements fundamental to successful delivery are in lace and oerating effectively. Identification and mitigation of risks to successful delivery resent in a roject or rogram's sonsorshi, business case and an benefits lan, governance and reorting arrangements, contracting and suly chain strategies, commercial and delivery skills, skills funding and resourcing and overall management aroach Cature of learning that could be used in this or other similar initiatives in the future. 7

8 Caability imrovement Organisations are ever more reliant on their ability to select the right mix of rograms that will rovide them the maximum benefit and return on their investment, and on their ability to execute the rojects in these rograms within the time, cost and quality arameters. Tyical rocess Stage 1 Assess maturity Stage 2 Identify key gas Maturity models have become an essential tool in assessing organisational caability, and heling to imlement change and imrovements in a structured way The team is conversant with a number of industry standard maturity models (including P3M3, OPM3, CMMI), all of which rovide a framework with which organisations can assess their current erformance, and ut in lace imrovement lans with measurable outcomes. Identify areas of targeted caability imrovement maintaining a strong focus around overall governance and structure, methodologies and rocesses and systems and tools Understand skill exectations of grous and individuals, and undertake detailed skills assessments Develo any necessary training materials and associated develoment lans for individuals Establish caability tracking and measurement mechanisms. Stage 3 Imrove caability Stage 4 Embed changes Purose U-skilling teams with roject management caability and emowering an organisation to effectively and efficiently select and deliver rojects successfully is fundamental to achieving strategic outcomes. The Project Consulting team have develoed and successfully imlemented a robust and structured aroach to how we do this, with a caability imrovement service tailored to an organisation s desired outcome, revailing culture, existing governance structures, the nature of rojects and the current level of execution caability maturity. This allows us: To rovide a structured mechanism to assesses roject management caability and identify targeted areas for imrovement To rovide lasting confidence around internal investment decisions and delivery decisions To ensure that roject activity is driven towards meeting the strategic outcomes that an organisation desires and imrove the likelihood that roject benefits are realised 4. Heavy reliance on external entities to suort roject delivery Initiatives often don t have aroriate ownershi within an organisation There is limited guidance around how to run a roject and a clear absence of tools, techniques and temlates to suort delivery. The benefit of roject caability imrovement lies in building the confidence of teams and the organisation as a whole to successfully deliver rojects, and aroriately manage a roject ortfolio. Secific benefits to arise from caability imrovement include: Cometence and confidence of senior leaders to direct rojects is increased 2. Skill assessment 3. Training Curriculum and Develoment Plan Poor history around roject delivery rojects often running over budget and not to schedule Individuals don t know where to start when needing to scoe out and deliver a new roject 1. Understanding your skill exectations Imlementation skills transfer To imrove consistency in roject delivery, and ensure that it is sustainable. 5. Measure skills transfer Plan and imlement imrovements through a series of caability imrovement methods including: Methodology Develoment Relating to roject selection and or delivery Mentoring Suorting and coach team members to fulfil their roject resonsibilities and obligations Training Develoment and delivery of customised training sessions to u-skill u roject teams. Focus on truly changing behaviour Caability imrovement is focused on embedding cultural change within organisations & uskilling individuals and teams in a manner that makes sure changes stick Establishing Continuous imrovement Establishing annual maturity review rocesses to ensure organisations are measuring and enhancing their level of caability on an ongoing basis. Organisational risks are mitigated or reduced There is a cultural shift towards staff valuing roject management discilines, having observed the benefits of better ractice A common language around roject management, and a common definition of what a roject is emerges Projects consistently realise benefits Project teams are high erforming and are actively embracing new rocesses and tools Project management is more efficient, better resourced, and alied to key rojects Staff feel engaged, well trained and suorted in the alication of new rocesses. 8

9 Our methodologies and tools Projects has a range of tools and methodologies that we use to suort our work and ensure our teams can mobilise quickly and efficiently. All our temlates and tools are underinned by our overarching Transform roject management methodology. The cometency also has secialists in wider roject management tool use who can suort clients in undertaking an assessment of their as is ractises, agreeing the most aroriate tools to address a client issue and then managing imlementation. These Thes may include Shareoint and more comlex roject management and reorting tools such as CA Clarity, HP PPM, Microsoft Project Server, Plan view, Primavera etc. Our core methodologies Transform Transform rovides a series of tools that have been develoed, tested and refined by PPM Secialists. These range from temlates for Risk and Issue Management, lanning, change management etc to automated tools such as a Program scorecard Our teams use these tools and temlates to mobilise efficiently at client site, adjusting them as aroriate to ensure they are most effective for each client and situation. 12 Elements of rogram management excellence Project assurance framework s 12 elements rovides a ractical framework for successful delivery. Based on our global exerience we have identified each of these areas as being critical to effective rogram delivery, regardless of industry and solution. The rogram assurance framework is aligned to our Transform delivery framework. It rovides a holistic view of the assurance reviews that we ideally undertake across the lifecycle of a tyical rogram. Our consultants are able to take each of these areas and ut an aroriate degree of control and rigour in lace in line with a clients needs. The framework allows clients to work with us to identify secific areas of concern or high risk and to ut in lace a review lan to ensure timely and detailed scrutiny of these. Our assessment tools Project assurance diagnostic and benchmarking PMO maturity assessment The roject management diagnostic and benchmarking tool is an online assessment model designed to quickly and costeffectively identify weaknesses in the roject delivery environment. It is hosted on s Saratoga benchmarking site. As such all the data entered is used for driving benchmarks. These can be within an organisation s ortfolio, across the lifecycle of a single roject or against eers, other sectors or geograhically. The PMO maturity assessment is an excel based tool used to evaluate the current state of a client s PMO, giving it a maturity score of 1-5. We work with clients to understand the desired maturity level in line with their needs and then make ractical recommendations to work toward raising the current level where necessary. The tool automatically generates a oweroint resentation which RAG rates roject controls in line with s 12 elements of roject and rogram management excellence. As art of the reort it also generates otential risks and mitigations associated with any identified weaknesses. 9

10 About us PricewaterhouseCooers rovides industry-focused industry advisory, assurance and tax service for ublic and rivate clients. More than 169,000 eole in 150 countries connect their thinking, exerience and solution to build ublic trust and enhance value for clients and their stakeholders. We are the largest rofessional services firm. Whilst size for the sake of size is not imortant to us, what is imortant is the leverage it gives us for the benefit of our clients. This means that we have a greater range of rofessionals to call uon to challenge, advise and suort you. We see our global reach as an enabler to suort the develoment of your international oerations and to build trust and create value for you. In Paua New Guinea (PNG), we have eight artners and over 170 staff working from offices in Port Moresby and Lae. Our team comrises a mixture of talent from PNG and around the world, with over a quarter of our eole in PNG hailing from territories around the world or having worked in other territories as art of their develoment. We have been in PNG for over 50 years and have significant exerience roviding roject consulting and related services. To have a deeer discussion about how we can assist, lease contact: Kunen Satkunasingam Partner kunen.x.satkunasingam@g.wc.com Adam Fenech Director adam.fenech@g.wc.com Thys Odendaal Manager thys.odendaal@g,wc.com 10

11 wc.com.g The PNG firm, its members, emloyees and agents do not accet or assume any liability, resonsibility or duty of care for any consequences of anyone else acting, or refraining to act, in reliance on the information contained in this document or for any decision based on it PNG. All rights reserved. In this document, refers to PNG which is a member firm of PricewaterhouseCooers International Limited, each member firm of which is a searate legal entity.