Project Management Strategy and Implementation - Aligning ... · Pre-Panel Preparations 11.40...

Project Management

Strategy and Implementation - Aligning and creating the

conditions for successPrintworks Conference Centre, Dublin Castle

27th November 2018

http://www.reformoffice.per.gov.ie/projectmanagersnetwork/

Item Time Speaker

Welcome 10.00 – 10.05 Derek Tierney

PMLAS Chair

Opening Address 10.05 – 10.20 Graham Doyle

Department of Transport, Tourism & Sport

Introduction of

National Childcare Information System

(NCCIS)

10.20– 10.50 Fergal Collins

Head of Programme Management Office (PMO) at Tusla Child and

Family Agency

Break 10.50 – 11.10 Networking

Roll-out of

National Development Plan

11.10 – 11.40 Ed Hearne

Investment Projects and Programmes Office at Department of

Public Expenditure & Reform

Pre-Panel Preparations 11.40 – 11:50 Slido (Survey and Q & A)

Panel Discussion –Reflections &

Insights

11.50– 12.20 Jackie Glynn (Vice President Ireland Chapter of PMI) (Moderator),

Fergal Collins, Ed Hearne, Martina Ryan (MRA Consulting/IPMI)

and Angelo McNieve (Stepstone Consulting/IPA)

Close followed by Lunch 12.20-12.25 Niamh Corby

PMLAS

Fergal Collins

National Childcare Information System (NCCIS)

Printworks Conference Centre, Dublin Castle

27th November 2018


4

National Childcare Information System (NCCIS)Project Manager’s Network

Fergal Collins – 27th November 2018

http://health.gov.ie/

http://health.gov.ie/

5

Tusla

• Established on 1st January 2014 – The Child and Family Agency – Tusla

• 4,200 staff and an annual budget of €750m

• Range of universal and targeted services

Child Protection and Welfare

Educational Welfare

Psychological Services

Alternative Care

Family and Locally-base community supports

Early years services

Domestic, sexual and gender-based violence services.

• Over 380 Offices nationwide

6

Contents

• Starting point

• Overview and Need

• Governance

• Benefits/Value

• Stakeholders

• Scope

• Cost

• Schedule

• Outcomes

7

• Original Contract signed in 2012.

• Tusla established in 2014 – Project and costs transferred into Tusla from the

HSE.

• June 2014 Caredirector application went l ive in the first Area – Midwest.

• August 2015 – Project Manager hired and proposed “Good enough version”

of NCCIS to go-live. This was signed off in Feb 2016.

• Large number of bugs, enhancements, and ICT issues resolved by contractor,

HSE, and Tusla.

• Second site went l ive in May 2017.

• PMO established – Project Methodology – based on PMBOK

• September 2017 Project Manager returned.

• October 2017 PMO took over responsibil ity for rollout and Programme Team

was established.

Background and Vision1

8

• Tusla’s Vision : An Ireland that is committed to the safety and wellbeing of children,

young people and families

• Strategic Objective: To ensure Corporate Services (estates, finance, governance, HR, ICT,

legal) are effective in supporting the delivery of Tusla services.

• Action under this Objective: 6.15 Continue to roll-out the National Child Care

Information System (NCCIS) to all Tusla areas and have NCCIS fully implemented

nationally by Q2 2018.

Background and Vision1

9

Cavan/Monaghan

Paper Site

Went Live 15.05.2017

Mid West

Paper Site


Mid West

Starting Point for NCCIS - May 2017Out

Plan 20

Live SitesCavan/Monaghan

Paper Paper/RAISE

RAISE SWISS TOTALSITES

6 1 5 5 17

10

• Peer Review 3 External Government Appointed off icials DPER DCYA Programme Sponsor Programme and Project Manager

• Steering Board Programme Sponsor Programme and Project Manager Director of ICT DCYA Off icials

• Project Advisory Board Programme and Project Manager Key Internal Staff One external member from DCYA

• Programme Management Off ice Newly establ ished added Programme Managers to various streams Met weekly via Teleconference to review RAID Log and Gantt Chart Use of Project Vision Head of PMO reported into the Senior Management Team in Tusla

The fact that the project met it’s July 2018 deadline and delivered to scope is a clear demonstration of the effectiveness ofthe governance structure used.

Governance2

11

• Benefits

Child – Improved responsiveness, easier access to information, and better l inkages across areas.

Child Care Professionals – Reduce data gathering element, better data security, and standardised

ways of working

Tusla National Management – Real t ime data decision making, resource management, enhanced

report ing

DCYA – Eff iciency, Transparency, Measurement tools, Rel iable data

• Processes/Tools Used and Scope and Del ivery Management

Identif ied milestones across various del ivery elements; Applicat ion Rol lout/Implementation, Data

Migrat ion and Quality, Report ing, Product Development, and ICT/Technical Architecture.

Detai led Area Implementation Plans

Each Area Manager signed off on Data Quality in the system for their Area after leading pract it ioners

in each Business Unit reviewed the data

The Project Team addressed Change Management Issues that arose from Area to Area as teams moved from the “Old” to the “New” and the move to a central reporting model

Benefits/Value3

12

Stakeholders• External Governance• Internal Organisational Governance• Project Teams Two Teams were required to roll out an Area

1. NCCIS National Project Team

2. Local Area Team – They co-ordinated the project activity at a local level and acted as central point of contact for local users/local management and the national project team

• Social Work Practitioners, Administrators, and Local Area Management• Vulnerable Children and their extended families

Communication Strategies and Challenges

• Multiple Strategies due to complexity• High-Level Summarised Progress Reports• Detailed Migration Activity Reports• Onsite meetings, teleconferences, and email communication

Key Stakeholders4

13

• 17 Different Areas and Inconsistent Business Process – so used the concept of a “Minimum

Crit ical Requirements Set

• Value Driven Del ivery – Applicat ion del ivering value immediately in each area and then

over the deployment period it was enhanced with 5 Releases.

• Adaptive Planning – Each Area had specif ic needs but as each Area went l ive lessons

learned enhanced the requirements for the next Area

• Stakeholder Engagement – All stakeholders s igned up to the iterat ive approach

• Problem Detection and Resolution – Project Vision was the tool used to track al l Risks and

Issues

Scope5

14

• Input Process

Original Tender was in 2012

Management of Project and Costs transferred from HSE to Tusla in 2014

• Management Tools and Processes

Actual spend versus budget spend was tracked on excel and SAP

Cost were broken into Software L icences, Software Development, Data Migrat ion, Project Management,

Training and Internal Costs .

The PMO monitored Project Performance in terms of del ivery and cr it ical costs

• Cost Management Success

Creat ion of PMO, us ing tracking tools , and making cost key part of the project and al l programme meetings

kept costs on track.

There was an agreed change management process a lso

• Complexity

There were a large number of unknowns at the start of the project .

4,200 staff over 380 locat ions.

Extremely sensit ive data – one of the most sensit ive data sets in the State.

Overal l cost was €10.2m

Cost6

15

• Process Tools

Microsoft Project and then Project Vision

Basel ine of the Project in May 2017 and WBS of Area by Area rol lout determined.

Embedding review of schedule in weekly project team meeting

• Cri t ical Path Management

Overal l schedule kept updated in Project Vision – tracked sl ippages

Change management and a f lexible approach

• Schedule Complexit ies

A number of versions of the product deployed over the overal l development schedule.

Impacts on training materials, business process etc managed to ensure area deployment

schedule was not affected.

Any Area deployment miss would have resulted in a major knock on impact on local area

readiness plans.

Schedule7

16

Cork

Cork North Lee (Raise) went

Live 16.10.2017

Cork North (Paper) went Live

09.11.2017

Cavan/Monaghan

Paper Site


Louth

Paper Site


Mid West


Galway/Roscommon

Paper Site


Mayo

Raise Site


Donegal/Sligo/Leitrim/West Cavan

Raise Site


Mid WestCavan/Monagha

nGalway/Roscommo

nLouth

Cork N Lee

Donegal/Sligo/Leitrim/W.Cavan

Mayo

Cork North

NCCIS – Roll Out Plan 2017l Ou

17

• 2,700 staff were trained on the new application.

• 1,200 staff were mobilised with both laptops and mobile phones.

• 10,000,000 individual pieces of data were migrated from various legacy systems

(both application and paper based systems).

• 5 Tusla Offices were completely upgraded in terms of their network capability.

• 1,200 staff were equipped with 4G MiFi units to allow access to the system anywhere

in the country.

• 430,000 referrals (case records) were created

• 17 separate Tusla Areas that each had separate legacy IT applications or were paper

based were migrated or moved onto one national IT system

Outcomes8

18

NCCIS – 9th of July 2018

Waterford/Wexford

RAISE Site


Live Sites

Meath

RAISE Site


Carlow/Kilkenny/South Tipp

RAISE Site


Remaining Cork Sites

West Cork went Live 03.05.2018

South Lee went live 31.05.2018

Dublin

Dublin South East West Wicklow – SWIS –

went live 30.04.18

Dublin South Central – SWIS went live

27.05.18

Dublin South West Kildare / West

Wicklow – SWIS – 17.06.18

Dublin North SWIS – 01.07.18

Dublin North City – SWIS – 08.07.18

Kerry

Paper Site

Went live 26.02.2018

Midlands

Paper Site

Went live 22.01.2018

Midlands Meath Waterford/Wexford Carlow/Kilkenny/S.TippKerry Cork SWIS Areas 1,2,3,4,and 5

19

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• Greater stakeholder engagement at the start of the Programme.

Looking at the wider impact of change, particularly on people and how they, as

individuals and teams, move from legacy systems and processes

• Programme Project Governance Structure is fully resourced from the outset.

• Need to carefully manage expectations and the need for strong communication .

Change Management and Lessons Learned9

21

Thank You

Ed Hearne

Roll-out of National Development Plan


27th November 2018


Ed Hearne Investment Projects & Programmes Office, Department of Public Expenditure & Reform

Implementing the National Development Plan

Project Managers’ Network

Rialtas na hÉireann | Government of Ireland

Overview

Background – the plan

Project Ireland 2040 – the National Development Plan and National

Planning Framework

Current context – new arrangements for implementation

The IMF Public Investment Management Assessment

Establishment of the IPPO

The Project Ireland 2040 Delivery Board

The Investment Projects and Programmes Tracker

Updating the Public Spending Code

The Construction Sector Group

24


Project Ireland 2040

25


Project Ireland 2040 – planned investment and outcomes


The IMF Public Investment Management Assessment

27

Main findings:

Ireland has relatively strong infrastructure, with

some sectoral weaknesses.

Management of public investment is generally

good, but with scope for improvement.

There appears to be significant scope for

strengthening the efficiency of public investment to

match the best-performing advanced economies.


Improve integration and co-ordination of the various sectoral investment strategies to ensure

greater coherence to public capital investment plans.

Reinforcing appraisal of major projects and introduce critical milestones for re-consideration

at key decision points.

Review and update Public Spending Code setting rule-book for planning, selecting and

implementing public capital investment.

Strengthen ex-post assessment of major projects to improve design of future projects.

Introduce a stronger ‘quality at entry’ check for major projects.

Enhance capacity at centre for overseeing / monitoring public capital investment plans – this

informed the establishment of the IPPO.

28

PIMA Recommendations


PSC

Update

(capital)

Investment

Projects and

Programmes

Tracker

Construction

Sector

Group

Project 2040

Communications

Project

Ireland

Delivery

Board

Expenditure

Monitoring &

oversight

PPP policy &

delivery

Innovative

FinancingState Assets

Existing

functions

New role

Establishment of the Investment Projects and Programmes Office

Brings together DPER’s existing role in public capital management and a range of new

functions


Project Ireland 2040 Delivery Board

The Board provides strategic direction and leadership to the NDP and NPF implementation

process

Jointly chaired by the Secretaries General of DPER and DHPLG

Made up of Secretaries General of the main capital-spending Departments

Role is to monitor and oversee implementation structures and performance across the various

sectors to ensure a coordinated and collaborative whole of Government approach to NDP and

NPF delivery.

Has covered a wide range of issues including:

- Updates on implementation at sectoral level

- Regional Spatial and Economic Strategies

- Progress with the four NDP Funds

- Construction sector trends

30


Tracking the public investment pipelineBackground

First version published in late 2017

Key tool for monitoring NDP implementation.

Latest Version

Over 260 projects and programmes captured in the latest edition of the tracker, a major increase on

Version 1.

The was published as a sortable, interactive spreadsheet.

New fields added in this Version include:

31

Estimated

CostsProject

Status

Commencement

Date

Completion

Date

Link to NSO


Short-term development of Tracker

For publication in Q1 2019. Key additions include

Investments by commercial stage bodies - airports, ports, utility companies, universities.

Yearly profile of costs

Delivery Programmes for major projects

Basic mapping functionality for large projects

Output and outcome indicators at programme project level

32


Further developing the tracker

33

Medium Term

Establish a web-based portal to further facilitate the

uploading of data by Departments and provide greater

functionality and user-friendliness. Similar approach used

in Australia.

Include performance indicators, results of CBAs, mapping

features, impact indicators etc.

The tracker will be fully integrated with the guidelines set

out in the revised Public Spending Code to ensure value

for money is achieved.

Example of mapping functionality from Australia’s Tracker


Revising the Public Spending Code

34

PSC published in 2013, amalgamating Capital

Appraisal Guidelines and wider VfM Framework

Sector-specific appraisal methods are in place or in

development across a number of Departments

There is a good level of expertise across

Departments, including through IGEES

Technical parameters have already been updated:

- Test discount rate

- Shadow wage rate

- Cost of carbon

- Appraisal horizon


Issues to be addressed in the PSC revision

35

The revision of the Code will implement many recommendations set out in the PIMA:

- Strengthen appraisal stage

- Harmonize guidance

- Better guidance on Cost Effectiveness Analysis, Multi Criteria Analysis

- Closer scrutiny at concept stage

The process flows in relation to approvals and referrals from Sponsoring Agency to

Sanctioning Authority will also be looked at


Moving to a new project life-cycle

Moving to a new project life-cycle

Closer align with actual project delivery

Will meet some of the recommendations of PIMA

Will align with the investment projects and programmes tracker

All projects will be required to include a delivery programme at the outset

36


Issues to be addressed in the PSC revision (cont.)

37

Appraisal

In many cases, appraisals should be carried out

earlier in the process

Appraisal methods in some sectors are well-

established (transport, enterprise) but others need

to be further developed and embedded

Procedures for CBA are well-established but other

appraisal methods are not – cost effectiveness

analysis, multi-criteria analysis

In some sectors these may be more useful

approaches

Approaches to programme appraisal should be

clearer

Post-project review arrangements need to be

tightened

Next steps

Initial scoping work to be completed internally within

DPER

A Steering Group will be convened, made up of key

Departments

Consultations and input sought from external

experts – EIB, DG Regio, OECD


The Construction Sector Group

The role of the CSG is to ensure regular and open

dialogue between Government and the construction

sector.

The CSG will focus on issues that may impact on the

successful delivery of the NDP on a value-for-money

basis for the State.

The CSG is made up of each of the key segments of

the industry along with officials from relevant

Departments and Agencies.

38

The CSG’s remit will include

• Working with industry and government bodies to

(a) benchmark and improve productivity and

environmental sustainability and (b) to

modernise public works delivery

• Considering opportunities to introduce reforms

within the sector that will help in controlling

construction price inflation, improving efficiency

and delivering value for money for investment.

• The supply of necessary skills and measures

enhancing capacity (including potential use of

overseas contractors)

• Issues arising from inadequate or ineffective

regulation, poor performance and systemic poor

quality

Panel Discussion

Jackie Glynn (Vice President Ireland Chapter of PMI) (Moderator), Fergal Collins, Ed Hearne, Martina Ryan (MRA Consulting/IPMI) and Angelo McNieve (Stepstone Consulting/IPA)


27th November 2018


Niamh Corby PMLAS

Closing


27th November 2018


4242

Learning Management System Pilot

• 4 Organisations-DPER/ DTTAS/CSO/DOT

• Duration- 13th Nov-13th Dec

• Please logon if in Pilot organisation

• Next steps- Review Pilot outcomes and

plan for phased roll out of LMS

Other OneLearning News

•Finalising lease of training rooms in DIT Mountjoy Sq•60 courses now available•Governance model to be established which will guide OneLearning on Civil Service Priorities

OneLearning Update

Foundations in Project Management 2 day Course

• # Attendees since commencement of delivery (October 2017) -

1160

• # Due to attend by year end 2018- 132

• # Forecasted to attend T1 (Jan-April)2019- 492

New Innovation and Change Courses

Change Awareness

Innovation and Delivering Change

Introducing Managers to Change

http://www.reformoffice.per.gov.ie/

projectmanagersnetwork/

PMN 2019 “Save the Date”

o 26th March

o 21st May

o 03rd September

o 10th December

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