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Changescape
Project Sponsorship
ExecutiveBriefing
Changescape
What is ‘Best Practice’?
A Best Practice is a technique, method, process or activity, that is believed to be more effective at delivering a particular outcome than any other technique, method, process, etc. when applied to a particular condition or circumstance
The most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people
With best practice a desired outcome can be delivered with fewer problems and fewer unforeseen complications
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First class people in a chaotic environment produce chaotic results
Automation of a poorly defined process produces poor results automatically
The primary issues in the successful delivery of change are not technical
If methods do not serve the individual, they will not endure
Truisms of Process Management
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Business Drivers for Best Practice Delivery
Improve Service to the BusinessResponsivenessPredictabilityReliability
Greater FlexibilityOptions in terms of serviceOptions in terms of delivery location
Improve Delivery Productivity
Save Money
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Quote
Gartner Group
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Case Studies
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Raytheon
Raytheon have committed to the CMMI modelMany divisions now at Level 5US software division started in 1988
More than 400 Delivery StaffMoved from level 1 to level 3 between 1988 and 1992Invested $1m per yearLaid down metrics (above) to measure improvements
Performance(Doing it right the first time)
Non Conformance(Time taken to Redo/correct)
Appraisal(Testing)
Prevention(QA Reviews)
1988 37% 41% 15% 7%
1990 55% 18% 15% 12%
1992 11% 15%
30%
62% 15%
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British Airways
Launched formal Delivery Lifecycle in 2003 in one area (Commercial)Simple 5-stage lifecycle with improved governance, stakeholder management, planning & risk managementReduced people cost of Commercial Projects by 20%Delivered 30% more Commercial Projects with same resourceExtended to whole company in 2005Now have a single Corporate Programmes TeamOne delivery lifecycle for all programmes & projectsCommitted to an ongoing improvement of their programme & project management approachOne single view of all the programmes & projects across the entire company
Focus on Top 50Visibility of 600 other projects
Twice yearly PM Showcase Events for 400 project managersProfessional Certification Scheme for all project managers
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British Sky Broadcasting
Adopted 1 single delivery framework across whole company in July 20116-Stage lifecycle with just 3 stage gatesLight touch on jargon & processSuper 12 list forms focus of main boardTop 50 list is focus area for Leadership TeamRemaining projects governed within divisionsGreater focus on benefits realisationAlready seeing benefits of transparency & prioritisationAnticipate productivity gains in excess of 20%Anticipate benefit gains circa £120M
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Barclays Bank
Implemented “Barclay Change” 10 years agoBrought about strong governance over all changeCompany-wide prioritisation processComplete transparency of portfolioDelivered 24% more projects for same delivery budgetIncreased benefit realisation by over 30%Continuous improvement of the delivery approach led to creation of a corporate operational change function in 2007 Helped protect Barclays when other banks made significant losses in 2008/2009
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RBS Group
Responsibility for all Change Delivery falls to one Group within the Company (Group Business Services)Formalised governance with transparent decision making for project prioritiesSingle point of budgetary control for all changeCommon standard enforced across whole businessClear roles & responsibilities for change deliveryFacilitated the RBS Sunrise Programme that has delivered £500M of benefits to the Group (this is the strategic review that has been undertaken in RBS to drive a return to stand alone strength)
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Need for Transparency & Compliance
Demand constantly outstrips supply therefore we need to deliver the most beneficial change well. It will break at its weakest point – don’t let that be you!
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Benefits of Best Practice Project Management
Intangible
• A common language removes potential for confusion or conflict
• Proven – no need to invent our own wheel
• Greater certainty & predictability over success
• Faster delivery of project benefits
• More motivated people
• Makes it easier to induct contractors and new hires
Tangible
• An improvement in PM maturity could result in as much as a 20% saving in the people costs on all future projects
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Successful & Unsuccessful
Change Programmes
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12 Ways to Make a Change Programme Crash
1. Ignore the business & delivery environment
2. Push a new technology to market too quickly
3. Don’t bother giving time to the initiative
4. Don’t bother supporting the change programme manager
5. Never conduct feasibility studies
6. When problems occur shoot the one most visible
7. Never admit a change programme is a failure
8. Over manage change programme managers and their teams
9. Never bother to conduct change programme learning
10. Never bother to understand change programme trade-offs
11. Allow politics and infighting to dictate crucial decisions
12. Make sure the change programme is run by a weak or
inexperienced leader
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Successful Change Programme Ingredients
Measurable benefits with a compelling business case
Clear benefit ownership within the business
Scope that is fully understood early in the lifecycle
Stakeholder involvement
Clearly understood roles & responsibilities
Following & respecting the lifecycle process
Appropriate level of support & challenge of the PM
Supporting dynamic risk & issue management
Encouraging honest & open reporting
Being available when needed
Strong relationship & expectation management
Effective Sponsorship & Business Ownership
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Examples of Success
& Challenge
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Successful & Challenged Projects
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Group Exercise
Work in teams
What executive level behaviours are conducive to project success?
You have 20 minutes
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Role & Behaviours
of an Effective Sponsor
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Sponsor Role
Clearly understands the business need (time vs. cost vs. quality)Ensures the project fits with the business strategy Communicates the project vision and its business priorityDefines & communicates success criteria for the projectMakes him/herself available to the Project Manager as appropriateSets realistic but challenging targetsChairs the Project Control CommitteeSigns-off the High Level Estimate & PlanMakes business resources available to the project team as appropriateGenuinely believes in the intended outcome (enthusiastic)Shows commitment (invests time)Sells the project to key stakeholders around the rest of the businessManages the political barriers and removes obstacles to successMonitors progress – asks challenging questions in a supportive wayControls or limits change to objectives, scope, requirements, timescale & budgetMonitors the realisation of the business benefitsFormally closes the project
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Pre-Project Behaviours
Understand the opportunity / problem
Agree strategic or tactical fit
Identify the approximate benefits
Establish what are you willing to spend to get the benefits?
Identify what parts of the business will be impacted
Establish the key business stakeholders (Inc. Sponsor)
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Early Engagement Behaviours
Communicate the vision
Focus on Strategic (Long-Term) Solutions
Understand the Impact of Change on People
Use the “Front Door”
Own the Project Charter
Support the High Level Estimate Process
Support the Project Prioritisation Process
Ensure Business Focused Decision Making
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Business Case Behaviours
Prevent waste – No Business Case then No Change!
Identify Categories of Benefits
Contribute to Benefit Forecasts
Help Determine Benefit Measurement Processes
Challenge Costs
Ensure Commercially Oriented PrioritisationNPVComplianceStrategic Fit
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Approvals & Authorisations Behaviours
Stick with Agreed Priorities unless Essential to Change
Make Timely Decisions
Empower others as appropriate
Don’t overturn other’s decisions
Ensure projects are healthy before approving
Be aware of the implications of delayed decisions
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Governance Behaviours
Don’t Over-Govern – Minimal Red Tape
Ensure the Right People are Working Together
Attend the Governance Meetings
Follow the Agreed Processes
Manage by Exception
Support the Project Manager
Avoid Knee-Jerk Reactions: Commercial Need is the Focus
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Requirements Management Behaviours
Focus on Requirements, not Solutions
Be Available to State Requirements
Ensure your Requirements are Understood
Look Beyond the Technology Change
Be Willing to Sign-Off Requirements
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Planning Behaviours
Challenge the PM to ensure:CommunicativeAccurateSensible Time DivisionsDependencies Clear Resources ClearRegular progress reviews included Contingency is realistic Assumptions documentedBaselined
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Progress Reporting Behaviours
Where are we?
Why are we there?
What’s the impact?
What must we do?
What have we learned?
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Project Closure Behaviours
Ensure Lessons are Learned
Ensure Benefits Realisation Takes Place
Formally Close the Project
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Sponsorship Charters
A charter is the grant of authority or rights
It states how an individual or group will exercise the rights bestowed upon them in a practical sense
In a business context, a charter can be used as a powerful motivational statement and as a way of setting then managing expectations in a wider group
A Sponsorship Charter sets expectations in the context of sponsoring programmes & projects
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Group Exercise
Work as one team
Produce your Sponsorship Charter
We will always….
You have 30 minutes