- peace of mind in a complex world - doing more with less: effective and efficient programme &...
Post on 25-Dec-2015
213 Views
Preview:
TRANSCRIPT
- PEACE OF MIND IN A COMPLEX WORLD -
Doing More with Less:
Effective and Efficient Programme & Project Management
Jonathan Ward
26th September 2006
Severn., London page 2
Agenda
An introduction to the Severn and Nextret Clarity capabilities
Where are we now?
What does effectiveness mean for us?
How do we execute more efficiently?
Q&A
Severn., London page 3
Introduction to Severn
Severn Group plc is recognised internationally as being a results-oriented management consulting firm
delivering Business Change; Project; and Programme Management within Financial Services and Retail Industry sectors
and in Local Government and other Public Sector organisations.
Severn., London page 4
Severn’s Background and History
Severn was founded in 1988 with a focus Deliver projects to fulfil corporate strategy
Add value - Deliver results not reports
We have completed in excess of 100 major projects delivering significant improvements
+70% level of repeat business — demonstrable client satisfaction
Alliance with companies in London, Barcelona, Paris and Frankfurt
CA Enterprise Solution Provider
We currently have more than 100 consultants
Turnover in excess of €15.2 million
New York
Milton Keynes
Stockholm
London
Tokyo
LuxembourgFrankfurt
Zurich/Geneva
Port HarcourtWarri
Columbus
Severn., London page 5
Experience gained from leading organisations
Severn., London page 6
An accredited provider of services and support
A creditable track record of implementations
Our Implementation Process is subject to our ISO 9001:2000accreditation
We have the largest number of certified Clarity Consultants in Europe
We provide hosting and a 24hr a day 5 days per week service desk to help and support end users
- PEACE OF MIND IN A COMPLEX WORLD -
Doing more with less
Efficient and Effective Business Change
Severn., London page 8
Effectiveness and Efficiency Defined………..
“Even the healthiest business, the business with the greatest effectiveness, can well die of poor efficiency. But even the most efficient business cannot survive, let alone succeed, if it is efficient in doing the wrong things, that is, if it lacks effectiveness.
“Effectiveness is the foundation of success - efficiency is a minimum condition for survival after success has been achieved. Efficiency is concerned with doing things right. Effectiveness is doing the right things.”
Source: Peter Drucker, Management: Tasks, Responsibilities, Practices (New York, 1973)
Severn., London page 9
Agenda
Where are we now?
What does effectiveness mean for us?
How do we execute more efficiently?
Q&A
Severn., London page 10
Project Management Effectiveness and Efficiency in Action…
In a single UK Government Department, 225 projects in-flight/planned; 60% had no business case
“The project was two years late and three years in development. We delivered an application the user didn’t need. They had stopped selling the product over a year before.”
33% of investment in IT projects is written off before completion
“We have 500 projects. None are on-time and on-budget. This year 40% will get cancelled.”
In a study of UK projects, 38% overran costs by >50%, 24% overran schedule by >50%
Sources: The Standish Group, Mantix, Forrester Research
Severn., London page 11
Why is the Problem So Acute Now?
Current economic climate is that budgets are constrained but the desire for improvement is high Financial Services looking for new products, cross border consolidations, cost reduction
and increased regulation
Retail sector looks increasingly problematic
Huge backlog of technology change requirements Markets are changing in all sectors and this required efficient business change
Recent trends are that business managers are more sophisticated in their investment decisions and less tolerant of the “invisible projects” or investment strategy by “stealth”
Severn., London page 12
Agenda
Where are we now?
What does effectiveness mean for us?
How do we execute more efficiently?
Q&A
Severn., London page 13
Business CaseManagement
BenefitsManagement
PortfolioManagement
ProjectManagement
ProgrammeManagement
ChangeManagement
StrategyManagement
ExecutionManagement
ChangeDrivers
Internal
External
SolutionDelivery
The Context for Efficiency and Effectiveness
An organisation committed to the EFFICIENT use of its strategic investment and EFFECTIVE management of its Project Portfolio will have these elements in place
Efficiency Doing the right things
Effectiveness Doing things right
Severn., London page 14
Acid Tests for Effectiveness
Are there explicit links between all project activity and the company’s objectives?
Are project business cases “live documents” for all project initiatives?
Is there a managed process to ensure tangible delivery of benefits?
Severn., London page 15
Severn., London page 16
Portfolio ManagerEffective Decision-Making at a Single Glance
Visualize tradeoffs and select optimal investments with scenario generating and planning
Visualize tradeoffs and select optimal investments with scenario generating and planning
Quickly determine portfolio status and easily customize investment criteria
Quickly determine portfolio status and easily customize investment criteria
Severn., London page 17
Agenda
Where are we now?
What does effectiveness mean for us?
How do we execute more efficiently?
Q&A
Severn., London page 18
How to Improve Effectiveness?
Comprehensive Resource ManagementDrive maximum utilization of in-houseand outsourced resources
Scalable, Transparent Status CaptureCapture time and cost of all activities in asingle repository for charge-backs and reporting
World-Class Project ExecutionLeverage best practices acrossentire project portfolio
Empower the PMOAutomate, enforce, and report on process compliance
Severn., London page 19
Managing via “Gates”
Approach developed for internal use by IBM in the 1980s
Indicates critical “Go/No Go” management checkpoints Is the project viable?
Is the project a priority?
Can funding be obtained for the next stage?
Identifies entry and exit criteria between each phase Minimum deliverables
Intra-organisational hand-offs
Structured checklists to “manage the gaps”
Facilitates “sane” financial management
Analyse Design Develop Test Install
Severn., London page 20
Project ManagerEffectively Deliver On-Time, On-Budget, On-Quality
Create and manage tasks and resources in the browser, in Open Workbench, or in MS Project
Create and manage tasks and resources in the browser, in Open Workbench, or in MS Project
Manage budgets, forecast, and actuals and view real-time project ROI
Manage budgets, forecast, and actuals and view real-time project ROI
Use pre-defined methodology or create from scratch
Use pre-defined methodology or create from scratch
View stoplights for project risk, status, and schedule
View stoplights for project risk, status, and schedule
Severn., London page 21
A Model for Project Efficiency - CMMI
1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimized
Ad hoc, based on individual and team “heroics”
Basic management processes in place. Projects draw on documented previous experience.
Standardized, documented and integrated processes in place.
Detailed quantitative measures collected and controlled.
Quantitative feedback from the process is used for continuous improvement
Severn., London page 22
Process ManagerMethodologies for Best Practice Execution
Develop and deploy templates…Develop and deploy templates…
… processes… processes
… and content… and content
Severn., London page 23
The Opposite Ends of the Effectiveness Scale
19%78%2%1%
Automated Estimates
Automated Plans
Formal Tracking
Optimal Quality Control
EarlyOn TimeDelaysCancel
Probability of Selected Outcomes
Optimized
0%15%45%40%
Manual Estimates
Manual Plans
Informal Tracking
Minimal Quality Control
EarlyOn TimeDelaysCancel
Probability of Selected Outcomes
Initial
Severn., London page 24
Frameworks
Reporting
• Status Reports• Progress Control• Cost Control
Fundamentals
• Business Case• Prioritisation• Approval• Sponsorship
Estimating & Planning
• Time• Costs• Dependencies
Scope Control
• Project Content• Requirements• Sub-projects• Change Control
• Acceptance• Test Strategies• Migration• Support
ImplementationQuality & Control
•Success Criteria •Config. Mgt• Problem-Mgmt.• QM-Measures
Organisation
• Project Structure• Roles • Resources• Communication
Risk Management
• Business Risk
• Project Risk• Fallback
scenarios
Severn., London page 25
Optimizing - Quantitative Management
“You cannot manage what you cannot measure” (Deming)
“What I need is to get visibility so I can put things right before they become incorrectably wrong”
Project Reporting Metrics should include Cost
Schedule and Time
Delivery against Milestones
Quality and Defects
Risks and Issues
Change and Stability
Quantitative management requires significant investment in tools and technology to gather data and organisational ability to transform data into information
Severn., London page 26
Improving Effectiveness the CMMI Roadmap
1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimized <1%
<10%
>50%
Likely F
ailure R
ates
19 mths
12 mths
8 mths
9 mths
4-ye
ar c
ycle
Severn., London page 27
In Summary
Effectiveness and Efficiency are critical to project performance success
We tend as IT professionals to be happier in the “Efficiency” space
But without Effectiveness we are wasting our time and the organisation’s money
Effectiveness = Business Linkage, Prioritization and Benefits Management
Efficiency = What are your people doing now and what are they going to be doing?
GET EFFECTIVENESS RIGHT FIRST!
Severn., London page 28
Q&A
Questions or comments?
Severn., London page 29
Severn Group plc
Jonathan Ward
Bucklersbury House3 Queen Victoria StreetLondon EC4N 8ELUK
Tel: +44 207 653 0600Fax: +44 207 653 0601
Internet: www.severngroup.comEmail: jward@Severngroup.com
Contact
top related