dist portfolio management 1st oct 2013
DESCRIPTION
Alan Dinsdale's presentationTRANSCRIPT
Portfolio Management 1st October 2013 1
Portfolio Management
How do I even get this on the executive agenda?
Alan Dinsdale
DIST Military Solutions Dep Hd
1st Oct 2013
Portfolio Management 1st October 2013 2
WHY AM I PRESENTING TONIGHT?
• Not because I am an expert! Certainly far better qualified people within APM!
• Not because I have done everything right or super quick!
• Just because I have a story to tell which hopefully will resonate with you all and get you thinking about what you would have done in my situation!
• What am I hoping you take away tonight? That with a simple vision, a structured approach, dogged determination and an eye for an opportunity, anything is possible.
Portfolio Management 1st October 2013 3
WHATS MY BACKGROUND?
• 9 years direct experience of delivering major IS Programmes.
• 31 years direct experience of delivering and maintaining IS Services.
• Wider experience of HR Management, Financial Management, Internal Audit.
Portfolio Management 1st October 2013 4
What “Getting It Right” Looks Like
• Delivery against demanding requirements, short timescales & unprecedented complexity
• Battle winning capabilities• Once initiated just a few weeks/months from Concept to Delivery
• Focus on what we need to develop• Maintain the front-line imperative• Manage customer expectations• Ever stronger partnership with industry• Raise from Platform to Information layers
Portfolio Management 1st October 2013 5
WHAT WAS I TRYING TO FIX?
“HE NOTED THAT ON AVERAGE IT TOOK THE PENTAGON 81 MONTHS TO GET A NEW COMPUTER
SYSTEM ONLINE AFTER ITS INITIAL FUNDING, WHILE APPLE DEVELOPED THE IPHONE IN 24
MONTHS, "LESS TIME THAN IT WOULD TAKE THE PENTAGON TO PREPARE A BUDGET AND RECEIVE
CONGRESSIONAL APPROVAL FOR IT".”
Deputy Defence Secretary William Lynn
said on 26 Aug 10
Portfolio Management 1st October 2013 6
ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy–Vision
• Organisation–Confirm Governance Model
• Process and People–Common Operating Model–Management Information and Drumbeat
• Technology–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013 7
VISION OF THE FUTURE
An organisation that does the ‘RIGHT THINGS’ and does them ‘RIGHT FIRST TIME’ :
• Thinks about what it wants to do and documents it.
• Considers what is important and prioritises activities against each other.
• Estimates how much effort is required to complete activities.
• Makes considered decisions as to where resources are to be expended against prioritised activities.
Portfolio Management 1st October 2013 8
ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy–Vision
• Organisation–Confirm Governance Model
• Process and People–Common Operating Model–Management Information and Drumbeat
• Technology–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013 9
WHAT IS DII PROGRAMME MANAGEMENTThe role of DII Programme Management is to govern, manage and assure the end to
end programme of delivery activity from registration as a requirement through to delivery and final customer acceptance.
Joint Management
Board
Critical Design Review
Consider the critical design and confirm that it meets
the requirements as requested of the service. A decision to continue should only be given when time/cost/quality all continue to
be acceptable, the resources required to deliver the
service are available to be scheduled, including
authorisation from the MOD NTA that the service
satisfies the Design Assurance criteria within the ISS Operating Model.
Customer Acceptance
Confirm that the service has been delivered into the live environment and has no unacceptable issues. A
decision to accept the service should only be
given when the quality of the service is acceptable for
final payment including authorisation from the Network Capability
Authority (NCA) that it fully meets the service requested and can be
accepted as fully operational in accordance
with the Customer Acceptance criteria within the ISS Operating Model.
Preliminary Design Review
Consider the preliminary service design and confirm
that it meets the requirements. A decision to continue should only be
given when time/cost/quality all continue to be acceptable, the resources
required to deliver the service are available to be
scheduled, including authorisation from the
MOD NTA that the service satisfies the Compliance of
HLD & Assurance of ITEAP criteria in
accordance with the ISS Operating Model.
Second Pass
Consider new requirements for which a service has
been identified and recommended for an
investment decision. A decision to proceed with a
service should only be given when quality/time/
cost are acceptable and the resources required to deliver the service are
available to be scheduled, including authorisation from the MOD Network
Technical Authority (NTA) that the service fits within
the wider MOD Architecture and has
achieved IG Functional Case Sign Off in
accordance with the ISS Operating Model.
First Pass
Consider new requirements when there is need to invest resource into determining what the recommended
service will be. For major/innovative requirements/services, there may be a need to repeat this as the
definition and design of the service evolves. For
simple requirements this may not be needed as the
service is easily identifiable.
Authority To Deploy
Confirm that that the delivered service meets the
requirements requested, with clear evidence
including test and trialling results. A decision to
allow the service to go into live should only be given
when quality is acceptable, the resources required to deploy and sustain the
service in live are available to be scheduled, including
authorisation from the MOD Network Operational Authority (NOA) that the service has Authority to
Deploy in accordance with the ISS Operating Model.
Service Performance
Review
Confirm that the performance of the services during the month have met
the Key Performance Indicators and that payment
can be authorised. A decision to proceed with payment should be based
on an objective measurement of service performance based on
clearly defined performance indicators
specified during solution definition to remove
subjective assessment and consequent disagreement.
Investment Board
Service Operations
Board
Programme Management and Control
Board
SUMMARY OF DII GROUP QUALITY CONTROL POINTS
Portfolio Management 1st October 2013 10
ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy–Vision
• Organisation–Confirm Governance Model
• Process and People–Common Operating Model–Management Information and Drumbeat
• Technology–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013 11
OV-5 Operational Activity Model 10/02/2009 09:27:53 16/12/2010 11:12:18 AdministratorCreated: Modified: Owner:
Combined - Authority Led
Combined - DP Led
Govern, Manage and Deliver DII Services (SME) .3
Perform Service Transition (ITIL) 3.3Perform Service Operation (ITIL) 3.4
Perform Continual Service Improvement (ITIL) 3.5
.Overview: The activities involved in the design, development, operation, management and improvement of IT Services
Perform Service Design (ITIL) 3.2
Provide Service Strategy 3.1
Perform Programme and Project Management 3.6
Determine if Project and Programme Management is necessary
No
Yes
Provide Formal advice to DP 3.8
Conduct Risk Based Assurance Activities 3.7
Lessons Learnt
Measures of Effectiveness/Measures of Performance
Govern and Manage Requirements 2.2.4.8
Portfolio Management 1st October 2013 12
ACTION PLAN TO IMPROVE P3O ACTIVITY
• Strategy–Vision
• Organisation–Confirm Governance Model
• Process and People–Common Operating Model–Management Information and Drumbeat
• Technology–Concentrate on EPM 2003 with Key Supplier.
Portfolio Management 1st October 2013 13
WHAT IS YOUR ROLE - WHAT IS THE DRUMBEATSuccessful Programme and Project Management depends heavily on constant
monitoring of the schedules and work packages for all projects/programmes of delivery and then prompt management of the escalation process to ensure that timely decisions are made based on objective information at the right time rather than fitting everything into a monthly Formal Board cycle.
PROJECT VIEW
DASHBOARD VIEWData Point 28-Jun-11
Anchor Milestone Description Svc Line Programme Project ATLAS L1 MSPS MilestoneForecast vs Tolerance
r Anchor Date & RAG
Indicative MODIS % Benefit
EV SPI
r EV CPI
r
B/L Value of Work
Remaining (ETC)
DII Increment 1/2A Alamein Ready for FUL(R)
DASL R2B Alamein CP8 (R) Ready for FUL Complete Complete N/A N/A N/A N/A N/A
DII Increment 1/2A Alamein Ready for FUL(S)
DASL R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 1 31-Aug-11 0.97 1 1.00 1 3,160
DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R)
DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 1 07-Dec-113% (inc secret)
3,090
DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R)
DASL R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 1 22-Dec-116% (inc secret)
5,066
DII Increment 1/2A Release 2B Blenheim WCM FUL(R)
DASL R2B Blenheim T3: WCM - Ready for FUL [R] 25-Jan-12 1 26-Jan-122% (inc secret)
2,370
DASL R2BCambrai IOG
NATO Mail & Web CP9 NSCD 15-Dec-11 1 30-Jun-12
DASL R2BCambrai IOG
CCEB Mail & Web CP9 NSCD 04-May-12 1 30-Jun-12
DASL R2BCambrai IOG
Web II - (NATO & CCEB) CP9 NSCDTBC
A/W Baseline1 30-Jun-12
DII Increment 3A Last User Live (LUL)
SUSLFixed Implementation
Increment 3A
LUL (does not include elements where Rqt is unclear or there are scaling issues)
31-Mar-12 31-Mar-12 TBC
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 27-Jan-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 18-Aug-11
DII Increment 1/2A Overseas Cyprus (S) Complete
TPSL Overseas Cyprus Episkopi (S) Complete Complete N/A N/A
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (R) Gibraltar 24-Oct-11 1 06-Jan-12
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (S) Gibraltar 24-Oct-11 1 11-Jan-12
DII Increment 1/2A Overseas Washington (S) Complete
TPSL Overseas Washington NSCD (S) Washington 01-Aug-11 1 26-Sep-11
DII LABYRINTH Phase 2 Impl Complete
TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC 19-Jul-12 1 14-Jul-12 TBC TBC TBC TBC
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
1
1 1
1 1
DII Increment 1/2A Release 2B Cambrai Gateways Complete
DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service
21%
1% 2,616
0.76 1,890
Pending 3a BL Agreement
0.920.87 1,271
TBC
TBC 1 1
0.69 0.58
0.98
0.90
0.67
1
ESCALATION DECISIONS
PMCB **-Jul-11 5UNCLASSIFIED
SUSL RSP for Legacy Closure Exception Summary• Project Stage: Closure of Legacy Services ARM I D 10573
• Cause: Liability: Legacy System LUL delays incurred due to GFA / Network Ready slips incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the MOD.
• Consequences: Cost over run to MOD. DI I I PT/ SUSL have exhausted options on this issue.
• Recommendation: 1
2£1.6 mNilRS ENDNilNilCost is notavoided
2 Do nothing
1NilNilRS ENDCost saving of£1.6 m to MOD
NIL
NIL – Incr 3ahas a stability ofdelivery that cangenerate firmertimelines for RSend
1 Generate flexibility in the RSperiod that will save the MOD £1.6Million. Request from PMCB toSCARS board.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
PMCB **-Jul-11 4UNCLASSIFIED
SUSL LAN-Side Encryption Exception Summary• Project Stage: Overseas site delivery & on-going support. ARM I D 7222.
• Cause: Lack of commercial agreement for support of ECB’s is causing Oversea site delay.
• Liability: 50% MOD – 50% ATLAS
• Consequences: Delivery of DI I / F into USA, Brunei & SHAPE. SUSL/ DI I I PT options for resolution of this issue are totally exhausted.
• Recommendation: 1
2HIGHYearsSequence deliveryNilDelivery can notbe achieved
Delivery can notbe achieved
2 Do nothing – except delay
1HIGHYearsSequence deliveryInc 3atimescales canbe achieved
Capabilitydelivery delayed
MEP4 designscan not beassured, FUL Delayedindefinitely.
1 Instigate senior managementsupport for a joint commercialmeeting to resolve support wrapCost issues.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
PROGRAMME VIEW
DASHBOARD VIEWData Point 28-Jun-11
Anchor Milestone Description Svc Line Programme Project ATLAS L1 MSPS MilestoneForecast vs Tolerance
r Anchor Date & RAG
Indicative MODIS % Benefit
EV SPI
r EV CPI
r
B/L Value of Work
Remaining (ETC)
DII Increment 1/2A Alamein Ready for FUL(R)
DASL R2B Alamein CP8 (R) Ready for FUL Complete Complete N/A N/A N/A N/A N/A
DII Increment 1/2A Alamein Ready for FUL(S)
DASL R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 1 31-Aug-11 0.97 1 1.00 1 3,160
DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R)
DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 1 07-Dec-113% (inc secret)
3,090
DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R)
DASL R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 1 22-Dec-116% (inc secret)
5,066
DII Increment 1/2A Release 2B Blenheim WCM FUL(R)
DASL R2B Blenheim T3: WCM - Ready for FUL [R] 25-Jan-12 1 26-Jan-122% (inc secret)
2,370
DASL R2BCambrai IOG
NATO Mail & Web CP9 NSCD 15-Dec-11 1 30-Jun-12
DASL R2BCambrai IOG
CCEB Mail & Web CP9 NSCD 04-May-12 1 30-Jun-12
DASL R2BCambrai IOG
Web II - (NATO & CCEB) CP9 NSCDTBC
A/W Baseline1 30-Jun-12
DII Increment 3A Last User Live (LUL)
SUSLFixed Implementation
Increment 3A
LUL (does not include elements where Rqt is unclear or there are scaling issues)
31-Mar-12 31-Mar-12 TBC
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 27-Jan-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 18-Aug-11
DII Increment 1/2A Overseas Cyprus (S) Complete
TPSL Overseas Cyprus Episkopi (S) Complete Complete N/A N/A
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (R) Gibraltar 24-Oct-11 1 06-Jan-12
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (S) Gibraltar 24-Oct-11 1 11-Jan-12
DII Increment 1/2A Overseas Washington (S) Complete
TPSL Overseas Washington NSCD (S) Washington 01-Aug-11 1 26-Sep-11
DII LABYRINTH Phase 2 Impl Complete
TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC 19-Jul-12 1 14-Jul-12 TBC TBC TBC TBC
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
1
1 1
1 1
DII Increment 1/2A Release 2B Cambrai Gateways Complete
DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service
21%
1% 2,616
0.76 1,890
Pending 3a BL Agreement
0.920.87 1,271
TBC
TBC 1 1
0.69 0.58
0.98
0.90
0.67
1
ESCALATION DECISIONS
PMCB **-Jul-11 5UNCLASSIFIED
SUSL RSP for Legacy Closure Exception Summary• Project Stage: Closure of Legacy Services ARM I D 10573
• Cause: Liability: Legacy System LUL delays incurred due to GFA / Network Ready slips incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the MOD.
• Consequences: Cost over run to MOD. DI I I PT/ SUSL have exhausted options on this issue.
• Recommendation: 1
2£1.6 mNilRS ENDNilNilCost is notavoided
2 Do nothing
1NilNilRS ENDCost saving of£1.6 m to MOD
NIL
NIL – Incr 3ahas a stability ofdelivery that cangenerate firmertimelines for RSend
1 Generate flexibility in the RSperiod that will save the MOD £1.6Million. Request from PMCB toSCARS board.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
PMCB **-Jul-11 4UNCLASSIFIED
SUSL LAN-Side Encryption Exception Summary• Project Stage: Overseas site delivery & on-going support. ARM I D 7222.
• Cause: Lack of commercial agreement for support of ECB’s is causing Oversea site delay.
• Liability: 50% MOD – 50% ATLAS
• Consequences: Delivery of DI I / F into USA, Brunei & SHAPE. SUSL/ DI I I PT options for resolution of this issue are totally exhausted.
• Recommendation: 1
2HIGHYearsSequence deliveryNilDelivery can notbe achieved
Delivery can notbe achieved
2 Do nothing – except delay
1HIGHYearsSequence deliveryInc 3atimescales canbe achieved
Capabilitydelivery delayed
MEP4 designscan not beassured, FUL Delayedindefinitely.
1 Instigate senior managementsupport for a joint commercialmeeting to resolve support wrapCost issues.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
PMCB VIEW
DASHBOARD VIEWData Point 28-Jun-11
Anchor Milestone Description Svc Line Programme Project ATLAS L1 MSPS MilestoneForecast vs Tolerance
r Anchor Date & RAG
Indicative MODIS % Benefit
EV SPI
r EV CPI
r
B/L Value of Work
Remaining (ETC)
DII Increment 1/2A Alamein Ready for FUL(R)
DASL R2B Alamein CP8 (R) Ready for FUL Complete Complete N/A N/A N/A N/A N/A
DII Increment 1/2A Alamein Ready for FUL(S)
DASL R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 1 31-Aug-11 0.97 1 1.00 1 3,160
DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R)
DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 1 07-Dec-113% (inc secret)
3,090
DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R)
DASL R2B Blenheim T2.0 EDRM ∾ IDT - Ready for FUL [R] 07-Dec-11 1 22-Dec-116% (inc secret)
5,066
DII Increment 1/2A Release 2B Blenheim WCM FUL(R)
DASL R2B Blenheim T3: WCM - Ready for FUL [R] 25-Jan-12 1 26-Jan-122% (inc secret)
2,370
DASL R2BCambrai IOG
NATO Mail & Web CP9 NSCD 15-Dec-11 1 30-Jun-12
DASL R2BCambrai IOG
CCEB Mail & Web CP9 NSCD 04-May-12 1 30-Jun-12
DASL R2BCambrai IOG
Web II - (NATO & CCEB) CP9 NSCDTBC
A/W Baseline1 30-Jun-12
DII Increment 3A Last User Live (LUL)
SUSLFixed Implementation
Increment 3A
LUL (does not include elements where Rqt is unclear or there are scaling issues)
31-Mar-12 31-Mar-12 TBC
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 27-Jan-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11
TPSLApplications Services
AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 18-Aug-11
DII Increment 1/2A Overseas Cyprus (S) Complete
TPSL Overseas Cyprus Episkopi (S) Complete Complete N/A N/A
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (R) Gibraltar 24-Oct-11 1 06-Jan-12
DII Increment 1/2A Overseas Gibraltar (R&S) Complete
TPSL Overseas Gibraltar NSCD (S) Gibraltar 24-Oct-11 1 11-Jan-12
DII Increment 1/2A Overseas Washington (S) Complete
TPSL Overseas Washington NSCD (S) Washington 01-Aug-11 1 26-Sep-11
DII LABYRINTH Phase 2 Impl Complete
TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC 19-Jul-12 1 14-Jul-12 TBC TBC TBC TBC
Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present
SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date
1
1 1
1 1
DII Increment 1/2A Release 2B Cambrai Gateways Complete
DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service
21%
1% 2,616
0.76 1,890
Pending 3a BL Agreement
0.920.87 1,271
TBC
TBC 1 1
0.69 0.58
0.98
0.90
0.67
1
ESCALATION DECISIONS
PMCB **-Jul-11 5UNCLASSIFIED
SUSL RSP for Legacy Closure Exception Summary• Project Stage: Closure of Legacy Services ARM I D 10573
• Cause: Liability: Legacy System LUL delays incurred due to GFA / Network Ready slips incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the MOD.
• Consequences: Cost over run to MOD. DI I I PT/ SUSL have exhausted options on this issue.
• Recommendation: 1
2£1.6 mNilRS ENDNilNilCost is notavoided
2 Do nothing
1NilNilRS ENDCost saving of£1.6 m to MOD
NIL
NIL – Incr 3ahas a stability ofdelivery that cangenerate firmertimelines for RSend
1 Generate flexibility in the RSperiod that will save the MOD £1.6Million. Request from PMCB toSCARS board.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
PMCB **-Jul-11 4UNCLASSIFIED
SUSL LAN-Side Encryption Exception Summary• Project Stage: Overseas site delivery & on-going support. ARM I D 7222.
• Cause: Lack of commercial agreement for support of ECB’s is causing Oversea site delay.
• Liability: 50% MOD – 50% ATLAS
• Consequences: Delivery of DI I / F into USA, Brunei & SHAPE. SUSL/ DI I I PT options for resolution of this issue are totally exhausted.
• Recommendation: 1
2HIGHYearsSequence deliveryNilDelivery can notbe achieved
Delivery can notbe achieved
2 Do nothing – except delay
1HIGHYearsSequence deliveryInc 3atimescales canbe achieved
Capabilitydelivery delayed
MEP4 designscan not beassured, FUL Delayedindefinitely.
1 Instigate senior managementsupport for a joint commercialmeeting to resolve support wrapCost issues.
RankedOptions(1 = preferred)
Cost(£)
ProjectDeviation(wk/days/hours)
Stage Deviation(wks/days/hours)
BenefitsIssues(Issues Log impact)
Risks(Risk Register impact)
DELEGATED AUTHORITY
ESCALATIONS
DAILY/WEEKLY
WEEKLY/MONTHLY
MONTHLY/AS REQUIRED
Portfolio Management 1st October 2013 14
HOW DID WE DO?Paperwork
• Mandate• Blueprint for P3O Office• Staff TOR’s and Job Descriptions• Draft Portfolio and Level 0 Plan• Draft Programme and High Level Plan• Management Information• Confidence Metrics• Operating Model
Activities
• Demand Management and Pipeline• Joint Investment Board• Joint Programme Management and
Control Board• Improved MI and Decision making
Material• ATLAS Migrated EPM2003 to EPM
2010• Wider DES EPM Activity• Developed Portfolio Team and PMO• DIST Operating Model• Quality Control Points
Portfolio Management 1st October 2013 15
WHAT IS GOING WRONG?
• Senior Managers not engaged• Crisis Management • Wasted Resources• Missing Deadlines• Poor Board Behaviour
Portfolio Management 1st October 2013 16
AIMS AND OBJECTIVES
Portfolio Management 1st October 2013 17
SENIOR MANAGEMENT!• Who are they?
–Management Board – Team Leader +8 Deputy Heads• What were they after?
–Clear guidance on P3O and how to transform without breaking normal business.
• How did I achieve it?–Early individual engagement with a clear presentation pack.–Personalised views of the information they valued most.–Personalised views of what they each needed to do.–Clear alignment with BAU activities.–Early circulation of the presentation pack.–Personal attendance at Management Board to present.–Personal commitment to drive the transformation forward.
Architecture Management
SME EngagementResource planningSafety and Security
Strategic Management
PrioritisationDemand Signals
Financial Management
Project CodesFinancial Tracking
Forecasting
Commercial Management
Timely Contract Renewals
Service Management
Protect Live ServiceEasy Transition
Trend Management
Programme Management
Planned ActivitiesResourced Tasking
Positive Control
Portfolio Management 1st October 2013 18
ISSUE
• The DIST Management Board requires confidence that it is managing the overall performance of DIST through predictable and trustworthy evidence.
• This will allow the Board to prioritise resources against key objectives, ensuring that the ‘right things’ are being delivered, whilst achieving value for money.
• As the Board approaches the uncertainty of DCNS and the exit from current commercial arrangements this is essential.
Portfolio Management 1st October 2013 19
ACTION PLAN FOR A P3O Portfolio/PMO/PSO APPROACH
• Strategy– Produce a long term vision backed up by a set of principles– Back it up with a tactical schedule of transformation activity
• Organisation– Agree and Use Common Processes and Governance– Enforce Application and Commitment to Governed Processes
• Process and People– Agree, Publish, Walk and Talk an Operating Model, Standards and Processes– Focused Transformation Project– Senior Team Focused on the Transformation– Up skilling Programme across DIST (promoting and focusing the way we wish to do things)– Empowerment at all levels to simplify decision making
• Technology– Improve consistency of usage of current technology– Further exploit or introduce new technology where justified
Strategic Direction
Long Term Vision
Clear Priorities
Tactical Planning
Informed Decisions
Clear Escalations
Improved Performance
Predictable Outcomes
Customer Satisfaction
CollaborationShared Processes
Shared Tools
Successfully Delivers
Shared Information
Shared Decisions
Portfolio Management 1st October 2013 20
Portfolio Management 1st October 2013 22
WHAT LESSONS CAN I BRING?• That a well articulated vision allows you to effectively test and
adjust your action plan.• That a structured approach (P3M) provides an environment in
which to succeed.• That every opportunity to influence key stakeholders has to be
taken quickly and effectively.• That a phased approach allows the Management Team to agree to
actions even when they are not completely convinced, providing incremental sponsorship.
• That in an organisation as big as the MOD it is impossible to implement a single solution quickly and often the transformation starts in small pockets but can quickly gain momentum.
• That any transformation ultimately succeeds or fails dependent on the amount of energy and enthusiasm that goes into it, quite often from a very small number of individuals.
Portfolio Management 1st October 2013 23
SHOULD I HAVE GONE STRAIGHT TO THE BOSS?• Previous attempts to introduce P3O had tried to go to the top first
and failed because of the lack of senior buy in from the other Management Board members
• BAU took over• I arrived and was dedicated to P3O and creating team etc
• KEY POINT – It was my highest priority activity even over BAU!!
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WHERE IS IT GOING NEXT?
• Me on the Management Board, so far busier.• No replacement yet, so unable to steer as effectively.• Main implementation starting in Oct, so need to maintain
commitment.• Super users, recruitment issues.
BUT• Increasing Awareness.• Advocates on the Management Board.• Significant Executive Support.