Programme Board – 100 Day Plan

10th March 2011

working days left...11

2Agenda

Time No. Item Owner

13:00 1 Introductions All

13:10 2 Minutes of last meeting RO

13:30 3 Update from Boards and Meetings/Commercial/ RMG Stakeholder Update

JR

13:45 4 Programme Dashboard RO

13:50 5 Project Updates All PMs

15:00 6 PMO Update RO/BM

15:25 7 Plans for next period RO

15:30 Close

3Governance Cycle

Client ReviewWith RMG and BB to act as the link between the Programme and the relevant business

strategies and stakeholders and to discuss and agree ongoing performance management requirements

Client ReviewWith RMG and BB to act as the link between the Programme and the relevant business

strategies and stakeholders and to discuss and agree ongoing performance management requirements

QuarterlyQuarterly

Board Title and PurposeBoard Title and PurposeFrequency/DurationFrequency/Duration

Programme Steering GroupProvide leadership to the programme in delivering its outputs

and benefits to time, cost, quality and stakeholder expectations

Programme Steering GroupProvide leadership to the programme in delivering its outputs

and benefits to time, cost, quality and stakeholder expectationsMonthlyMonthly

Programme Board

Provide management to the programme to deliver its outputs and benefits to time, cost, quality and stakeholder expectations

Programme Board

Provide management to the programme to deliver its outputs and benefits to time, cost, quality and stakeholder expectations

Day 1 100 Day Plan – Fortnightly

Change – Monthly

Day 1 100 Day Plan – Fortnightly

Change – Monthly

HR Working PartyTo ensure all people related issues are understood and being managed

HR Working PartyTo ensure all people related issues are understood and being managed

WeeklyWeeklyFinance Working Party

To ensure costs and benefits are identified, managed and tracked in accordance with project plans, and linked to P&L

Finance Working PartyTo ensure costs and benefits are identified, managed and tracked in accordance

with project plans, and linked to P&L

Commercials Working Party To manage interdependencies between bid work and project delivery

Commercials Working Party To manage interdependencies between bid work and project delivery

Sponsors BoardEnsure all programme

outputs are embedded as business change

Sponsors BoardEnsure all programme

outputs are embedded as business change

BB BoardBB BoardJV BoardJV Board

Romec ExecRomec Exec

23/223/23/33/3

17/217/2Cost/Phasing Workshop

10/310/3

8/38/3

15/215/2

4Programme Summary

5

6

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8

9

10

11

12

13

14

15

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18

• Plans• Process Review• SharePoint – Checking Out & Editing• Weekly Reporting• Contact List• Business Cases• Joint Mobilisation Groups• Communications

Following slides to cover:• Plans/Dependencies Status• Baseline Data (Romec & RM)• Costs• Benefits• Risks & Issues

PMO Update

19Plans/Dependencies Status

20

What RM information do we need?

Baseline Data

21Programme Costs

Year 0 (Jan 11 – Mar

11)

Year 1 (Apr 11 – Mar 12)

Year 2(Apr 12 – Mar 13)

Year 3(Apr 13 – Mar 14)

Total

Resource £0.56m £4.54m £0.74m £0.33m £6.17m

Capital £0.28m £2.07m £3.81m £0.84m £7.00m

Non-Capital £0.36m £11.73m £0.25m £0.12m £12.46m

Total £1.20m £18.34m £4.80m £1.29m £25.6m

Notes: •Latest figures provided as at 2nd March 2011. Some validation and inclusions still outstanding•Some resource working on bid but charged to change Programme included in numbers above (see below)

22Programme Benefits

23Benefits – Next Steps

• Meet remaining teams• Agree measures• Agree data and source• Define baseline• Define target and date to achieve• Validate with Finance, HR and KPIs• Link to Glide-Slope• De-duplicate• Link to milestones

24Programme Level Risks & IssuesRisk/Issue Mitigation

• Design Principles have not been agreed for the new Operating Model, particularly around Brand and People Strategies – may be unable to implement the required changes by 1st April.

• Pragmatic decision making required to phase the implementation of BBSD over 2011 and 2012. SC is raising with Exec.

• Available time to deliver shortening whilst awaiting deal signature – delays to communications, training, supplier negotiation, etc.

• Reduce by working with what is currently known.• Accept possibility that things may change.

• WSP Enforma Call logging Application / Operation need to change in order to meet Day 1 Requirements. Without correct information being fed it will not be possible to act against new performance framework

• RM to confirm by 9th March whether date will be end April /start May or end June/start July

• Timeliness of Comms across Romec, BBW and Royal Mail where all have different priorities - without effective comms buy in will suffer and this could have a knock on effect on the service.

• Working parties have been requested although timings are stretched ). Meetings to be arranged to discuss but need decisions re when comms can commence.

• Both internal and external IT teams are now at capacity – any additional requirements would need prioritisation which could lead to less effective manual workarounds

• Monitor and assess if required

• Risk that without effective closedown and cutover procedures, issues could surface with outstanding jobs and service could suffer, requiring manual intervention to rectify

• Being planned within the projects

• Possibility of strike action as part of ongoing negotiations within HR • Reduce through planning work taking place within People, Training and Communications to better understand comms/training requirements