world class services for a world class city the public sector programme management approach (pspma)...

World class services for a world class citywww.capitalambition.gov.uk

The Public Sector Programme Management Approach (PSPMA)

Executive Briefing

www.londoncouncils.gov.uk/capitalambition/projects/eppm


Objective

• To explain how programme management can help with transformational change

• To introduce the Public Sector Programme Management Approach (PSPMA)


Programme Management in the age of austerity

Can’t be addressed by pay-freezes and

expenditure- trimming alone

Such deficits require transformational

changeor deep cuts to

services

Demand for

better services


Transformational change

Run

the

organisation

Improve the

organisation

Set

Strategic Direction

Projects/programmes

Business-as-usual

Programmes help deliver

change to time, cost and quality and help better decision making at senior officer

and member level


Good sponsorship drives programme success

OGC’s causes of confidence, 2010


Good sponsorship drives programme success

90%

88%

71%

68%

61%

61%

59%

A visible, involved SRO

Strong programme management

Compelling case for change

Early integration of disciplines

High ambition (Stretch goals)

“Best and brightest” team

Horizontal (vs. Functional) process orientation

Source: Home Office


Poor sponsorship is a significant contributor to failure

OGC research on the common causes of programme failure:

1. there is a poorly defined or poorly communicated vision

2. there is insufficient board level support

3. leadership is weak

4. there are unrealistic expectations of the organisational capacity and capability

5. there is insufficient focus on benefits

6. the organisation fails to change its culture

7. there is insufficient engagement of stakeholders

8. there is no real picture (blueprint) of the future capability

9. an incorrect toolset is used


The PSPMA Guide


The PSPMA Lifecycle - Overview


Typical layers of leadership

Business

Operations

Programme Board

Project Delivery

Sponsoring Group

Stakeholders


Recommended Programme Management Roles

Sponsoring Group

SeniorResponsible

Owner

SeniorResponsible

Owner

ProgrammeManager

ProgrammeManager

Senior businessmanagement

Senior businessmanagement

Programme Boardfocus on driving the programme forward

focus on investment and strategic alignment

Project Boardsfocus on delivering the capabilities


Further Information

Useful Contacts:

Tim Ellis – Royal Borough of Kensington and Chelsea Tel: 020 7361 3661 Email: [email protected]

Lorna Gill – Richmond CouncilTel: 0208 891 7124 Email: [email protected]

Information

The PSPMA Guide:http://pspmawiki.londoncouncils.gov.uk/index.php/Main_Page

SRO Guide – “Leading Successful Change”:http://www.londoncouncils.gov.uk/capitalambition/projects/eppm/seniorleadership.htm

The PSPMA Embedding Guide:

http://pspmawiki.londoncouncils.gov.uk/index.php/

PSPMA_Embedding_Guide

Capital Ambition website:http://www.londoncouncils.gov.uk/capitalambition/projects/eppm/default.htm

LG Group Project & Programme Management Community of Practice (CoP) website:http://www.communities.idea.gov.uk/c/22643/


Benefits of using the PSPMA

• The PSPMA helps senior officers deliver changes that stick

• It has been tailored for use by public sector bodies (as at September 2011, 43 organisations are using the PSPMA)

• The PSPMA provides clarity around the programme’s benefits, timescale, costs and structure

• It provides clarity around roles and responsibilities

• The PSPMA improves stakeholder engagement with the public, businesses, elected members, senior officers, staff, central government and partners such as PCTs, Emergency Services and service providers

• It does not create added bureaucracy

• The PSPMA is tried and tested

• It is a simpler version of MSP, but still based on best practices


This presentation was prepared by Outperform UK, An accredited consulting organisation and supporter of

the EPPM programme.

• t 0845 130 4861

• e [email protected]

• w www.outperform.co.uk

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Additional slides follow which may be used for extended

sessions


The PSPMA Checklists


The PSPMA Roles and Document Responsibilities


Projects v ProgrammesProjects Programmes

Characteristics

Driven by deliverables

Finite - defined start and finish

Bounded and scoped deliverables

Delivery of product or outcome

Benefits usually realised after project closure

Shorter timescale

Driven by vision of “End State”

No pre-defined path

Delivers changes to the business capability

Co-ordination of products/outcomes

Benefits realised during the programme and afterwards

Longer timescale

Management focus

Detailed specification (of how)

Control of activities to produce products

High level specification (of why/what)

Stakeholder Management

Benefit realisation

Dependency management

Transition management / change acceptance

Integration with corporate strategies


Importance of using the right approach for the task

Being managed as projectBeing managed as a

programme

It is a project Optimised

Overcomplicated

Over-governed

No clear boundaries, e.g. scope

It is a programme

Interdependencies not picked up

Business is not changed

Benefits are not measured

Optimised


A quick note on Visions

Equilibrium

The Present

Reduce Attractiveness

IncreaseAttractiveness


A quick note on Blueprints

Processes

Technology Information

Organisation

Front Office

Back Office

Support

Customers

Suppliers

New

Front Office

Enhance Enhance Enhance

Back Office

EnhanceOut-Source

Support

Customers

Suppliers

GAP

As Is (current) state Future (Final) state


A quick note on benefits


A quick note on tranches

R

D

C

1st tranche 2nd tranche 3rd tranche

CurrentBusiness

R Research project Development project Change projectD C

D

C

D

D

D

C

Tranche 1 projects

Tranche 2 projects

Tranche 3 projects

FutureStateVision

Benefits enabled Benefits enabled Benefits enabled

A tranche is a programme structure that achieves distinct

step changes in capability and benefit

realisation

(C) Jennifer Stapleton


Copyright

This briefing, along with the core PSPMA guidance, was developed by the Excellence in Programme and Project Management (EPPM) programme, a Capital Ambition funded collaboration involving numerous local and regional authorities and internationally recognised experts.

It is the copyright of London Councils – © All rights reserved.

The briefing is based on an original idea by Aspire Europe Ltd and Outperform UK Ltd, two leading project and programme management training and consulting organisations. Original content reproduced with permission.

Any redistribution or reproduction of part or all of the contents in any form is prohibited other than the following:

•You may print or download to a local hard disk extracts for your personal and non-commercial use only

•You may copy the content to individual third parties for their personal use, but only if you acknowledge EPPM and Outperform as the source of the material

•You may not, except with our express written permission, distribute or commercially exploit the content.

Visit http://www.londoncouncils.gov.uk/capitalambition/projects/eppm/default.htm

for further details of the EPPM programme.

world class services for a world class city the public sector programme management approach (pspma)...

Documents

world class services

world class city

pspma guide slide

better services

programme management

services demand

emergency services

eppm programme