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Project Charter

Project Charter. Skills Strategy Implementation Plan 2012-14. Project Charter. The charter acts as the:. The charter is not:. Implementation Plan 2012-2014. ✓. A single document summarising the Project A high level management document

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Project Charter

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  1. Project Charter Skills Strategy Implementation Plan 2012-14

  2. Project Charter • The charter acts as the: • The charter is not: Implementation Plan 2012-2014 ✓ • A single document summarising the Project • A high level management document • A basis for management decisions regarding scope, approach, quality, timelines and budget ✓ • As an aid to communicate both within and outside the Project • To confirm the commitment of the sponsoring executive to the Project • As a definitive statement of the Project Scope • As a basis for detailed planning ✓ ✓ • Solution design document • A document that covers the content and design detail of the Skills Strategy. ✗ BPeSA-PPTMasterTemplate-27Feb2012-PF

  3. Project background Job Creation Educational Interventions West Coast Realistic Approach Central Karoo Skills Development across various Levels Breede River Valley Klein Karoo Wine-lands • Entry level skills; • Leadership and; • Specialist skills in the Business Process Service Sector (BPS) Cape Peninsula Garden Route Overberg Priority over 12 Months = 5 Key Objectives BPeSA-PPTMasterTemplate-27Feb2012-PF

  4. Project Goals and Objectives • Objectives 2012 2013 Nov Dec Jan Feb Mar Apr 1 Appoint a Manager for the Human Capital Portfolio March 2013 2 Initiate Quick Win Initiatives with the first to start by end 2012 March 2013 3 Formulate a suitable competency and curriculum framework End 2012 4 Establish a skills academy April 2013 5 Implement targeted initiatives with a focus on: Insights into Human Capital and Human Performance trends and practices End 2012 BPeSA-PPTMasterTemplate-27Feb2012-PF

  5. Two key elements of the Industry Skills Strategy Skills gap analysis Competency & Curriculum framework for Scarce and critical skills Conducting research and disseminating Build greater insights into Human Capital and Human Performance trends and practices Development of a sustainable skills pipeline Skills academy: un-employed ,BPS agents Team leaders and supervisors; Ops management Interacting with policy makers and regulators • Quality Control & Assessment and Certification services Facilitating and hosting events to share best practice and learning Institutionalising skills development • Providing advice and referrals The Skills Academy avirtual organisation of multiple service entities BPeSA-PPTMasterTemplate-27Feb2012-PF

  6. Key Principles Quick Wins Aim for a measurable impact Tactical Initiatives Longer Term Initiatives Build for a sustainable solution BPeSA-PPTMasterTemplate-27Feb2012-PF

  7. Skills Development Roadmap BPeSA-PPTMasterTemplate-27Feb2012-PF

  8. Guiding principles for implementation The Skills Strategy will be monitored and reviewed periodically New or existing content will be shared wherever possible Individual companies need to continue to source funding on a non-profit base BPeSA Western Cape should not invest in its own infrastructure • Skills Dev data - only used to report Skills Strategy implementation • BPeSA WC will be responsible for quality assurance All delivery resources should be suitably skilled Industry data and info will remain the property of the industry Industry data and info will remain the property of the industry • Have sufficient capacity to provide the services to the industry • Data will remain under the custodianship of BPeSA WC • BPeSA WC will coordi-nate and implement all tasks and activities Existing Infrastructure should be leveraged No personal or corporate data privacy violations will be tolerated Endorsement will only target those entities that qualify Any change to the strategy needs to take place after consultation • Proprietary owned content will be used under licence. • BPeSA WC is responsible for deciding allocating funds among members BPeSA-PPTMasterTemplate-27Feb2012-PF

  9. Critical assumptions • There is general consensus on the proposed implementation approach and plan for the Skills Strategy ✓ • BPeSA Western Cape will appoint a suitably qualified and experienced project Management Company by 30 September 2012 to plan and manage the implementation of the Skills Strategy in collaboration with the Head of Human Capital and the BPeSA Western Cape Exco. • On-going change management will be provided on all implementation projects. • Industry role players will have the time available to volunteer their services to the project as required according to the project plan. • The decision making process to address scope, approach, timings and budget will be efficient and will enable theproject to achieve its target delivery dates. • Industry members will have the appetite to adopt a risk sharing, partnership based approach for designing and implementing the Skills Strategy. BPeSA-PPTMasterTemplate-27Feb2012-PF

  10. Critical assumptions (cont …) • The Skills Strategy will not be in conflict with National goals and initiatives for the sector • There will be sufficient funds to implement the Skills Strategy as described in this project charter • The current service providers in the Western Cape and broader South Africa will have the required capabilities and capacity to provide services required to implement the Skills Strategy. • Role players in the Western Cape industry will collaborate effectively to manage the demand and supply of skills in the province. • Role players in the Western Cape and industry at large will reach consensus on the competencies and curricula required for the BPS sector. BPeSA-PPTMasterTemplate-27Feb2012-PF

  11. Scope of Work • Four Streams • Project Management • Quick Wins • Skills Development • Building and sharing insights Work break down structure Skills BusinessPlan Year 1 Project management Quick wins Skills development Building and sharing insights Set-up Organization Competency framework Comms & information sharing Monitoring and managing Funding Curriculum framework Disseminating information Providing support TL Competency assessment Skills academy Interacting with policy makers and regulators Reporting Skills gap analysis Advice and referrals Learnership Harambee pilot BPeSA-PPTMasterTemplate-27Feb2012-PF

  12. Scope Elements, Project Phases and Time Estimate Analysis Design Develop Implement BPeSA-PPTMasterTemplate-27Feb2012-PF

  13. Scope Elements and time estimate (cont…) Analysis Design Develop Implement BPeSA-PPTMasterTemplate-27Feb2012-PF

  14. Scope Elements and time estimate (cont…) Analysis Design Develop Implement BPeSA-PPTMasterTemplate-27Feb2012-PF

  15. Scope Elements and time estimate (cont…) Analysis Design Develop Implement BPeSA-PPTMasterTemplate-27Feb2012-PF

  16. Success criteria The project has been delivered on time and within budget The successful acquisition of funding resources The successful buy-in of industry service providers The maintenance of a high quality output that is endorsed by the industry BPeSA-PPTMasterTemplate-27Feb2012-PF

  17. Academy Model Overview:As it forms part of Establishing a skills academy BPeSA-PPTMasterTemplate-27Feb2012-PF

  18. Roles and Responsibilities of the Project team Business Owner • Planning and managing the project, on behalf of BPeSA Western Cape, to deliver the target objectives within budget and on schedule. • Verifying that all service providers are selected correctly and agreements are properly completed and signed by all parties. • Consulting to role players throughout the programme. • Reporting to the PSC. • Resolving issues. • Managing the project teams spend against budget. • Participate in the Project Steering Committee meetings and project review meetings. Gareth Pritchard of BPeSA Western Cape 3rd Party Project Manager Business Sponsor • Planning and managing the project, on behalf of BPeSA Western Cape, to deliver the target objectives within budget and on schedule. • Verifying that all service providers are selected correctly and agreements are properly completed and signed by all parties. • Consulting to role players throughout the programme. • Reporting to the PSC. • Resolving issues. • Managing the project teams spend against budget. • Participate in the Project Steering Committee meetings and project review meetings. Administration and Finance Manager To be provided by BPeSA Western Cape BPeSA-PPTMasterTemplate-27Feb2012-PF BPeSA-PPTMasterTemplate-27Feb2012-PF

  19. The Project Steering Committee • Composition Roles an responsibilities: • The Committee shall consist of at least 6 members, of which at any time: • Three members shall be nominees of the industry. • One member shall be a representative of the Western Cape Provincial Government. • One member from BPeSA Western Cape who shall also be the Chairperson. • One member of the public with expert knowledge and experience in the industry due to previous experience in managing BPS Skills development programmes – non-voting (optional). • The Chairperson may nominate an alternative Chairperson from within the Committee members to Chair in his or her (the Chairperson)’s absence. This shall be communicated to the secretariat beforehand. • A quorum shall be at least 50% of the members • To adjudicate on the proposals submitted by bidding service providers. • To review and approve progress reports after submission of written reports and presentation by the appointed project management entity/entities. • To provide oversight including advisory services to the Project Management entity/entities. • To oversee and guide strategic components of the skills-initiatives/projects/programmes (and, possibly, other areas of human capital activity where relevant), as well as oversee/guide the Human Capital Manager’s approach and activity (from a strategic perspective). BPeSA-PPTMasterTemplate-27Feb2012-PF BPeSA-PPTMasterTemplate-27Feb2012-PF

  20. Project reporting The BPeSA Project Manager and 3rd party Project Management Company shall report to the Committee on a quarterly basis by way of a written submission and a PowerPoint presentation during the Committee meetings. The Committee shall endorse the reports and authorise the CEO BPeSA Western Cape to sign off the reports. BPeSA-PPTMasterTemplate-27Feb2012-PF

  21. Stakeholder analysis BPeSA-PPTMasterTemplate-27Feb2012-PF

  22. Stakeholder analysis (cont…) BPeSA-PPTMasterTemplate-27Feb2012-PF

  23. Project Management Methodology • According to sound Project Management Methodology • The project plan has been developed in MS Project and base-lined as: BPeSA WC.Skills.V3.0. tasks will be added. • Development and maintenance of the project plan and charter; • Development and maintenance of the project risk and issue log; • Scope, timeline and budget management; • Scope, timeline and budget management; • Risk and issue management; • Weekly meetings (telephonic or face to face meetings) of the Project Team to monitor and manage progress against the plan; • Weekly reporting of the Project’s status to the broader stakeholder group; • Quarterly reporting on progress against milestones and on financial performance; • Quarterly (or more frequently, if required) meetings with the Steering Committee; and • Mid-term and end of project reporting. Time Quality Cost BPeSA-PPTMasterTemplate-27Feb2012-PF BPeSA-PPTMasterTemplate-27Feb2012-PF

  24. Quality Management and Change Control • Quality Management • Change Control The quality of the Skills Strategy implementation will be monitored and managed by Subject Matter Experts from the industry in the Western Cape and Nationally. Changes requested need to be approved and signed off by the BPeSA Western Cape Project Manager, before the project team will implement them. Changes that have no impact on the total cost of the project, or the end date of the project; the Baseline Project Plan will be modified to take account of the changes and the details of which will be included in the weekly status report. Changes that do impact the cost, end date or the outcomes of the project. Details of these changes and the approval to proceed with them will be recorded in writing in an appendix to the agrement between the project manager and BPeSA Western Cape. BPeSA-PPTMasterTemplate-27Feb2012-PF BPeSA-PPTMasterTemplate-27Feb2012-PF

  25. Timelines and Milestones As per standard project management methodology key milestones represent major progress points during the course of the Project. They include checkpoints to decide on the continuation to the next phase within the Project, based on quality and cost. • The achievement of these milestones is dependent on the stakeholders’ commitment to the detailed plan. Note that all milestone dates are based on the assumption that critical dependencies will be managed according to the Project Schedule. If a specific task is delayed, then all dependent tasks could potentially be impacted by a corresponding period of time. BPeSA-PPTMasterTemplate-27Feb2012-PF

  26. Project Control: • Risk and Issue Management • A risk is defined as “a measure of the probability and consequence of not achieving a defined project goal. A risk has three components: • An event • A probability of occurrence of that event • The impact of that event An issue is defined as “a risk that has already occurred and therefore needs to be understood, managed and incorporated into the management plan of the project”. Risk Log Risk Issues BPeSA-PPTMasterTemplate-27Feb2012-PF BPeSA-PPTMasterTemplate-27Feb2012-PF

  27. Project Control: • Escalation, Scope and Time Management Any serious deviation from the Project Plan or any other project-related activity that is detrimental to the Project in any way must be escalated to the Project Manager and or Project Owner. A change control process will be established to handle any changes which may take place during the Project. Should any party wish to implement a change, the request will be taken to the Project Steering Committee and a decision taken. BPeSA-PPTMasterTemplate-27Feb2012-PF

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