Program Management

1. Program Management ….a single point of truth ..with the art of the possible. 12th Sept 2011

2. Large Programs Success Rates Why Projects / Programs Fail Others Poor Organization and Project Management Practices Successful Technical Problems 16% Problems with Suppliers Insufficient Project Personnel Resources 53% 31% Cancelled Ineffective Project Planning Under Perform Poorly Defined or Missing Project Objectives Where Does It Always Go Wrong? Source: Standish Group International, Survey from 2500 personnel attending project management training

3. The Norm – The usual suspects • For most organisations, the challenge lies not just in the mechanics of the method, but more often in the cultural change required to underpin good Project management. • additionally, when most organisations first attempt to use best practice techniques, they typically find that it highlights weaknesses or gaps in the project planning and control processes and capabilities. For example: • a robust baseline Plan needs to be developed as soon as possible - this task alone challenges many organisations - and then it must be maintained and resourced. • the planning process must identify all major project deliverables clearly, within the PBL, not just the functional effort assumed to be required to deliver a project • objective measures of physical progress must be assessed routinely • business systems and processes need to provide data in a timely manner (e.g. costs) and need to be structurally compatible with the needs of the management system. • a comprehensive change system is required to ensure change is consistently applied to the PBL and other controlled Programme Management components (I.e. WBS, OBS, SOW, etc).

4. Programme Management System ANALYSIS SCOPE SOW DB COSTS SCHEDULE EV REPORTING FORECAST & STATUS => Progress DB RISK CHANGE BCRs

5. Programme Control - System Project Plan (IPMP) & Project SoW OBS - Organisation Breakdown structure WBS - Work Breakdown Structure PBS - Product Breakdown Structure SoW - Statement of Work RAM - Responsibility Assignment Matrix EVM - Earned Value Management WAD - Work Authorisation Document Budget Distribution OBS WAD Responsibility Assignment Matrix (RAM) WBS / PBS Master Schedule Level 0 Risks Dependencies Risk Management Dependency planning Statement of work (SoW) Risk Model Schedules Scenario Planning Resource Profile Financial Info EVM Reporting

6. Programme Control - Flow Dependency Planning WAD Actual Bookings (ACWP) Create WP Scope SoW Identify Dependencies Financial Info (Costs) Change Management System Identify Risks Level 0 PM Create BCR Master Schedule Metrix Progress (BCWP) connect Schedule & Resource Bought off Create / Rework Schedule Resource Load Profile Load Schedule into MSP (Planning Tool) (BCWS) Load Schedule into (EV Tool) EVM Reporting Schedule & Resource Bought off Scenario Planning Risk Management (Risk Tool) Risk Model

7. Maturity Model – Gap analyze

8. PMO Compass Business Architecture Presentation Layer – Role Based Portal Browser Based Smart Thin Client Dashboards Webparts • Suite wide interoperability • Unified data design improves data accessibility • Build on .NET platform allows for a mature extensibility and integration architecture • Web based architecture platform enables easier deployment and administration • Common security design reduces total cost of ownership Process Layer – Form Builder, Workflow, Alerts Drag/Drop Form Builder Configurable Workflow E-mail Alerts Extensibility EPM Business Layer – Plan, Execute, Control Schedule Management Resource Management Cost Management Earned Value Analytics Technology Layer – Web, Application, Database Web Server Application Server Database

9. Dashboard Displays Project Performance

10. Questions? Anyone.... Everyone .... ME

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