SLIDE 1 Improving project management capacity
Printworks Conference Centre, Dublin Castle 19th December 2016
SLIDE 2 Item Time Speaker Opening Address (Civil Service Reform Programme) 10.00 – 10.20 Mr Martin Fraser Secretary General to the Government Introduction to the Project Managers’ Network 10.20 – 10.40 Aidan O’Driscoll Secretary General Department of Agriculture, Food and the Marine Project Management in the Department of Defence 10.40– 11.15 Maurice Quinn; Secretary General Department of Defence Vice Admiral Mark Mellett; Defence Forces Chief of Staff Brigitta O’Doherty; White Paper Project Office, DOD Colonel Seán Clancy; Strategic Planning Branch, DFHQ Break 11.15 – 11.35 Launch of the Project Management Handbook for the Civil Service 11.35 – 12.05 Derek Tierney Department of Finance Training supports for Project Managers 12.05 – 12.35 Eilish Keegan Department of Public Expenditure and Reform Upcoming Events 12.35– 12.45 John McKeon Department of Social Protection Buffet Lunch 12.45
SLIDE 3
The Defence White Paper Implementation Process: Use of Project Management - Governance
and Reporting
SLIDE 4
SECRETARY GENERAL DEPARTMENT OF DEFENCE MR MAURICE QUINN
SLIDE 5 TO PROVIDE FOR THE MILITARY DEFENCE OF THE STATE, CONTRIBUTE TO NATIONAL AND
INTERNATIONAL PEACE AND SECURITY AND FULFIL ALL OTHER ROLES ASSIGNED BY GOVERNMENT.
. MANAGEMENT BOARD GENERAL STAFF
Minister Chief of Staff Secretary General
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SLIDE 7
SLIDE 8
WHITE PAPER ON DEFENCE – EXTERNAL STAKEHOLDERS
SLIDE 9 WHY PROJECT MANAGEMENT IS IMPORTANT
TO THE DEFENCE ORGANISATION
Effective and cost efficient delivery of Defence Outputs Drive innovation and excellence through Civil-Military synergy Effective governance
SLIDE 10
DEFENCE FORCES CHIEF OF STAFF VICE-ADMIRAL MARK MELLETT DSM
SLIDE 11
CHANGING OPERATIONAL CONTEXT
SLIDE 12 Equality, Diversity, & Inclusion
Reflective
SLIDE 13 2 X Bde – All Arms Capable DF Training Centre Armour Upgrade Programme Armoured Logistics Fleet Armoured Utility Vehicles LTAVs / Air Defence
7,520
Min 8 Ship Flotilla 2 x Coastal Patrol Vessel 1 x Multi-Role Vessel Counter-Mine / Counter-IED
1,094
Rotary & F/W Platforms Multi-Role Maritime Patrol 3 x ISTAR Platforms Examine Combat / Intercept Radar Surveillance
886
DEFENCE FORCES 2025
SLIDE 14 2 X Bde – All Arms Capable DF Training Centre Armour Upgrade Programme Armoured Logistics Fleet Armoured Utility Vehicles LTAVs / Air Defence
7,520
Min 8 Ship Flotilla 2 x Coastal Patrol Vessel 1 x Multi-Role Vessel Counter-Mine / Counter-IED
1,094
Rotary & F/W Platforms Multi-Role Maritime Patrol 3 x ISTAR Platforms Examine Combat / Intercept Radar Surveillance
886
DEFENCE FORCES 2025
C2 & JFC Review C4ISR & Cyber SOF Jointness & Capability Development
SLIDE 15 2015 2025 2013
White Paper Green Paper Implementation Phases
Programme Management = White Paper Implementation
Strategy Statement
SLIDE 16
WHITE PAPER JOINT IMPLEMENTATION TEAM MS BRIGITTA O’DOHERTY COL SEAN CLANCY
SLIDE 17 PROGRAMME ASSURANCE
Engagement by Sec Gen and COS Joint (Civ/Mil) White Paper Implementation Facilitation Team
established responsible for strategic support/oversight for the programme
- Alignment with Strategic & Business Plans
- Program continuity – vital with 88* separate projects
Reporting to Strategic Management Committee (SMC) and
General Staff / Management Board via a Highlight Report
SLIDE 18 THE JOINT WHITE PAPER IMPLEMENTATION FACILITATION TEAM
Role of the Joint Team: To facilitate the implementation of the White Paper on Defence through the use of Project Management methodologies across all the identified WP Projects. Core Functions of the Joint Team:
- Support – Project Teams; Management Board & General Staff
(SMC), and Minister
- Report - SMC and Minister
SLIDE 19 IMPLEMENTATION FRAMEWORK
Implementation Task (Project) Project Team – Lead
GENERAL STAFF
SMC
MANAGEMEN T BOARD
Civilian-Military Higher Level Management JOINT WHITE PAPER IMPLEMENTATION FACILITATION TEAM Implementation Task (Project) Project Team – Lead Implementation Task (Project) Project Team – Lead
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SLIDE 21
WP PROJECTS OVERVIEW: BRANCH RESPONSIBILITIES (CIVIL)
SLIDE 22
WP PROJECTS OVERVIEW: BRANCH RESPONSIBILITIES (MILITARY)
SLIDE 23 ROLE OF THE IPA
Informal partnership in the development and QA of Project
Management framework
Facilitation of Programme Training Support and advice to the Defence Organisation Support to the Strategic Management Committee
SLIDE 24 Time (Schedule) Cost (Resource) Scope (Deliverable) Quality
CRITICAL PROJECT FACTORS AND CONSTRAINTS
(C) Institute of Public Administration 2014
SLIDE 25
WHERE WE ARE IN PM LIFE CYCLE
SLIDE 26
WHITE PAPER JOINT IMPLEMENTATION TEAM MS BRIGITTA O’DOHERTY COL SEAN CLANCY
SLIDE 27 WHY PROJECT MANAGEMENT IS IMPORTANT
TO THE DEFENCE ORGANISATION
Knowledge Transparency Continuity
SLIDE 28 THE PROJECT INITIATION DOCUMENT/PROJECT CHARTER
The PID is a critical document because it:
- Forces a period of reflection, (we are NOT going to ‘jump in’)
- Is a form of contract between participants (gets buy-in)
- Sets the project in an organisational strategic context
- Assigns Relative Importance
- Commits Resources
- Sets boundaries on the project
- ‘Authorises’ the project
SLIDE 29 PROJECT PLANS
Project Plans = Next Step
- PIDs: Conceptual
- Project Plans: Concrete – the how of the Project
Project Teams with ‘live’/active projects must submit a Project
Plan before their project commencement date
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WORK BREAKDOWN STRUCTURE
SLIDE 31 REPORTING
Why?
- To present progress for the consideration of the Minister
- To situate the White Paper Implementation within delivery of overall
Defence Outputs
- To facilitate the Management Board and General Staff’s consideration of
risks and issues facing projects
- To support key decisions on White Paper Projects
- To support resource prioritisation and workforce planning
- To assist Project Managers with their workload
SLIDE 32 REPORTING CYCLE
Last Friday of the Month: H/L Reports due Mon/Tues: Assignment
meeting held Wed: Project Teams informed of RAGs by phone and mail Thurs: Dashboard material calibrated and SMC packs developed. Fri: SMC packs circulated to Management Board and General Staff
SLIDE 33 REPORTING CYCLE
Last Friday of the Month: H/L Reports due Mon/Tues: Assignment
meeting held Wed: Project Teams informed of RAGs by phone and mail Thurs: Dashboard material calibrated and SMC packs developed. Fri: SMC packs circulated to Management Board and General Staff
SLIDE 34 REPORTING CYCLE
Last Friday of the Month: H/L Reports due Mon/Tues: Assignment
meeting held Wed: Project Teams informed of RAGs by phone and mail Thurs: Dashboard material calibrated and SMC packs developed. Fri: SMC packs circulated to Management Board and General Staff
SLIDE 35 REPORTING CYCLE
Last Friday of the Month: H/L Reports due Mon/Tues: Assignment
meeting held Wed: Project Teams informed of RAGs by phone and mail Thurs: Dashboard material calibrated and SMC packs developed. Fri: SMC packs circulated to Management Board and General Staff
SLIDE 36 REPORTING CYCLE
Last Friday of the Month: H/L Reports due Mon/Tues: Assignment
meeting held Wed: Project Teams informed of RAGs by phone and mail Thurs: Dashboard material calibrated and SMC packs developed. Fri: SMC packs circulated to Management Board and General Staff
SLIDE 37 Lessons Learned
- Role of the IPA
- Support from other PMOs/Network
- Changing environment - Being able to adapt.
- Importance of communication and provision of training and support.
- Version control of documents.
- We (the Defence Org) have tailored specific PM methodology e.g.
PRINCE II to suit our Project Management requirements.
- Top down Sponsorship (SG and COS) - a critical success factor.
- Resilience/Relentlessness of a dedicated resource
SLIDE 38
QUESTIONS
