Pr Projec ect t Man anagement ement in th the e Ce Centr - - PowerPoint PPT Presentation
Pr Projec ect t Man anagement ement in th the e Ce Centr tral al Ban ank A Focus cus on Pr Project ject Go Governan ernance ce ---- ----------- ------------------ ------------------ ------------------ --------------- ------
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Backgroun
Dimens ensions ions of Projec ject t Governance ernance
esses
ple
uctu tures s
Wher ere e we are today y & & some e final nal commen ments ts
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Issues highlighted by Financial Crisis pointed to need for significant change & improvement. Project Management recognised as a key enabler of that change…. 2010-2012 Central Bank Strategic Plan stated: “We will implement an organisational development programme and resource a dedicated Project Management Office to assist in the successful delivery of a wide range of projects” Working Group undertook a review of Project Management and identified weaknesses, priorities for improvement and charted a road-map to achieve improvement ambition.
PM Maturity & Improvement Ambition
Good Practice framework used to baseline PM practice & capability and chart improvement ambition over 2 broad phases….
Capability Assessment 2011 2017 Improvement Ambition
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2014 Improvement Ambition
2014 2014
2017 - Phase 2
P3M standards, practices, skills & tools organisationally integrated, constituting a good practice
2014 - Phase 1
Standardised processes, structures & disciplines consistently applied - constituting an organisation standard.
2011 - Baseli line ne
No formal processes, procedures
project management standard.
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PM Improvement Programme
Improvement ement Programme amme An Improvement Programme was designed to achieve our ambition… Programme approved by Senior Leadership Team in 2011
Improvement Programme
Proje ject ct Management ement Office Establish a PMO to lead improvement effort & support effective P3M
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Project Governance
Project Governance…the manner & means of leading, planning, monitoring & controlling project activities & people to achieve project objectives…. two related elements
Plans are made and approved…
& plans are Implemented & Controlled…
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Structu uctures es PMO Proce cess ss People ple
Four inter-related components to Project Governance in the Bank..
Standards, compliance & support Application of good practice methodology Defined roles & responsibilities Leadership, management &
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PMO
Standards, compliance & support
Project Governance - The PMO
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Shelf life of PMOs often short - high proportion disbanded in 3 to 5 years. PMOs serve different mandates, have different responsibilities, reporting lines, structures & value propositions - confusion? PMOs increasingly a feature of organisations ….BUT there is no common operating standard.
Various PMO options assessed based on 2 key dimensions - PMO Scope & PMO Services - agreement secured on PMO mandate & responsibilities.
Project Governance - PMO Operating Model Definition
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Derived from how far reaching PMO activities are across the organisation…classified into 3 alternative Domains:
Selected from multiple potential services organised into 3 Service Categories: Combination of services across 3 categories appropriate for the Bank….BUT introduced
Enterprise PMO appropriate for the Bank:
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Owner of project & programme management processes and responsible for compliance. Owner of portfolio & investment prioritisation processes and responsible for administration. Independently assesses proposed project change requests for project & portfolio impact. Approves project change requests within PMO delegated approval authority thresholds. Independently reports on performance & drives the continuous improvement effort.
PM PMO & Pr Proje ject ct Gover ernanc nance
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Proce cess ss
Application of good practice methodology
Projec ect Gover ernance ance – Proce cess ss methodo dolo logy gy
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PM Process based on good practice standard, customised to the
In 2014 & 2016 PM Process assessed by NSAI and confirmed as compliant with ISO 21500
plie ies s approval l gates betwee een n develo lopm pment ent stages es - stage exit criteria determine readiness of project to proceed to next development stage.
s a proj
t lifecycle le developm lopment nt approac
h - facilitating progressive elaboration on project scope, schedule, costs & benefits.
t one but a family ily of Management ement Proc
esses ses - project profiles are diverse in complexity, risk & cost - one size does not fit all.
Project Governance – Suite of processes
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PM Process - a family of 3 management processes
PM Lite - 3 stage process
PM Standard - 4 stage process
PM Plus - 5 stage process
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Bank has directed that project management standards be aligned with good practice:
practice.
PM Process is the Bank standard, with a compliance mandate:
compliance in its project audits.
Projects propose the management process they wish to apply….but PMO is approval authority.
PM Process broadly agnostic to IT SDLC process - iterative or waterfall - subject to meeting defined project controls.
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Peopl ple
Defined roles & responsibilities
Roles es mapped ped to key proj
ect t tasks usin ing g a RASI Matri rix
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Proje ject ct Spons nsor
Leader of Project and Accountable for its success & realisation of targeted benefits.
Proje ject ct Work-st stream am Manager(s er(s)
Responsible for delivering component Work-stream on time, in budget to scope.
Proje ject ct Suppl ply y Stakeho eholder( der(s) s)
Accountable for providing agreed services and/or completing project Work-streams
5 Key Project Roles Defined….
Proje ject ct Manager er
Responsible for delivering Project on time, in budget and to agreed scope & quality.
Proje ject ct Demand Stak akehold lder er(s) (s)
Responsible for adopting project outputs into business use and realising project benefits.
A = Accountable – R = Responsible – S = Support – I = Inform 14 Common Project Tasks
Establish objectives & requirements Produce Project stage deliverables Approve stage deliverables & exits Secure funding & manage financials Manage resourcing & assignments Manage Project RAID Manage change management Undertake reporting & communication Complete work-stream deliverables Complete Project deliverables Complete to scope, plan & budget Realise Project benefits & value Comply with PM Process Comply with Org. processes & controls
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Project RASI….
Sponsor Supply Stakeholder Demand Stakeholder Project Manager Work-stream Manager A S R R S S S S A & R S A R R S S A S S R & I S & I A R S S S S S S A & R S A S S R S A S S R S S A S S R A S R & S R S A S S R S A S R S S A S S R S A R & I R & I R & I R & I
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Structu uctures es
Leadership, approvals &
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PMO Reports on Portfolio performance Identifies key dependencies & systemic risks Recommends remedial action Proposes strategic portfolio additions & changes CBOC Convenes quarterly as a Portfolio Board, chaired by COO Responsible for ensuring optimum alignment between strategy & execution Prioritises discretionary strategic projects & programmes Reviews and directs on portfolio performance
Portfolio Governance - Prioritisation & Oversight
Support Informed Decision Making
Central Bank Operations Committee (CBOC) performs the role of Portfolio Board…
Organisation Level Structures….
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Project Proposal Review Group (PPRG) Chaired by PMO with IT, Finance, Procurement & Risk representation Reviews project proposals for quality, completeness & reasonableness Provides feedback to Projects in advance of final submission to CBIC CBIC Approval authority for assignment of Investment Funding and/or IT resources Responsible for evaluating & approving project investment proposals & optimising return on organisation investments Chaired by COO with cross organisation representation
Investment Governance - Investment approvals
Support Informed Decision Making
Central Bank Investment Committee (CBIC) investment approval authority….
Organisation Level Governance….
PM Process – Project Level Governance & Management
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Proje ject ct Leader ersh ship p Team m (PLT) T) Participants: Project Sponsor, Lead Stakeholders & Project Manager
Proje ject ct Management ement Team m (PMT) T) Participants: Project Manager, Work-stream Managers & SMEs
Project Level Structures….
Directs
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Where we are today – versus our Improvement Ambition
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a core organisation competency:
75% User satisfaction levels.
with strong prioritisation, investment monitoring & value realisation processes.
Credit: Debit:
Portfolio performance aligned with bottom quartile Level 4 maturity.
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“There is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success than…the introduction of change…” Machiavelli
The scale & breadth of organisation change is generally underestimated:
tensions with organisational cultural and structural norms.
tensions with established ways of working & behaviours.
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