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 ---- ----------- ------------------ ------------------ ------------------ --------------- ------ John Thompson
Conte tents nts Backgroun ound Dimens ensions ions of Projec ject t Governance ernance The PMO The Processes esses The People ple The Struc uctu tures s Wher ere e we are today y & & some e final nal commen ments ts 2
Background Or Origins gins & Ambition ition 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. 3
Background PM Maturity & Improvement Ambition Good Practice framework used to baseline PM practice & capability and chart improvement ambition over 2 broad phases…. 2011 - Baseli line ne 2017 Improvement Ambition 2014 2014 No formal processes, procedures or competency that constitute a 2014 Improvement project management standard. Ambition 2014 - Phase 1 Standardised processes, structures Capability Assessment & disciplines consistently applied - 2011 constituting an organisation standard. 2017 - Phase 2 P 3 M standards, practices, skills & tools organisationally integrated, constituting a good practice organisation wide competency. 4
Background PM Improvement Programme An Improvement Programme was designed to achieve our ambition… Proje ject ct Management ement Office Improvement ement Improvement Establish a PMO to lead Programme amme Programme improvement effort & support effective P 3 M Programme approved by Senior Leadership Team in 2011 5
Project Governance Project Governance A Personal Perspective Multiple Dimensions to Project Governance Project Governance …the manner & means of leading, planning, monitoring & controlling project activities & people to achieve project objectives…. two related elements The structures, processes & people by which Decisions & Plans are made and approved… The structures, processes & people by which decisions & plans are Implemented & Controlled … It’s a BIG subject ! 6
Project Governance In the Central Bank Four inter-related components to Project PMO Governance in the Standards, Bank.. compliance & support Proce cess ss Structu uctures es Project ject Application of Leadership, Gover Go ernan nance ce management & good practice oversight methodology People ple Defined roles & responsibilities 7
Project ject Governance ernance The he PM PMO O PMO Standards, compliance & support 8
A Few General Observations on PMOs …. Project Governance - The PMO PMOs increasingly a feature of organisations …. BUT there is no common operating standard . PMOs serve different mandates, have different responsibilities, reporting lines, structures & value propositions - confusion ? Shelf life of PMOs often short - high proportion disbanded in 3 to 5 years. Our Approach: Various PMO options assessed based on 2 key dimensions - PMO Scope & PMO Services - agreement secured on PMO mandate & responsibilities. 9
PMO Operating Framework Project Governance - PMO Operating Model Definition Derived from how far reaching PMO activities are across PMO Scope pe the organisation…classified into 3 alternative Domains: Enterprise PMO appropriate for the Bank: Ubiquity of change agenda Criticality of business engagement & project ownership Selected from multiple potential services organised into 3 PMO O Service ices Service Categories: Combination of services across 3 categories appropriate for the Bank…. BUT introduced on phased priority basis…. 10
Project Governance - PMO Summary PM PMO & Pr Proje ject ct Gover ernanc nance 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. 11
Project Governance - PM Process Projec oject t Governance ernance Pr Process ocess Proce cess ss Application of good practice methodology 12
Project Governance - Process Projec ect Gover ernance ance – Proce cess ss methodo dolo logy gy PM Process based on good practice standard, customised to the operational processes and business needs of the Bank… Adop opts s a proj oject t lifecycle le developm lopment nt approac oach h - facilitating progressive elaboration on project scope, schedule, costs & benefits. Appl 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. Not t one but a family ily of Management ement Proc oces esses ses - project profiles are diverse in complexity, risk & cost - one size does not fit all. In 2014 & 2016 PM Process assessed by NSAI and confirmed as compliant with ISO 21500 13
Project Governance - Process Project Governance – Suite of processes PM Process - a family of 3 management processes PM Lite - 3 stage process Low complexity/risk/cost projects Decision on project readiness taken at Gate 1 PM Standard - 4 stage process Medium complexity/risk/cost projects Decision on project readiness taken at Gate 2 PM Plus - 5 stage process High complexity/risk/cost projects Decision on project readiness taken at Gate 3 14
Project Governance – Process Summary Bank has directed that project management standards be aligned with good practice: NSAI has assessed PM Process in 2014 & 2016 and confirmed good practice. PM Process is the Bank standard, with a compliance mandate: PMO monitors and reports on compliance - Audit Division tests compliance in its project audits. Projects propose the management process they wish to apply….but PMO is approval authority . In practice not an area of contention. PM Process broadly agnostic to IT SDLC process - iterative or waterfall - subject to meeting defined project controls . 15
Project Governance – People Pr Project oject Governanc ernance e People ople Peopl ple Defined roles & responsibilities 16
Project Governance – People 5 Key Project Roles Defined …. Proje ject ct Spons nsor or Leader of Project and Accountable for its success & realisation of targeted benefits. Proje ject ct Manager er Responsible for delivering Project on time, in budget and to agreed scope & quality. 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 Demand Stak akehold lder er(s) (s) Responsible for adopting project outputs into business use and realising project benefits. Proje ject ct Suppl ply y Stakeho eholder( der(s) s) Accountable for providing agreed services and/or completing project Work-streams on time, within budget and to agreed scope & quality. Roles es mapped ped to key proj ojec ect t tasks usin ing g a RASI Matri rix 17
Project Governance – People Project RASI…. Sponsor Supply Demand Project Work-stream 14 Common Project Tasks Stakeholder Stakeholder Manager Manager Establish objectives & requirements A S R R S Produce Project stage deliverables S S S A & R S Approve stage deliverables & exits A R R S S Secure funding & manage financials A S S R & I S & I Manage resourcing & assignments A R S S S Manage Project RAID S S S A & R S Manage change management A S S R S Undertake reporting & communication A S S R S Complete work-stream deliverables S A S S R Complete Project deliverables A S R & S R S Complete to scope, plan & budget A S S R S Realise Project benefits & value A S R S S Comply with PM Process A S S R S Comply with Org. processes & controls A R & I R & I R & I R & I A = Accountable – R = Responsible – S = Support – I = Inform 18
Project Governance – Structures Projec oject t Governance ernance St Structur uctures es Structu uctures es Leadership, approvals & oversight 19
Recommend
More recommend
