Changescape

Project Sponsorship

ExecutiveBriefing

Changescape

What is ‘Best Practice’?

A Best Practice is a technique, method, process or activity, that is believed to be more effective at delivering a particular outcome than any other technique, method, process, etc. when applied to a particular condition or circumstance

The most efficient (least amount of effort) and effective (best results) way of accomplishing a task, based on repeatable procedures that have proven themselves over time for large numbers of people

With best practice a desired outcome can be delivered with fewer problems and fewer unforeseen complications

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First class people in a chaotic environment produce chaotic results

Automation of a poorly defined process produces poor results automatically

The primary issues in the successful delivery of change are not technical

If methods do not serve the individual, they will not endure

Truisms of Process Management

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Business Drivers for Best Practice Delivery

Improve Service to the BusinessResponsivenessPredictabilityReliability

Greater FlexibilityOptions in terms of serviceOptions in terms of delivery location

Improve Delivery Productivity

Save Money

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Quote

Gartner Group

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Case Studies

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Raytheon

Raytheon have committed to the CMMI modelMany divisions now at Level 5US software division started in 1988

More than 400 Delivery StaffMoved from level 1 to level 3 between 1988 and 1992Invested $1m per yearLaid down metrics (above) to measure improvements

Performance(Doing it right the first time)

Non Conformance(Time taken to Redo/correct)

Appraisal(Testing)

Prevention(QA Reviews)

1988 37% 41% 15% 7%

1990 55% 18% 15% 12%

1992 11% 15%

30%

62% 15%

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British Airways

Launched formal Delivery Lifecycle in 2003 in one area (Commercial)Simple 5-stage lifecycle with improved governance, stakeholder management, planning & risk managementReduced people cost of Commercial Projects by 20%Delivered 30% more Commercial Projects with same resourceExtended to whole company in 2005Now have a single Corporate Programmes TeamOne delivery lifecycle for all programmes & projectsCommitted to an ongoing improvement of their programme & project management approachOne single view of all the programmes & projects across the entire company

Focus on Top 50Visibility of 600 other projects

Twice yearly PM Showcase Events for 400 project managersProfessional Certification Scheme for all project managers

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British Sky Broadcasting

Adopted 1 single delivery framework across whole company in July 20116-Stage lifecycle with just 3 stage gatesLight touch on jargon & processSuper 12 list forms focus of main boardTop 50 list is focus area for Leadership TeamRemaining projects governed within divisionsGreater focus on benefits realisationAlready seeing benefits of transparency & prioritisationAnticipate productivity gains in excess of 20%Anticipate benefit gains circa £120M

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Barclays Bank

Implemented “Barclay Change” 10 years agoBrought about strong governance over all changeCompany-wide prioritisation processComplete transparency of portfolioDelivered 24% more projects for same delivery budgetIncreased benefit realisation by over 30%Continuous improvement of the delivery approach led to creation of a corporate operational change function in 2007 Helped protect Barclays when other banks made significant losses in 2008/2009

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RBS Group

Responsibility for all Change Delivery falls to one Group within the Company (Group Business Services)Formalised governance with transparent decision making for project prioritiesSingle point of budgetary control for all changeCommon standard enforced across whole businessClear roles & responsibilities for change deliveryFacilitated the RBS Sunrise Programme that has delivered £500M of benefits to the Group (this is the strategic review that has been undertaken in RBS to drive a return to stand alone strength)

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Need for Transparency & Compliance

Demand constantly outstrips supply therefore we need to deliver the most beneficial change well. It will break at its weakest point – don’t let that be you!

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Benefits of Best Practice Project Management

Intangible

• A common language removes potential for confusion or conflict

• Proven – no need to invent our own wheel

• Greater certainty & predictability over success

• Faster delivery of project benefits

• More motivated people

• Makes it easier to induct contractors and new hires

Tangible

• An improvement in PM maturity could result in as much as a 20% saving in the people costs on all future projects

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Successful & Unsuccessful

Change Programmes

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12 Ways to Make a Change Programme Crash

1. Ignore the business & delivery environment

2. Push a new technology to market too quickly

3. Don’t bother giving time to the initiative

4. Don’t bother supporting the change programme manager

5. Never conduct feasibility studies

6. When problems occur shoot the one most visible

7. Never admit a change programme is a failure

8. Over manage change programme managers and their teams

9. Never bother to conduct change programme learning

10. Never bother to understand change programme trade-offs

11. Allow politics and infighting to dictate crucial decisions

12. Make sure the change programme is run by a weak or

inexperienced leader

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Successful Change Programme Ingredients

Measurable benefits with a compelling business case

Clear benefit ownership within the business

Scope that is fully understood early in the lifecycle

Stakeholder involvement

Clearly understood roles & responsibilities

Following & respecting the lifecycle process

Appropriate level of support & challenge of the PM

Supporting dynamic risk & issue management

Encouraging honest & open reporting

Being available when needed

Strong relationship & expectation management

Effective Sponsorship & Business Ownership

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Examples of Success

& Challenge

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Successful & Challenged Projects

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Group Exercise

Work in teams

What executive level behaviours are conducive to project success?

You have 20 minutes

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Role & Behaviours

of an Effective Sponsor

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Sponsor Role

Clearly understands the business need (time vs. cost vs. quality)Ensures the project fits with the business strategy Communicates the project vision and its business priorityDefines & communicates success criteria for the projectMakes him/herself available to the Project Manager as appropriateSets realistic but challenging targetsChairs the Project Control CommitteeSigns-off the High Level Estimate & PlanMakes business resources available to the project team as appropriateGenuinely believes in the intended outcome (enthusiastic)Shows commitment (invests time)Sells the project to key stakeholders around the rest of the businessManages the political barriers and removes obstacles to successMonitors progress – asks challenging questions in a supportive wayControls or limits change to objectives, scope, requirements, timescale & budgetMonitors the realisation of the business benefitsFormally closes the project

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Pre-Project Behaviours

Understand the opportunity / problem

Agree strategic or tactical fit

Identify the approximate benefits

Establish what are you willing to spend to get the benefits?

Identify what parts of the business will be impacted

Establish the key business stakeholders (Inc. Sponsor)

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Early Engagement Behaviours

Communicate the vision

Focus on Strategic (Long-Term) Solutions

Understand the Impact of Change on People

Use the “Front Door”

Own the Project Charter

Support the High Level Estimate Process

Support the Project Prioritisation Process

Ensure Business Focused Decision Making

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Business Case Behaviours

Prevent waste – No Business Case then No Change!

Identify Categories of Benefits

Contribute to Benefit Forecasts

Help Determine Benefit Measurement Processes

Challenge Costs

Ensure Commercially Oriented PrioritisationNPVComplianceStrategic Fit

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Approvals & Authorisations Behaviours

Stick with Agreed Priorities unless Essential to Change

Make Timely Decisions

Empower others as appropriate

Don’t overturn other’s decisions

Ensure projects are healthy before approving

Be aware of the implications of delayed decisions

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Governance Behaviours

Don’t Over-Govern – Minimal Red Tape

Ensure the Right People are Working Together

Attend the Governance Meetings

Follow the Agreed Processes

Manage by Exception

Support the Project Manager

Avoid Knee-Jerk Reactions: Commercial Need is the Focus

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Requirements Management Behaviours

Focus on Requirements, not Solutions

Be Available to State Requirements

Ensure your Requirements are Understood

Look Beyond the Technology Change

Be Willing to Sign-Off Requirements

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Planning Behaviours

Challenge the PM to ensure:CommunicativeAccurateSensible Time DivisionsDependencies Clear Resources ClearRegular progress reviews included Contingency is realistic Assumptions documentedBaselined

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Progress Reporting Behaviours

Where are we?

Why are we there?

What’s the impact?

What must we do?

What have we learned?

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Project Closure Behaviours

Ensure Lessons are Learned

Ensure Benefits Realisation Takes Place

Formally Close the Project

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Sponsorship Charters

A charter is the grant of authority or rights

It states how an individual or group will exercise the rights bestowed upon them in a practical sense

In a business context, a charter can be used as a powerful motivational statement and as a way of setting then managing expectations in a wider group

A Sponsorship Charter sets expectations in the context of sponsoring programmes & projects

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Group Exercise

Work as one team

Produce your Sponsorship Charter

We will always….

You have 30 minutes