City of London Corporation case study
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Transcript of City of London Corporation case study
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City of London Corporation Case Study
Embedding and sustaining portfolio
management
Rebecca KearneyCorporate Programme Manager
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City of London Corporation
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Where did we start?
Constrained capital resources
A project process failure
Member-led review 2009-
2010
New project arrangements
introduced October 2011
![Page 4: City of London Corporation case study](https://reader033.fdocuments.in/reader033/viewer/2022052904/5583b687d8b42a7a798b45d0/html5/thumbnails/4.jpg)
What did we do?
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Where were we? 2011/12
Implementation(2011/12)
Refinement &Improvement (2014)
Consolidation &Compliance (2013)
Time
Change
• Improved communication about projects, especially problems• Corporate overview of all projects within scope • Monthly programme reports to Projects Sub-Committee• Better consistency in decision-making about projects• Greater scrutiny of individual projects is leading to savings• Learning lessons from projects and celebrating success
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Where were we? 2013
Implementation(2011/12)
Refinement &Improvement (2014)
Consolidation &Compliance (2013)
Time
Change
• Following gateway process and using corporate templates• Completing key information on project management system• Lessons learnt – systems for institutionalising lessons• Gateway 0s – business plans• Resource allocation – prioritisation based on categories • Staff changes
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Where are we now?2014
Implementation(2011/12)
Refinement &Improvement (2014)
Consolidation &Compliance (2013)
Time
Change
• Improvements to gateway process and corporate templates• Review of project management system• Changing role of Corporate Programme Office• Training and development
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Lessons
• Drive from the top is critical
• Terminology is not important
• Departmental diversity is ok?
• Talk to people, particularly the difficult ones!
• Articulate clear benefits for all involved
• Embedding and sustaining involves different skills to initiating and implementing
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Any Questions?