New Developments in Change, Programme and Project ... · Presentation to APMG Best Practice...

New Developments in Change, Programme and Project

Management in the Local Authorities Sector

Presentation to APMGBest Practice Showcase

June 17th 2005By

Terry Dailey, Programme Director

E-Government Capacity Building ProgrammeODPM

New Developments in Change, Programme and Project

Management in the Local Authorities Sector

Presentation to APMGBest Practice Showcase

June 17th 2005By

Terry Dailey, Programme Director

E-Government Capacity Building ProgrammeODPM

Background

The Local Authority Marketplace

Background

The Local Authority Marketplace

Local AuthoritiesLocal Authorities

• 388 Councils in England & Wales

• London = 33 separate councils

• London Boroughs: 150,000 to 300,000 population

• City / Unitary Councils: 250,000 to 1,000,000+ (Birmingham)

• District Councils: approx 20,000 to 100,000

• Most funding is through Grants from Central Government

• Most deprived Councils = 20% Council Tax : 80% Grant

• Funding comes from each Central Government Department

• The larger councils deliver approximately 700 Services

LA Management silos reflect the funding streamsLA Management silos reflect the funding streams

Dept ofHealth

Office of theDeputy PM

Local Authority

GovDept

GovDept

GovDept

GovDept

Modernising Local Government - The eGov FrameworkModernising Local Government - The eGov Framework

Services Classified by 9 Generic Service Types (BVPI 157)Services Classified by 9 Generic Service Types (BVPI 157)

Best Value Performance Indicator (BVPI) 157-Generic Classification of Customer Interactions

1 Provide Information (e.g. Opening Hours of Swimming Pools)

2 Collect Revenue (e.g. Business Rates / Council Tax)

3 Provide Benefits / Grants (e.g. Housing Benefit, Student Grants)

4 Consultation (e.g. Planning Applications)

5 Regulation / Licences (e.g. Hygiene / Skip & Scaffolding Licence)

6 Application for Services (e.g. Rat Catching, Meals on Wheels)

7 Booking Venues, Resources & Courses (e.g. Night school, Halls)

8 Paying for Goods & Services (e.g. Parking Permits, Room or Venue Hire)

9 Providing Access to Community, (e.g. Regeneration, Asylum Seekers, etc)Professional or Business networks

Best Value Performance Indicator (BVPI) 157-Generic Classification of Customer Interactions

1 Provide Information (e.g. Opening Hours of Swimming Pools)

2 Collect Revenue (e.g. Business Rates / Council Tax)

3 Provide Benefits / Grants (e.g. Housing Benefit, Student Grants)

4 Consultation (e.g. Planning Applications)

5 Regulation / Licences (e.g. Hygiene / Skip & Scaffolding Licence)

6 Application for Services (e.g. Rat Catching, Meals on Wheels)

7 Booking Venues, Resources & Courses (e.g. Night school, Halls)

8 Paying for Goods & Services (e.g. Parking Permits, Room or Venue Hire)

9 Providing Access to Community, (e.g. Regeneration, Asylum Seekers, etc)Professional or Business networks

The ‘Drive to Join Up’ Maturity Model The ‘Drive to Join Up’ Maturity Model

1. Individual services

Councils need to move from services working independently to working in a joined up way across services, directorates and other public service agencies.

2. Joined up services within a

directorate

4. Joined up local

eGovernment

5. Joined up central/local

eGovernment

3. Joined up council

• Single service focus

• Many points of contact within each directorate

• Different point solutions

• Staff feel part of their service

• One point of contact for directorate

• Consolidation of IT systems

• Introduction of new channels

• Staff feel part of their directorate

• One point of contact for council

• Integration of consolidated IT systems across council

• End to end process (front and back office)

• Staff feel part of the council

• One point of contact for all local pubic services

• Consistent service level irrespective of body providing service

• One point of contact for all government service, local and central

Priority Service Outcomes and TransformationsPriority Service Outcomes and Transformations

• Priority Services:• Schools• Community information• Democratic renewal• Local environment• e-Procurement• Payments• Libraries, sports & leisure• Transport• Benefits• Support for vulnerable

people

• Priority Services:• Schools• Community information• Democratic renewal• Local environment• e-Procurement• Payments• Libraries, sports & leisure• Transport• Benefits• Support for vulnerable

people

• Transformation:• Supporting new ways of

working• Accessibility of services• High take up of web-

based transactional services

• Making it easy for citizens to do business with the council

• Transformation:• Supporting new ways of

working• Accessibility of services• High take up of web-

based transactional services

• Making it easy for citizens to do business with the council

E-Government Support & Capacity

Strategy and Programme

E-Government Support & Capacity

Strategy and Programme

The Political DriversThe Political Drivers

• Prime Minister has instructed all Government agencies – To maximise delivery of benefits through

programme management– To open a Programme Management Centre

of Excellence– Office of Public Sector Reform (OPSR) – Improving Programme and Project Delivery

(IPPD) – To use the Gateway Reviews for

Procurement Programmes

The Organisational Improvement DriversThe Organisational Improvement Drivers

• CEO’s are now targeted on CPA improvement by members – and top CEOs can earn up to £200K p.a.

• As part of the CPA Assessment, the Audit Commission instructs all but the top performing councils to improve their programme management

• The Efficiency Agenda (Gershon) requires LAs to tackle more ambitious transformations, e.g. joining up back offices, etc

Achieving Technology – Enabled Business Change - The Role of The 5 Key FunctionsAchieving Technology – Enabled Business Change - The Role of The 5 Key Functions

Customer Serviceand

Performance improvement

Head of ICTTechnical capability, potential, and e-Government change opportunities Programme management

Delivery of effective business, organisationaland technical change

Customer Service ManagementCustomer’s access, service, and quality requirements and opportunities.

Member & Officer e-ChampionsOrganisation’s local objectives,targets and partnership delivery aims

Service managementIndividual service objectives,business targets, andoperation

• Services

• Processes

•Roles

•Rules

•Systems

•Workplaces

Focusing on e-Government change within specific

Services….

…then making the front and back office re-engineering changes to: The 5 functions cover all the

perspectives which, when working together, achieve business change.

PartnersPartners

• SOCITM• IDeA• Audit Commission• OGC• NWeGG• London Borough of Lambeth• London Connects• PEG / EIP• SE Regional Centre of Excellence

• Campion Willcocks – Interim Management• Mantix – Programme Management Consultancy

The Seven Projects and How They Fit TogetherThe Seven Projects and How They Fit Together

Based on ?Research, Consultation and Best Practice

Embedding the Key Functions & Governance• e-Champions• e-Government programme management• Customer Services management• ICT Management• Service Management (Middle Managers)Working together to plan and achieve change

Professional Support Networks• Filing the current gap for programme

managers and customer services managers• Support via Regional e-Gov partnerships• Mechanism for engaging with competency

development• A channel for quick adoption of tools

National Core Competency Framework, for the five key functions• Identifies behaviour, skills, and

capabilities• Points the way for personal development• Diagnostic to help the five ‘change agents’

with empowerment within their organisations

Programme Project Management& Change Management Skill Sets• e-Gov products from NPs, LAs,

OGC and others• Tools and repositories• Consolidation not new invention

Business Case Guide• e-Government practical case studies• Targeted at Decision Makers and Business

Managers• ‘Guide’ to public value business case

development & assessment

Roadmap of Skills Providers• Sources of training and

personal development• Multi-media training methods

Engaging the Professions• Targeting LG professional

bodies• Raising e-Government

awareness• Providing tools and

personal development

Purpose ?Mitigatingthe LGOLRisks

• Lack of capacity in leadership, programme management,business analysis and organisational change

• Failure to adequately engage service and seniorbusiness managers with the e-Government agenda

Core Competency FrameworksCore Competency Frameworks

• What do we mean by competencies?– Competencies are the ability to use

knowledge, understanding, practical and thinking skills to perform effectively to the standards required in employment. They are identified and demonstrated through sets of behaviours that encompass the skills, knowledge, abilities and personal attributes that are critical to successful role accomplishment.

Competency Diagnostic ToolCompetency Diagnostic Tool

Assessing the Development OpportunitiesAssessing the Development Opportunities

The Development FrameworkThe Development Framework

The Competency FrameworkThe Competency Framework

Using the FrameworkUsing the Framework

The e-Government (Also disguised for Efficiency Regime)

Generic Business Case Framework

The e-Government (Also disguised for Efficiency Regime)

Generic Business Case Framework

An Overview

The Four

1 .3 . E s ta b lis h th e o r g a n is a t io n , c o m m u n ic a t io n s & p ro c e s s fo r th e in i t ia t iv e

2 .7 . C h e c k& te s t th e r e a l i t y & a c h ie v a b i l i t y o f th e p ro je c t

2 .8 . C o n f i r m th e p la c e & p r io r i t y o f th e p r o je c t

1 .1 . D e te r m in e f i t w ith c o r p o r a te p r o g r a m m e s , s t r a te g ie s &

p la n s

1 .2 . D e t e r m in e s t r a te g ic v a lu e

1 .4 . P r e p a r e & a p p r o v e s t r a te g ic b u s in e s s c a s e

2 .1 . F in d a s u ita b le b u s in e s s c a s e f r a m e w o r k

2 .2 . D e te r m in e b u s in e s s v a lu e

2 .3 . C r e a te th e b e n e f i ts p r o f i le

2 .4 C a lc u la te th e in v e s tm e n t &

o p e r a t io n a l c o s ts

2 .5 . A p p r a is e th e o p t io n s

2 .6 . P r e p a r e & a p p r o v e th e fu l l (m a n d a to r y ) b u s in e s s c a s e

3 .1 . D e te r m in e p la n fo r im p le m e n ta t io n & p r o c u r e m e n t

3 .2 . D e te rm in e o p e r a t io n a l v a lu e

3 .3 . E s ta b l is h m a n a g e m e n t o f p e r fo r m a n c e f r a m e w o r k

3 .4 . P r o c u r e th e p r o je c t ; r e v ie w m o n ito r & e v a lu a te p r o g r e s s

3 .5 . R e v is e & p r e p a r e th e f in a l b u s in e s s c a s e

3 .6 . A c c o u n t fo r & m a n a g e d e l iv e r y o f b e n e f i ts

4 .1 . R e v ie w & e v a lu a te th e p r o je c t

4 .2 P u b l is h a n d d is s e m in a te th e r e v ie w

1 . P la c in g th e in i t ia t iv e in a

s t r a te g ic c o n te x t

2 . B u i ld in g th e b u s in e s s c a s e fo r

th e p r e fe r r e d p r o je c t

3 . Im p le m e n t in g & p r o c u r in g th e

p r o je c t

4 . P o s t p r o je c t im p le m e n ta t io n , m e a s u re m e n t &

e v a lu a t io n

K e y s t a g e s

O u tp u t f r o m S t a g e 1 :- A S t ra te g ic B u s in e s s

C a s e

O u tp u t f r o m S t a g e 2 :- A p p ra is a l o f o p t io n s - A F u ll B u s in e s s C a s e

O u tp u t f r o m S ta g e 3 :- Im p le m e n ta t io n p la n - A F in a l B u s in e s s C a s e

O u tp u t f r o m S t a g e 4 :- A b u s in e s s c a s e a n d

p ro je c t r e v ie w

Stages of A Business case

The Four Stages of A Business case

Key output from Stage 1: The Strategic Business CaseKey output from Stage 1: The Strategic Business Case

• This sets out:– The needs & purpose of the project– Who the interested parties are– The project scope and definition– Its proposed organisation and communication

structure– Its benefits profile (and aims and objectives)– The links to strategic and corporate

programmes and plans– The links to business and service

improvement and change plans

Key output from Stage 2: The Full Business CaseKey output from Stage 2: The Full Business Case

• This sets out (in more detail that the strategic case):– The benefits profile (and aims and objectives);– Links to strategic and corporate programmes and

plans– Links to business and service improvement and

change plans– Operational costs and efficiency savings– The risks involved – and how they can be managed– Detailed costs, and criteria for evaluation and

prioritisation– Support from the financial model– An implementation project plan and timetable– Plans for procurement strategy development– Milestones for business case revision

Programme, Project & Change Management Skill SetsProgramme, Project & Change Management Skill Sets

An Overview

Vision for the PPM / CM ProjectVision for the PPM / CM Project

• A set of products that can help councils implement PPM / CM for the first time

• Tools that provide help to those councils that are more experienced in PPM / CM, with a more aspirational aspect, but on a ‘dip in dip out’ basis (Leading Councils Group)

• A set of draft products that councils can run with asap (Feb)

• An integrated set of products that can be accessed over the web or on CD ROM (Apr /May)

• The agenda for a community of practice based around PPM / CM that will encourage councils to become self sufficient, and willing to try new approaches.

PPM / CM Product MatrixPPM / CM Product Matrix

OVERVIEW Level 1 Level 2 Level 3

Project Management

Maturity Framework Overview

Chester & Cheshire PM Entry Point South Lakeland

PM Inter-mediate by ManchesterSimple PSO

Prince 2

PSO(1)

Programme Management


Chester & Cheshire

Manual ChecklistsLambeth

LA style MSP Introduction,

OGC

PSO(2)

MSP

Change Management

Overview of Change Management

OGC / Lambeth

???????(Lambeth)

CM Handbook Lambeth Practitioners Guide Lambeth, et al

(OGC PM Handbook)

PPM / CM Product Matrix – Current StatusPPM / CM Product Matrix – Current Status

OVERVIEW Level 1 Level 2 Level 3

Project Management


Chester & Cheshire PM Entry Point South Lakeland

PM Inter-mediate by ManchesterSimple PSO

Prince 2

PSO(1)



Chester & Cheshire

Manual ChecklistsLambeth

LA style MSP Introduction,

OGC

PSO(2)

MSP

Change Management

Overview of Change Management

OGC / Lambeth

????????(Lambeth)

CM Handbook Lambeth Practitioners Guide Lambeth, et al

(OGC PM Handbook)

Business Case Guidance Auditors GuideCompetency Framework Diagnostic Tool

Examples – PM HandbooksExamples – PM Handbooks

Programme Management is about Getting All Your Ducks In A Row

Programme Management is about Getting All Your Ducks In A Row

False Starts

Confusion

Frustration

Change

Anxiety

Gradual Change

Vision Skills Incentives Action Plan

Vision Skills Incentives Resources

Action Plan

Vision ResourcesSkills Incentives

Skills Incentives Resources Action Plan

Vision Incentives Resources Action Plan

Vision Skills Resources Action Plan

Adopted from the American Productivity and Quality Center Consulting Group

Problem – Overlapping GovernanceProblem – Overlapping Governance

Based on OGC Best Practices

Identifying AProgramme

Defining AProgramme

EstablishingA

Programme

Initiating AProject

ManagingStage

Boundries

ControllingA Stage

ManagingProductDelivery

Closing AProject

Closing AProgramme

Managing A Programme

Directing A Project(s)

Managing AProjectPorfolio

DeliveryingBenefits

ProjectMandate

ProjectBrief

Authorised PID Advice HighlightReports

End stage ReportPlans

Checkpoint ReportsWork Package

Closure

ExceptionReports

Work PackageAuthorisation

End ProjectReport

Directing A Programme

ProgrammeBrief

Authorised VisionBlueprint

StandardsProcedures

LessonsLearned

Delivering Tranches

Progress ReportsBenefits Reviews

QA Audits

EndProgrammeAssessment

BenefitsReview

Starting UpA Project

OGC MSP

OGC Prince 2

Web-based dissemination of guidanceWeb-based dissemination of guidance

E-Business Case

Change Management

Home page - identifies target audiences and explains how each should use this site

CONTEXT PRACTICAL SUPPORT

Intro- awareness about role of PPM/CM;

Core Competency Assessment

to help councils to understand their current

capabilities; routemapto detailed

practical advice and support

Who for: everyone


Project Management

Step by step descriptions suitable for

implementing as council

standards plus templates;

routemap to real-life examples and other sources of practical advice

and support eg training

Who for: practitioners

Dissemination ProgrammeDissemination Programme

• June onwards– Targeting

• Chief Officers & HR / OD officers• Programme & Project Management practitioners

– E-Government Learn & Share Expo events– E-Champions Network events– EIP/PEG events– Partnering to pilot dissemination programme with:

• Regional LGA organisations• Regional Improvement Partnerships • Regional e-Government Partnerships

– 20 Min presentation to Chief Officers– 1 or 2 day workshops with practitioners

So What do we want you to do?So What do we want you to do?

• All - Understand the product range• ATOs - Develop training based upon these

products – IPR is likely to be based upon the OGC Licensing

Model• All - Use the Competency Frameworks & the

PPM / CM Maturity Assessment Tool• ATOs - Help LAs understand where they are on

the Maturity Model• ATOs - Add Value to the basic product set• ATOs - Help LAs to take their next step

– Using the most appropriate products

Capacity ProgrammeCapacity Programme

Programme Office based in Lambeth

Contacts: • Andy Pilgrim: Programme Manager• Laura La Grutta: Programme Support Office Manager• Terry Dailey Programme Director

Telephones +44 (0207) 926 9239 / 2204

E-mail: [email protected]

Web Site: http://www.lamip.org/Microsites/eCapacity/

New Developments in Change, Programme and Project ... · Presentation to APMG Best Practice...

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