Principles of Project Management

Case Study -

Programme Management:

Developing a Blueprint

Graham Collins

University College London (UCL)

ObjectivesObjectives

Outline the scoping and process modelling of a blueprint ‘strategic project’

Problems encountered Lessons learnt

The Challenge of Programme ManagementThe Challenge of Programme Management

Large scale complex change Final result often unpredictable Varied interpretations of transition path

Initial objectiveInitial objective

Ensure alignment of objectives Provide sound basis for transition without this the programme is likely to

veer off course

‘The Blueprint should be maintained and refined throughout the programme’

Managing Successful Programmes, 1999, OGC

BlueprintBlueprint

BlueprintBlueprint

How the organisation will operate when the programme has been completed

Blueprint should be refined throughout the programme

Expression of the future, encompassing processes operations etc linked to operational performance to ensure desired effects are realised

Use of blueprintUse of blueprint

Focus for where programme is heading Basis for evaluation Basis for impact of change

Programme

Identification

Programme

Definition

Consensus on scope

concept model

ie future state

Communication tool

learning tool

Need to create a vision to work towardsNeed to create a vision to work towards

InvitationInvitation

Programme had been running 7 months High level of frustration with consultancy

already under contract No programme definition

Initial presentationInitial presentation

Our approach to programme and project management

including iterative and incremental approaches in real-time workshops

Mission

Objectives

Task Object Model

Class Object Model

CodeConsistency

The Usage PatternThe Usage PatternThe Usage patternThe Usage pattern

Follow up meetingFollow up meeting

It was clear that a lack of progress was causing concern

Political issues were hindering progress The consultancy expressed concern over losing

the project management/BPR to a niche consultancy

The ‘strategic project’ had become centred on definitions of BPR, Business Improvement etc.

ProposalProposal

Get the strategic project on track Ascertain whether approach to project

management including workshops would be useful

Create ‘buy-in’ from all stakeholders including consultancy already under contract

Project far too complexProject far too complex

BPR projects Information systems Strategic communications

Initial workshopsInitial workshops

Two dates were set First workshop covered scope Second workshop business modelling

Scoping workshop Day 1Scoping workshop Day 1

Iterative and incremental approach ‘Buy-in’ created by careful selection of

staff and using dialogue in workshop Mission statements were broken down

into objectives

Modelling workshop Day 2Modelling workshop Day 2

Objective was to create the optimal strategic communications model

The new structure was modelled real-time using software developed for the workshop and consensus reached.

Software included a metrics suite and Work Breakdown Structure (WBS) that could be viewed from different perspectives

Nov 1998

Consultancy B contacted

Feb 1999

Blueprint

Workshops

Mar 1999

Blueprint

completed

Mar 1998

original target date

Target date abandoned Oct 1998

Programme identification

Programme definition

Consultancy A under contract

Programme Timeline for DefinitionProgramme Timeline for Definition

Programme

identification

Strategic goals

Process view

conceptual models

process /organisation cross reference

At programme definition the future state is finalised and the tranches for programme delivery. Initial blueprint a major deliverable in this second phase.

Benefits RealisationBenefits Realisation

BenefitsBenefits

Creation of natural owners Communication tool Focus, risk management, and evaluation

of alternative ideas

Benefits Benefits

Moved away from discussions of BPR v Business Improvement

Blueprint model created and agreed on ‘strategic project’ achieved within original

timescale set

‘Most often, the champion is intrigued by the technology ‘silver bullet’….

…and may have even suggested that the project manager use it..

Edward Yourdon, Death March - the complete software developer’s guide to mission impossible projects, Prentice Hall 1997

were created which helped the programme spread more rapidly

Champions Champions

Learning Points 1Learning Points 1

Here it was essential to gain commitment ie ‘buy-in’ from all parties

Workshops were the only way forward There were too many stakeholders with

differing objectives to have chosen any other approach

Learning Points 2Learning Points 2

The lack of clearly defined goals were hindering progress

The scope and goals of the ‘strategic project’ needed to be defined

Learning Points 3Learning Points 3

The lack of tranching of the ‘strategic project’ caused confusion

The WBS was agreed with senior staff and further refined in the workshops that followed

This had a three fold effect, clarity of objectives, instilling confidence in programme staff, and being able to readily identify staff to manage individual projects

Learning Points 4Learning Points 4

Project managers must frame the challenge

The teams must be designed for learning There must be an environment of

psychological safety

Harvard Business Review October 2001, Best Practice, Speeding up team learning Amy Edmondson et al.