Tailoring Msp™ For A People Focused Service Organisation 2 Colin Bartletubbs Plus John Brinkworth
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Transcript of Tailoring Msp™ For A People Focused Service Organisation 2 Colin Bartletubbs Plus John Brinkworth
Advise | Design | Integrate | Deliver
Tailoring MSP for a people-focused service organisationColin Bartle-Tubbs & John Brinkworth
Introductions
Colin Bartle-TubbsDirector - Head of Programme Management, Serco Group
John BrinkworthManaging Consultant - PPM Capability Group Leader, Serco Consulting
Agenda
What is Serco?
Business drivers for MSP
Creating the value in MSP
Tailoring MSP
Developing, Disseminating and Embedding
Next Steps
W hat / who is Serco?
W hat / who is Serco?
W hat / who is Serco?
W hat / who is Serco?
Serco –key statistics
FTSE 100 Company
Turnover of £2.8BN, > 58,000 staff (globally), 600 contracts
40 years of delivering Public Services in:
Aerospace, defence, education, home affairs, local government, science, technology, transport & commercial sectors
Voted most admired Service Company for five years running (Management Today 2008)
Voted 12th most admired UK company (Management Today 2008)
….talks about
“Good is the enemy of Great”
….the need for
“Brutal Honesty”
Drivers for change -“good to great”
Positioning MSP within the Serco delivery environm ent
Serco’s Programme / Change Environment Hierarchy Model
Development of Organisation wide StrategyDefinition of destination / vision to align with the strategy and maintain BAU.Development of Business Case(s)Focus on business sustainability
Ensuring that the value and benefits / Outcomes are delivered through Programme Management
Rigorous Project Management to ensure delivery of projects / work packages / and outputs in accordance with time, cost and quality requirements
Enterprise
Portfolio
Programmes
Projects
•Strategy
•Delivering
• Strategydevelopment
• Translatingstrategy into an
integratedportfolio
• Deliveringsuccessful
programmes
Translation into a portfolio of Strategic Outcomes that are aligned with Vision.Segmenting and prioritising the Portfolio into a comprehensive plan
Advise
Integrate
Deliver
Design
Serco’s ethos
Value-creating
Values-based
“Our Service Delivery is all about Partnerships”
Partnerships
“…….and there are many types of Partnerships!”
Business drivers for MSP in Serco
Client / Customer Demand
Competitive Edge
Increasing Scale of Delivery
Growing Complexity of Contracts
Aligns with Operational Framework
Commercial Drivers for Improved Performance
Public Sector Standard (UK)
Business drivers for MSP in Serco
“Increasing adoption of MSP nomenclature”
Business drivers -getting business ‘buy-in’to MSP
Complicated
Onerous
Time consuming
…or even
Optional
It could not be:
Creating the value in Serco MSP
Foundations for success
Our 5 year journey…
Linked to “Operations”
Less of the ‘Ology’
Tailored training
Accredited examination
Cross business peer group
Above all, we had to make it easy
Developing, Dissem inating & Em bedding Serco MSP
Context – creating complex services
Governance framework alignment
Serco best practice centre
Collateral - libraries and toolbox
Demonstrating the benefits
Context -the challenges of creating com plex services
Results dependant on key individuals …
SPOF
Best practice?Repeatable results embedded
in our people and our process
‘Winging it’ ….with a big dose of luck!
Process richImplementation poor
peop
le
process
£
Money Spent
Degree of Process / Form ality
Getting the balance right
Point of Optimum Balance
“Cost of Winging it!”
“Cost of Prevention” Serco
Processes
Business Lifecycle Governance Process
Serco MSP Governance Them es
Organisation
Planning&
Control
Risk Manage.& Issue
Resolution
QualityManagement
StakeholderEngagement &
Leadership
BenefitRealisation
Management
TheBusiness Case
Vision & Blueprint(Design + Delivery)
Bid Investment / Project Return
Customer Focus / Stakeholder Plans / Bid Capture Plan
Solution / Technology / Sustainability / Legal & Commercial / Internal Processes
Benefit Profiles & Realisation Plans
Bid Team Resources / Strategy & Capability / Procurement /Partners
Authorisations / Plans / Knowledge Transfer
Risk Registers & Issue Logs
Quality Management Strategy & Plans
Serco Route Map for Successful Change Serco MSP 2007 in a “Nutshell”
Advise Design Integrate Deliver Improve
Review and updateCreate Implement, manage and refineLegend: SG = Sponsoring Group SRO = Senior Responsible Owner BCM = Business Change Manager PM = Programme Manager
© Serco
Organisation Structure
Programme Brief
Resource Man. Strategy
Resource Man. Plan
Monitoring & Ctrl Strat.
Programme Plan
Prog. Definition Doc.
Project Dossier
Issue Log
Resolution Strategy
Risk Man. Strategy
Risk Register
Quality Man. Strategy
Quality Man. Plan
Information Man. Strat.
Information Man. Plan
Prog. Comms Plan
Stakeholder Profiles
Engagement Strategy
Benefit Profiles
Benefit Map
Benefits Strategy
Realisation Plan
Business Case
Programme Mandate
Vision Statement
Blueprint
Gov
erna
nce
Them
es
Organisation
Planning&
Control
Risk Manage.& Issue
Resolution
QualityManagement
StakeholderEngage &
Leadership
BenefitRealisation
Management
BusinessCase
Vision & Blueprint
PM (SRO)SRO (SG)
PM (SRO)PM (SRO)
PM (SRO)
PM (SG)
PM (SRO)
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PM (SRO)
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PM (BCM) PM (BCM)
BCM (SRO)BCM (SRO)PM (SRO)
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PM (SRO)
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PM (BCM)PM (BCM)
PM (SRO)
SRO (SG)
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PM (PM)
Defining IdentifyingManaging the Tranches
Delivering Capability
TransformationalFlows
Realising Benefits
End of TrancheReview Closing
Looking for knowledge collateral should be easy
Toolbox –sharing expertise
Available in an everyday language interface
Em bedding
Demonstrating the benefits
Over 250 programme management specialists trained
Getting together– Community of practice – Collaboration rooms
Recognition for engagement
Program m e Leadership CoP - Serco’s vision
To provide “Thought Leadership”and to own, consolidate, share and improve the body of knowledge to enable Serco to consistently deliver successful business outcomes through effective Programme Leadership
Em bedding : Serco-wide Com m unity of Practice
People focused
Electronically supported
Programme Leadership CoP Workshop
Programme Leadership
“Teamroom”
Looking to the future
Keeping the method up-to-date
We deliver increasingly complex programmes and feed lessons from them into updates to the method
MSP continues to evolve and we contribute to that process, supporting OGC – MSP2007
Convergence of Projects, Programmes, Portfolios, and Maturity - P3M3
……and just to m anage your Expectations
Questions / com m ents / discussion