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Copyright John Townsend 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non- commercial,

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Presentation on theme: "Copyright John Townsend 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non- commercial,"— Presentation transcript:

1 Copyright John Townsend 2002. This work is the intellectual property of the author. Permission is granted for this material to be shared for non- commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author. Delivering Strategic Change Groundhog Day Is Over

2 Delivering Strategic Change (Groundhog Day Is Over…)

3 Contents Liverpool John Moores University Groundhog Day Managing Successful Programmes (theory) Managing Successful Programmes (practice) Outcomes and Learning Groundhog Day Is Over (maybe…)

4 Liverpool John Moores University (JMU) Overview  20,000+ students, 16,000+ FTEs  60% of students over 21; 30% part-time  12 th (ish) largest University in UK  5 main sites in central Liverpool  2000/01 income £99m

5 The Problem 1.Very good at reviewing things (Not very good at implementing outcomes) 2.Pretty good at implementing systems (Not very good at realising the benefits) 3.OK at managing individual projects (Not very good at joined-up thinking)

6 The Problem (1) Bad Process Firefight Redesign Process No Problem! Implement? Yes! (out of the loop!) No (too busy firefighting)

7 The Problem (2) Need new IS capability Business case states benefits Close & move on Deliver new capability Deliver benefits? Realise investment in IS?

8 The Problem (3) – learning to juggle… Strategic direction Limitedresources Project A B C D E ? ? ? ?

9 Groundhog Day!

10 Managing Business Change Adoption & Learning Process (Re)definition Systems Development

11 Programme Management ‘the coordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance’. It is an approach recommended where there is ‘…complexity and risk…many interdependencies and conflicting priorities to resolve’ and ‘provides a framework for managing this challenging environment’. (Managing Successful Programmes, OGC). (or, Meta-Project Management)

12 Managing Successful Programmes Developed by the UK Office of Government Commerce, building on the PrInCE Project Management methodology Provides a structure and process for programme management and realising benefits from these capabilities’Focus on ‘delivering new capabilities and realising benefits from these capabilities’ Projects deliver capability; the programme delivers benefits

13 Programme Management Environment Internal or external business environment - (political, economic, sociological, technical, legal) Strategies & initiatives Programme 1 2 3 Business Operations Blueprint (achieved) The Vision

14 Programme Management Process Identifying a Programme Defining a Programme Establishing A Programme Closing a Programme Brief Programme Definition Established Organisation Managing the Project Portfolio Delivering the Benefits Projects & Change Transition Delivered change & Benefits review Running a Programme

15 Programme Management Structure Sponsoring Group Programme Manager Programme Director Project Boards/ Managers Business Change Managers Programme/ Project Support Office

16 Programme Planning (or how to juggle opportunities…) Tranche1Tranche 2Tranche 3 Project A Project B Project C Project D Project E Project F Project G Benefits Realisation

17 The Process Management Board Oracle Student System (OSS) project/earlier review group established need for process management (September 2001), essential for success but outside scope of project Reconvened as the Process Management Board, ‘which will take developments forward and oversee JMU becoming a "process managed" organisation’ (Executive Board 23 rd April 2001) Decided to use Programme Management as method to coordinate multiple projects towards shared strategic objectives OSS project now within framework

18 Why Programme Management for JMU? Places projects in broader context Aligns projects with corporate strategy Manages resources across as well as within Provides specific roles to manage the project portfolio & the delivery of benefits Recognises that the objective is to realise the benefits, not just deliver the capability – an IS project may deliver the capability to do things better, doesn’t necessarily mean the University will do things better

19 Progress to Date Project Management accepted, endorsed, & implemented – essential precursor to Programme Management (start of cultural change) Project portfolio identified & draft Programme plan in place Completed Student Financial Management pilot as proof of concept – Overall student debt reduced by 19% from £3.2m 2001 to £2.61m 2002 In year student debt reduced by 49% from £1.448m 2001 to £709k 2002

20 Progress to Date OSS Phase 1 near to completion, Phase 2 in planning as part of programme Need for integrated eBusiness suite recognised as part of programme Management structure in place in line with new organisational structure, clearly on the executive agenda Aligned with new commitment to the Excellence Model as the blueprint for the programme to deliver against

21 JMU Programme Environment

22 JMU Programme Management Structure Senior Management Group Programme Manager/Head Of CIS Programme Director/ PVC Development Project Boards/ Managers Business Change Managers/Operational Process Owners Programme/ Project Support Office Director of Business Excellence

23 JMU Programme Plan Tranche1Tranche2Tranche3 OSS Phase 1 SFM VLE Phase 1 VLE Phase 2 Timetabling OSS Phase 2 Process Mapping Benefits Realisation 2003 2004 2005

24 Benefits & Issues Benefits Places projects in strategic context Better resource management Clear executive leadership Recognition of need for benefits management Issues White space Language Resistance to change (directed at the wrong things) Organisational weather (or weathering the organisation)

25 Programme Management & the Excellence Model Programme Management

26 Is Groundhog Day Over?


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