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World class services for a world class city www.capitalambition.gov.uk The Public Sector Programme Management Approach (PSPMA) Executive Briefing www.londoncouncils.gov.uk/capitalambition/projects/eppm.

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Presentation on theme: "World class services for a world class city www.capitalambition.gov.uk The Public Sector Programme Management Approach (PSPMA) Executive Briefing www.londoncouncils.gov.uk/capitalambition/projects/eppm."— Presentation transcript:

1 World class services for a world class city The Public Sector Programme Management Approach (PSPMA) Executive Briefing

2 World class services for a world class city Objective To explain how programme management can help with transformational change To introduce the Public Sector Programme Management Approach (PSPMA) Page 2

3 World class services for a world class city Programme Management in the age of austerity Council Tax Frozen Government Grant Reduced Other revenues weakened Significant budget deficit Cant be addressed by pay-freezes and expenditure- trimming alone Such deficits require transformational change or deep cuts to services Demand for better services

4 World class services for a world class city Transformational change Programmes help deliver change to time, cost and quality and help better decision making at senior officer and member level

5 World class services for a world class city Good sponsorship drives programme success OGCs causes of confidence, 2010

6 World class services for a world class city Good sponsorship drives programme success Page 6 90% 88% 71% 68% 61% 59% A visible, involved SRO Strong programme management Compelling case for change Early integration of disciplines High ambition (Stretch goals) Best and brightest team Horizontal (vs. Functional) process orientation Source: Home Office

7 World class services for a world class city Poor sponsorship is a significant contributor to failure OGC research on the common causes of programme failure: 1.there is a poorly defined or poorly communicated vision 2.there is insufficient board level support 3.leadership is weak 4.there are unrealistic expectations of the organisational capacity and capability 5.there is insufficient focus on benefits 6.the organisation fails to change its culture 7.there is insufficient engagement of stakeholders 8.there is no real picture (blueprint) of the future capability 9.an incorrect toolset is used Page 7

8 World class services for a world class city The PSPMA Guide

9 World class services for a world class city The PSPMA Lifecycle - Overview

10 World class services for a world class city Typical layers of leadership Page 10 Business Operations Programme Board Project Delivery Sponsoring Group Stakeholders

11 World class services for a world class city Recommended Programme Management Roles Sponsoring Group Senior Responsible Owner Senior Responsible Owner Programme Manager Programme Manager Business Change Manager Business Change Manager Senior business management Senior business management Programme Board focus on driving the programme forward focus on investment and strategic alignment Projects Project Boards focus on delivering the capabilities

12 World class services for a world class city Further Information Useful Contacts: Tim Ellis – Royal Borough of Kensington and Chelsea Tel: Lorna Gill – Richmond Council Tel: Information The PSPMA Guide: Page SRO Guide – Leading Successful Change: s/eppm/seniorleadership.htm The PSPMA Embedding Guide: PSPMA_Embedding_Guide Capital Ambition website: s/eppm/default.htm LG Group Project & Programme Management Community of Practice (CoP) website:

13 World class services for a world class city Benefits of using the PSPMA The PSPMA helps senior officers deliver changes that stick It has been tailored for use by public sector bodies (as at September 2011, 43 organisations are using the PSPMA) The PSPMA provides clarity around the programmes benefits, timescale, costs and structure It provides clarity around roles and responsibilities The PSPMA improves stakeholder engagement with the public, businesses, elected members, senior officers, staff, central government and partners such as PCTs, Emergency Services and service providers It does not create added bureaucracy The PSPMA is tried and tested It is a simpler version of MSP, but still based on best practices

14 World class services for a world class city This presentation was prepared by Outperform UK, An accredited consulting organisation and supporter of the EPPM programme. t e w M_o_R® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries PRINCE2® is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries MSP is a Trade Mark of the Office of Government Commerce The Swirl logo is a Trade Mark of the Office of Government Commerce P3M3 a Trade Mark of the Office of Government Commerce BPUG® is a Registered Trade Mark of Best Practice User Group Ltd Best Practice User Group and the Best Practice User Group logo are Trade Marks of Best Practice User Group Ltd Outperform is a Trade Mark of Outperform UK Ltd

15 World class services for a world class city Additional slides follow which may be used for extended sessions Page 15

16 World class services for a world class city The PSPMA Checklists

17 World class services for a world class city The PSPMA Roles and Document Responsibilities

18 World class services for a world class city Projects v Programmes ProjectsProgrammes Characteristics Driven by deliverables Finite - defined start and finish Bounded and scoped deliverables Delivery of product or outcome Benefits usually realised after project closure Shorter timescale Driven by vision of End State No pre-defined path Delivers changes to the business capability Co-ordination of products/outcomes Benefits realised during the programme and afterwards Longer timescale Management focus Detailed specification (of how) Control of activities to produce products High level specification (of why/what) Stakeholder Management Benefit realisation Dependency management Transition management / change acceptance Integration with corporate strategies

19 World class services for a world class city Importance of using the right approach for the task Being managed as project Being managed as a programme It is a projectOptimised Overcomplicated Over-governed No clear boundaries, e.g. scope It is a programme Interdependencies not picked up Business is not changed Benefits are not measured Optimised

20 World class services for a world class city A quick note on Visions Page 20 Equilibrium The Present Reduce Attractiveness Increase Attractiveness

21 World class services for a world class city A quick note on Blueprints Page 21 Processes TechnologyInformation Organisation

22 World class services for a world class city A quick note on benefits

23 World class services for a world class city A quick note on tranches R D C 1st tranche2nd tranche3rd tranche CurrentBusiness R Research projectDevelopment projectChange project DC D C D D D C Tranche 1 projects Tranche 2 projects Tranche 3 projects FutureStateVision Benefits enabled A tranche is a programme structure that achieves distinct step changes in capability and benefit realisation (C) Jennifer Stapleton

24 World class services for a world class city Copyright This briefing, along with the core PSPMA guidance, was developed by the Excellence in Programme and Project Management (EPPM) programme, a Capital Ambition funded collaboration involving numerous local and regional authorities and internationally recognised experts. It is the copyright of London Councils – © All rights reserved. The briefing is based on an original idea by Aspire Europe Ltd and Outperform UK Ltd, two leading project and programme management training and consulting organisations. Original content reproduced with permission. Any redistribution or reproduction of part or all of the contents in any form is prohibited other than the following: You may print or download to a local hard disk extracts for your personal and non- commercial use only You may copy the content to individual third parties for their personal use, but only if you acknowledge EPPM and Outperform as the source of the material You may not, except with our express written permission, distribute or commercially exploit the content. Visit for further details of the EPPM programme.


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