1. An Approach to Effective Project Controls That Works Peter Gable Director RPCuk

2. However skilled Project Managers and Planners may be, if they are operating in a culture that lacks a consistent and disciplined approach to project delivery then they face an uphill battle to deliver programmes and projects successfully. World leading EPPM tools are a waste if the Project Controls professionals that are using them are unable to fully exploit the capabilities that these tools can offer. Effective Project Controls demands a holistic approach that harmonises people, processes and products….or as we call it…EP 3 M

3. AGENDA Introduction RPCuk The Client The Problem Background EP 3 M Approach Lessons learned The People and Processes The Result Questions?

4. IN A NUTSHELL RPCuk has been providing effective project controls solutions for over 20 years and helps organisations to create a holistic environment in which projects are routinely delivered successfully – on time and within budget – and expected returns on investment are fully realised. Our comprehensive portfolio of skills, services and solutions creates the ideal platform to support the complete project lifecycle... project controls expertise and processes software solutions consultancy and education cloud infrastructure provision application support

5. PEOPLE | PROCESSES | PRODUCTS RPCuk specialises in providing world class project controls expertise and solutions that harmonise… PEOPLE experts with first class project controls skills quality generic skills and product training PROCESSES best practices proven methodologies recognised standards PRODUCTS world leading Oracle Primavera software PEOPLEPROCESSES EFFECTIVE PROJECT CONTROLS PRODUCTS

6. ABOUT THE CLIENT The client is building a new Airport Terminal and P6 is the chosen tool of choice to manage the schedule. This particular client had a history of not delivering IT projects on time and on budget and was about to embark on a major software implementation which could be pivotal to the survival of the company in the long term. The client had little or no confidence that the IT project team would succeed and something needed to happen and fast! This project needed a fresh approach and the newly appointed PM introduced a new regime encompassing the People, Processes and Products way of working… EP 3 M

7. LESSONS LEARNED

8. The lessons learned broken down into categories: Data Migration Reporting & Dashboards Communication Infrastructure Support Functionality Input to the lessons learned: Hardware suppliers System Integrators Stakeholders IT Team Members

9. MSP – MAN ENOUGH FOR THE JOB?

10. COMPLIANCE IS NOT OPTIONAL

11. COMMUNICATE THE RATIONALE… …AT THE START

12. ENSURE THE ENVIRONMENT IS AVAILABLE!

13. REQUESTS FOR INFORMATION… …CLOSE OUT EFFICIENTLY AND EFFECTIVELY

14. WEEKLY USER REVIEWS – ESSENTIAL!

15. LEARN FROM THE LESSONS LEARNED!!

16. THE PEOPLE AND THE PROCESSES

17. A very detailed WBS was constructed. This included… existing internal processes service Introduction checkpoints project governance communication The responsible manager for each WBS element was clearly identified A detailed scope of work covered each work package The WBS encompassed internal resources, external suppliers and major players of the IT eco-system

18. THE 100% RULE… States that the WBS includes 100% of the work defined by the project scope and captures all deliverables – internal, external, interim – in terms of the work to be completed, including project management. Is one of the most important principles guiding the development, decomposition and evaluation of the WBS. Applies at all levels within the hierarchy: the sum of the work at the "child" level must equal 100% of the work represented by the "parent" and the WBS should not include any work that falls outside the actual scope of the project, that is, it cannot include more than 100% of the work…

20. A HIGH LEVEL BUT REALISTIC TIMESCALE… EP3MEP3M IT PM Service Intro Func. Design Infra. Test Mgt. Data Train & Imp. Close.

21. Lean and mean is better than big and complex A CRACK TEAM…

22. I know where we are going! Watch out! Sharks ahead! Are we there yet?! Can we get a bigger boat?

23. STICK TO THE PROCESS… …HOW RIGIDLY THOUGH? Delia Smith vs Jamie Oliver Same ingredients, different process, same output… …Lemon Drizzle Cake

24. THE DRUMBEAT

25. By establishing a regular cycle of project management reviews ensured that the whole programme progressed forward in-sync – the drumbeat.

26. DRUMBEAT…THE SECRET… Develop a rhythm or a drumbeat in reporting based on a standard agenda Distribution to different audiences including senior stakeholders. The senior stakeholders get used to reviewing these reports on a weekly basis.

27. WEEKLY COMMUNICATION… EP3MEP3M IT PM Service Intro Func. Design Infra. Test Mgt. Data Train & Imp. Close. Activity Comments

28. IN SUMMARY

29. SUCCESS OR FAILURE?

30. THE KEY POINTS… Learn from the lessons learned – but still expect the unexpected Avoid Scope creep….this is why a clearly defined scope of works that is understood and agreed by all parties is so important. Remember the 100% rule Stick to the drumbeat! Communicate! It’s all about the people.