1. Z26 Project Management The Effectiveness of Workshops Graham Collins University College London (UCL)

2. Objectives
Outline the scoping and process modelling of a blueprint ‘strategic project’
Problems encountered
Lessons learnt

3. The Challenge of Programme Management
Large scale complex change
Final result often unpredictable
Varied interpretations of transition path

4. Initial objective Ensure alignment of objectives
Provide sound basis for transition
without this the programme is likely to veer off course

5. MSP
‘The Blueprint should be maintained and refined throughout the programme’
Managing Successful Programmes, 1999, OGC

6. Blueprint
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

7. Use of blueprint Focus for where programme is heading
Basis for evaluation
Basis for impact of change

8. Need to create a vision to work towards
Programme
Identification
Programme
Definition
Consensus on scope
concept model
i.e. future state
Communication tool
learning tool

9. Invitation Programme had been running 7 months
High level of frustration with consultancy already under contract
No programme definition

10. Initial presentation Our approach to programme and project management
including iterative and incremental approaches in real-time workshops

11. The Usage Pattern Mission Objectives Task Object Model
Class Object Model
Code
Consistency

12. Follow up meeting
It was clear that a lack of progress was causing concern
Political issues were hindering progress
The ‘strategic project’ had become centred on definitions of BPR, Business Improvement etc.

13. Proposal 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

14. Project far too complex
BPR projects
Information systems
Strategic communications

15. Initial workshops Two dates were set First workshop covered scope
Second workshop business modelling

16. Scoping 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

17. Modelling 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

18. Schedule Initial consultancy under contract Workshops Blueprint
Target date abandoned Oct 1998
original target date
Initial consultancy under contract
Workshops
Blueprint
Programme identification
Programme definition
Mar 1998
Nov Consultancy B contacted
Feb 1999
Mar 1999 Blueprint completed

19. Benefits Realisation Strategic goals Programme identification
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.

20. Benefits - Communication
Creation of natural owners
Communication tool
Focus, risk management, and evaluation of alternative ideas

21. Benefits - Consensus
Moved away from discussions of BPR v Business Improvement
Blueprint model created and agreed on
‘Strategic project’ achieved within original timescale set

22. Champions
Champions were created which helped the programme spread more rapidly
‘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

23. Learning 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

24. Learning Points 2
The lack of clearly defined goals were hindering progress
The scope i.e. what is in and what is outside the project
as well as the goals of the ‘strategic project’ needed to be defined

25. Learning 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

26. Learning 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.