1. 0 Project Portfolio Delivery Process Service Review Workshop 4 June 2010 Dan Hardy Copyright 2010 Fujitsu Services Limited

2. 11 Agenda Background Problem Statement Project to Date Assessment of Outcomes Future

3. 2 Background CSIP March 2009 comments highlight dissatisfaction with Project Delivery, although score is 7.5 Fujitsu agree to investigate CSIP comments, free of charge, as part of securing contract extensions (initial discussions Sep-Oct 2009) Chris Garside appoints Andrew Cooper as P&PM lead to establish Terms of Reference for the “Project Portfolio Delivery Process” (Nov 2009) Terms of Reference agreed with Bolton Council (Dec 2009) Project conceived as 2 months in duration Experienced Fujitsu PMO Manager (SPM) not available; Dan Hardy to lead

4. 3 Problem Statement – tale of two perspectives Bolton Council Too expensive Take too long Don’t understand our Business The solutions are too complex Give a price, then change it! Fujitsu Value is not defined No prioritisation Unable to get close enough Complex environment Requirements Change

5. 4 Project to Date Project Organisation established. Project Board representation from each Bolton Council Department. Executive Board meet to establish and maintain buy-in (Jan 2010) Fujitsu arrange 3 consecutive workshops (Feb – Mar 2010) The invitees understand the aim is to work with Bolton Council to identify weaknesses and opportunities for improving the way change is communicated and delivered Workshop identifies themes; Early Engagement, Visibility, Communication, Attitude to Risk, Variance in Price continued

6. 5 Project to Date Workshop outputs feed a Delivery Framework Document (Mar 2010) Aims to improve process, enhance communication and visibility by offering a consistent repeatable approach to classifying and delivering requests for service or projects Requests are classified based on complexity and level of management Roles for Account team linked to classification Workbooks to be introduced, main features (1) part-populated by Customer to reduce scoping effort (2) reduce co-ordination and management effort (3) stored in mutually visible Sharepoint site to improve visibility (After some delay waiting for feedback) Board Approve Framework and supporting “Golden Rules” (Apr – May 2010) Board Authorise Pilot of the Delivery Framework (May 2010) Children’s Services Desktop Refresh (Simple Work Package) Mobile Platform (Request for Consultancy)

7. 6 Assessment of Outcomes to Date Good Fujitsu viewed as willing to “fix the problem” Constructive Workshops Approval of Framework, foundation for improvement CSIP for Projects unchanged (maybe not “good”, but not bad either!) Bad Intermittent level of support from CICT creating mixed messages Time-scales unrealistic and incongruent with required consensus building activities Assumed portability of Lloyds TSB and PWC process Some Board Members spotted we had a predetermined solution

8. 7 Problem Statement Traffic Light Bolton Council Too expensive Take too long Don’t understand our Business The solutions are too complex Give a price, then change it! Fujitsu Value is not defined No prioritisation Unable to get close enough Complex environment Requirements Change

9. 8 Future Fujitsu On-side the “influencers” and decision makers, demonstrate we can add Business value (IL) Monitor individual Project outcomes and the overall effectiveness of the Delivery Framework (PT) Increase SDU capability to autonomously deliver Simple Work Packages (EL) SDUs improve Resource Management and Task prioritisation (EL) Change head-count. More PCOs, Less PMs. Monitor stress (EL) Where appropriate create Workbooks (PT)

10. 9 Future Bolton Welcome Fujitsu into the Business Engage Early Develop understanding of Project disciplines and Business Value Prioritise Projects Populate Workbooks

11. 10