BUSINESS Plan for PROGRAMME & PROJECT MANAGEMENT
BUSINESS plan for PROGRAMME & PROJECT MANAGEMENT
2017/18
.
Service LeadsDirector / Head of Service / Susan Gardner Craig
Portfolio Holder / Cllr Peter Topping
APPROVED BY / Status / Date
Director / Final draft / 11/04/2017
Portfolio Holder / Final / 30/04/2017
Reporting timetable
Progress reports on Business Plan implementation and progress against key measures will be monitored at monthly one to one meetings with the Programme Manager and the Senior Responsible Owner(s).
Section 1 – Context and overview (approx. 4 sides in total – link/signpost to other strategic policy documents where appropriate e.g. Housing Strategy, organisational structure charts)
A. Purpose of this documentThis is the Business Plan for Corporate Services, Programme & Project Management (PPM) for 2017/18. It has been written taking into account the 5-year vision for the service. It describes how objectives will be achieved and business benefits realised within a robust monitoring framework and in the context of the Corporate Plan 2017-2022.
The Plan is divided into the following sections:
· Section 1: Context, Overview and Vision
· Section 2: Operational Plan
· Section 3: Development Plan (service improvement & project based activities)
· Section 4: Delivery Plan Overview
B. VISION FOR THE SERVICE
What do we need the service to look like in 5 years and why? How are current and planned activities shaping this?
The organisation invested heavily in Programme and Project Management (PPM) in 2015. In five years time the service will have a fully operational, current and relevant PPM Policy and Toolkit that allows new and experienced Programme and Project Managers to run both effectively. The service, in association with the Programme Hub, will be recognised as a centre of excellence for PPM offering expertise, advice, assurance and scrutiny. This will add structure and process to PPM allowing Programmes and Projects to identify and realise business benefits and provide organisational development through lessons learned.
The formation of the Programme Hub, with qualified Programme Managers (MSP) and the core “team” of Prince2 qualified Project Managers, will act as champions and enablers to steer the organisation through the introduction of the new policy and process and create a new environment where PPM is based on embedded MSP and Prince2 best practice principles.
C. 5 YEAR VIEW – KEY ACTIVIES & PROJECTS
What are the key activities and projects that will be delivered over the next five years?
· high level, key points only – detail for 2017/18 is in a later section).
· Include an activity or project in all of the years where it will feature i.e. if it spans 3 years include in all three boxes below.
2017/18 / Delivery of the following Programmes and associated projects:
· Business Improvement & Efficiency
· Commercialism
· Working Smarter
· Support the delivery of the Corporate Service Plans through PPM
· Support the delivery of the Planning & New Communities Greater Cambridge
· Ongoing programme delivery and benefits realisation
· Alignment of PPM across 3C partners and County
2018/19 / Ongoing programme delivery and benefits realisation
2019/20 / Ongoing programme delivery and benefits realisation
2020/21 / Ongoing programme delivery and benefits realisation
2021/22 / Ongoing programme delivery and benefits realisation
D. Description of the Service
· The Business Improvement & Efficiency Service came into existence in December 2012. The service was responsible for the development and delivery of a corporate programme of activities under the banner of the Business Improvement and Efficiency Programme (BIEP), the Development Control Improvement Plan (DCIP) and the Commercialisation Programme to improve services, deliver savings and generate income. The service strives to improve efficiency and value for money within a visible financial strategy. The service is now evolving into becoming the organisational lead for all PPM. The service consists of one Programme Manager. The remainder of the Programme Hub and Project Managers are made up of existing staff from other service areas.
· The service acts as catalyst for change, giving greater awareness of organisational change, the triggers, the process and the impact it can have. The programmes facilitate innovation and encourage organisational ambition. The service leads by example to deliver an exceptional customer experience and lead a programme of change to transform service delivery, save money throughout the organisation and identify and promote income generation opportunities. The Corporate Programme Manager ensures a consistent approach and provides a framework for monitoring progress, outcomes and lessons learnt. Each programme will have a benefits realisation plan in order to ensure the delivery of the outcomes and benefits identified in the Business Case, linked to Corporate Plan objectives. Programme and project business cases will be kept under review to ensure they remain on track to deliver benefits within agreed tolerances around cost, timescale and quality.
· A corporate PPM approach has recently been agreed by EMT based on the success of the BIEP and the recommendations of a recent internal audit.
· PPM is to be aligned across the Shared Service partnership and the County Council.
E. Financial overview
The service area itself has no specific budget. The main cost being the salary of the Corporate Programme Manager. Any Project related costs are included within the Business Case for that project.
F. STAFFINg overview
The Corporate programme Manager is the only permanent member of staff within this part of Corporate Services. The remainder of the Programme Hub and Project Managers are made up of existing staff from other service areas.
G. Looking back
· The adoption of new PPM processes and principles by EMT
· Publication of update Project Management Toolkit
· Overview and support of all other corporate projects that are not part of an established Programme through PPM policy development
· Support to Project Managers through training and development.
· Contribution to Shared Services as Intelligent Client
H. Looking FORWARD
Identify key political, economic, social, technological and environmental opportunities and risks/ threats impacting, or likely to impact, on delivery plans and operational service over the next 5 years (cross-referencing service and strategic risk registers as required)
The service is a driver for organisational change and business efficiency. It is required to support and facilitate other service areas to reduce service budgets through improvements and efficiencies and to generate a surplus or cover operating costs through projects that generate an income. The aim to help ensure the financial future for the organisation.
Key risks are resources/capacity to deliver/government policy. Opportunities e.g. shared services, digitisation.
G. Communication and Consultation
Identify:
· Key messages that the Service needs to communicate during the year
· Key Internal and external stakeholders
· How the Service is engaging with key stakeholders to design and develop services
· Ensure that the PPM Toolkit is a current document that details how to run a successful Programme and/or Project giving advice, assurance and providing PPM document templates.
· All members, officers, service users, residents and partners are seen as stakeholders as the ability to run successful Programmes and/or Projects will identify and realise business benefits.
· Corporate programmes will include communication strategies and action plans, arising from detailed stakeholder analysis at definition stage.
· Digital by Default – access to information and services through improved electronic access/communications for staff, members, service users, residents and partners.
· Members: Scrutiny and Overview Committee has endorsed the new PPM approach and backed the Commercialisation Programme. Further member workshops could be arranged around specific Programmes.
Officers: Continued and appropriate PPM Toolkit training. A continued approach using officers with relevant skills, experience and attributes to run and support projects rather than using external consultants. The programme Hub will be instrumental in supporting PPM.
2
SECTION TWO – OPERATIONAL PLAN 2017/18
This Section sets out the “Business as Usual” activities that Programme & Project Management will undertake to deliver value-adding services to customers.
Activity / Link to Corporate Plan Objective / Action / Link to service aims and priorities (Section 1D above) / Outcomes and Performance Measures / Key risks to delivery (cross-reference to Service and Strategic Risk Registers) / Lead Officer1 / PPM - BIEP / AN INNOVATIVE AND DYNAMIC ORGANISATION
Adopt a more commercial and business-like approach to ensure we can continue to deliver the best possible services at the lowest possible cost
/ All / The reduction on the council’s annual draw of the general fund accounts in line with the Medium Term Financial Strategy The programme measures.
The key measure will be if the programme met its objectives without adversely impacting normal business operations.
Post programme review and the use of a programme and project management approach to the delivery of the corporate plan.
Improved service delivery to residents.
IDENTIFY
PRO / The BIEP, DCIP and CP Risk Register will become the Corporate Programme & Project Management Risk Register and will include all current and future programmes.
Key risks are around completion of projects in a timely manner, projects failing to realise financial benefits, inadequate stakeholder engagement, and conflicting priorities within the organisation and partners / Susan Gardner Craig as Senior Responsible Owner (SRO)
2 / PPM – Commercialism Programme / The Corporate Plan 2016-2021 commits SCDC to developing a commercial approach to service delivery. The programme will bring together a number of commercialisation projects which are included in 2015/16 service plans
AN INNOVATIVE AND DYNAMIC ORGANISATION
Adopt a more commercial and business-like approach to ensure we can continue to deliver the best possible services at the lowest possible cost / All / Hearts and Minds - Staff embrace cultural change, understanding and buying into the Vision
Increased resilience
Giving the council a more commercial and entrepreneurial outlook.
Innovative approaches to business operations and service delivery
The programme will strengthen the ability of the council to meet the financial challenges of the future. / The BIEP, DCIP and CP Risk Register became the Corporate Programme & Project Management Risk Register and will include all current and future programmes. Key risks are around completion of projects in a timely manner, projects failing to realise financial benefits, inadequate stakeholder engagement, and conflicting priorities within the organisation and partners / Susan Gardner Craig as SRO
3 / PPM – Working Smarter Programme / AN INNOVATIVE AND DYNAMIC ORGANISATION
Adopt a more commercial and business-like approach to ensure we can continue to deliver the best possible services at the lowest possible cost / All / Vision Statement: South Cambridgeshire Hall is a paperless office providing flexible working options for its occupants whilst generating an income and realising savings for the Council by renting and sharing space with public sector partners. SCDC staff have access to the space, equipment and support they need to be able to continue delivering excellent service, regardless of location.
Key measurables set out in Programme documentation; Outputs e.g. desk ratios, office space and Outcomes e.g. income, financial and environmental savings. / The BIEP,DCIP and CP Risk Register became the Corporate Programme & Project Management Risk Register and will include all current and future programmes. Key risks are around completion of projects in a timely manner, projects failing to realise financial benefits, inadequate stakeholder engagement, and conflicting priorities within the organisation and partners / Susan Gardner Craig as SRO
4 / PPM – All corporate Projects not included in a Programme This is as a result of a recommendation from an Internal Audit Report stating there should be a central overview of all corporate projects / AN INNOVATIVE AND DYNAMIC ORGANISATION
Adopt a more commercial and business-like approach to ensure we can continue to deliver the best possible services at the lowest possible cost / Embed a consistent corporate approach to programme and project management at SCDC / Using SCDC PPM principles to give effective PPM training, support and assurance to give the organisation a consistent approach / The BIEP,DCIP and CP Risk Register became the Corporate Programme & Project Management Risk Register and will include all current and future programmes / Phil Bird
SECTION 3: 2017/18 SERVICE DEVELOPMENT ACTIVITES
Development objective / To continue with a corporate overview of non-BIEP projects to ensure that the project management toolkit is complied with / Describe the desired outcome – what will it look like when it has been achieved? / All corporate projects would be run in a consistent approach / Lead officer / Phil BirdIs this a Project?
(Yes/ No) and description / No – Development Task, to be undertaken in conjunction with Policy and Performance Manager and Programme Hub. / If Yes, project score / Project Size (Large, Medium, Small)
Business Benefits / How will it be measured?
1. All projects and programmes link to the Corporate Plan and corporate objectives / All projects will show the link into the Corporate Plan through the project scoring mechanism
2. All projects and programmes will achieve outcomes and deliver benefits of strategic importance to the business / Benefits realisation will become an important part of PPM
3. Staff will be trained and fully cognisant of PPM principles. This includes Shared Services and other partners maximising joint opportunities / PDR’s, Post Project Reviews and confirmation from EMT that project managers should have, at least, attended the Toolkit Training Course
Outputs & products / Resources / Responsible Officer / Target delivery date
All projects will have (tailored) project management documentation / The Programme Hub – five staff covering all Service Areas / Corporate Programme Manager / Completed and ongoing with new projects
Completed audit of SharePoint 2010 website to identify and ensure comprehensive and accurate identification and configuration of all corporate projects / Corporate Programme Manager and Policy and Performance Manager / Corporate Programme Manager / July 2017
Key risks / · The Projects are not completed in a timely fashion failing to deliver the service improvements/savings/income
· Conflicting operational priorities
Delivery Plan Overview