Implementation of the Blackpool Method

IMPLEMENTATION OF THE BLACKPOOL METHOD

Background

This report outlines the progress made in creating and implementing a unified corporate approach to Project Management. The report is based on information gathered and analysed by the Project Support Office.

In order to understand the importance of Project Management it is essential to first understand what a project is; a project is “a temporary endeavour undertaken to create a unique product or service.” It should be noted that this definition implies that every project must have a clear beginning, middle and end, and its end result must create something that did not previously exist.

Project management is a professional discipline combining a structured framework and approach to achieve a business objective within defined parameters of time, budget and scope. The establishment of clear objectives and associated benefits are essential for the success of the project; once the scope and objectives are clearly defined detailed planning, scheduling and controlling of the tasks that must be completed to achieve the stated project objectives can commence.

Project management therefore provides structure, focus, flexibility and control in the pursuit of results. The current version of the Blackpool Method is available on the intranet from the following link on the Home Page: Project Support Office/ The Blackpool Method/ Version 1.

The Blackpool Method

‘ The Blackpool Method’ methodology has been developed to provide a project management framework for the effective approval, management, co-ordination and monitoring of council projects. The methodology is based on Prince 2 and includes a core of prescriptive actions that should be adhered to in the normal course of project selection and delivery. However, it is also intended to be flexible, allowing the project management model to be adapted to each individual project. Further, the methodology also embraces the reactive / adaptive project management principles developed by the Office of Government Commerce (OGC).

The methodology is process driven and aims to promote an understanding of the key requirements and supporting activities that are essential for the successful management of projects within Blackpool Council. The success of a project relies on the people appointed to the pivotal roles, the Blackpool Method has been designed so that management and staff at all levels can undertake the active management of project costs, benefits, risks, timescales, technology and governance. Although execution of the methodology does not guarantee success, it will improve the overall chances of project success.

The Blackpool Method was introduced as a Code of Practice for Project Management in April 2008 to bring some consistency in the approach to project management. Within the first 12 months of operation the Project Support Office intended to ensure awareness of the Code of Practice and to provide training in its use specific to Blackpool Council. Awareness raising was undertaken by a number of methods including attendance at Directorate Management Teams, Senior Management Leadership Team, Departmental Management Teams and a presentation for members. The training is delivered via a two or half day course with subsequent individualised guidance available from the Project Support Officer during application of the methodology.

Overview of Progress

The progress overview looks back at what has been achieved and implemented over the last 12 months, and looks forward at what needs to be achieved over the forthcoming year to realise the core benefits of a corporate approach to Project Management.

Work Completed  The Blackpool Method framework document has been produced and approved as a Corporate Code of Practice for Project Management.

 The Blackpool Method and supporting Templates are available on the Intranet.

 Article published in the Blackpool Brief.

 Terms of Reference for the Project Support Office have be written and approved.

 Project Management Training Course design specification has been produced and approved.

 Project Management Training courses, based on Prince 2 and the Blackpool Method, have been introduced; 160 members of staff have received training.

 Project Management questionnaire issued and results analysed.

 One to One meetings conducted with Chief Executive and Executive Directors.

Present Work  Review of Blackpool Method – improve features and functionality.

 Customising supporting documents to meet in house requirements.

 Evaluation of Project Management Information System.

 Data collection and analysis - project performance monitoring.

 Establish Project Management Maturity status.  Project approval process and prioritisation.

 Review of training Course design and specification with continuation of training programme in 2009/10.

Future Work  Alignment between corporate strategy and programmes

 Improve the sharing of project information across directorates.

 Establish project depository.

 Establish Project Management Forum.

 Introduction of Project Management Information System.

The implementation of a corporate approach and the improvement of Project Management will take time and continued concerted effort. Consequently, whilst completing the transition process from an ‘Ad Hoc’ project management process to a ‘Consistent’ methodology, it is essential that senior management within the Council:

 recognise the opportunities that the methodology can present to improve project management administration and provide other business benefits;

 create an environment within the authority in which project management can succeed, for example, by supporting the development of high quality project management skills and experience;

 Champion the method and ensure compliance within Directorate and Departmental areas of responsibility.

 insist on having regular feedback on the progress of projects; and

 are proactive in ensuring that there is a coherent project management organisation established at project start up.

Projects are a fundamental component of both the corporate and community strategy, the challenges are significant, and the authority must adapt project management capabilities to match 21st century requirements. Accordingly, the successful development of a unified approach to Project Management is central to achieving a rationalised project selection and delivery process in support of these objectives.

Conclusion

The Blackpool Method has been recognised as Best Practice and fit for purpose. The Council have been visited by a number of local authorities and are receiving a representative from the Lancashire Fire and Rescue Service in July to observe how the Blackpool Method currently operates.

The Project Support office are moving from an introduction and training phase to a more policing and challenging role to ensure the Method is being applied throughout the Council and with the support and leadership of Senior Management within the Council this is achievable. Substantial progress has been made within the first 12 months of operation to raise awareness and support key areas of the Council. It is recognised that a lot of work still remains to fully imbed the methodology and this work is ongoing.

Chris Lewis Head of Project and Programme Management Tourism and Regeneration Directorate May 2009