Lessons From The Project Front Line - 4th November 2015

Lessons from the project front line

www.pwc.co.uk

APM Event

November 2015

PwC

Agenda

1. Some war stories

2. Key theme to project success

3. Theory to reality

4. Project assurance

5. Summary

6. Q&A


PwC 2

November 2015

Jenny Tuohy

PwC | Programme/Project Manager

M: 07808 799447

E: [email protected]

PwC


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PwC

Some war stories

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War Story No.1Transformation programme


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November 2015

Background

• PwC’s own transformation programme for the financial statements audit practice

• Objective was to update the auditing tools and approach to reflect new methodologies, IT capabilities, and our clients current business models

• The days of using IT as a filing cabinet where over!

• Tight window of opportunity to deploy the new software due to the annual audit cycle

• Performance was business (reputational) critical

Time Cost

Performance

PwC

War Story No.1Transformation programme


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November 2015

Scope

• Using agile development, design and deploy a bespoke IT solution for the global audit practice to document their work

• The UK firm worked in collaboration with the US and Australian firms to lead the global programme

• Matrix team combining IT, audit and compliance SMEs

• Training of the UK practice (circa. 8,000 people) on the software, but also to embed and deliver key behavioral changes

Outcome Success

• Global launch and now 80,000 people are using the new software

• Yes but...

Lessons learnt

• Agile IT development really does need a homogenous, small and simple user base

• Change is about culture and mind-sets, not the tools

• Governance, governance, governance

PwC

War Story No.2ERP IT implementation programme


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November 2015

Background

• A utility company were implementing a new ERP billing system

• Corporate board was not confident in the programmes direction and the progress of the programme to date

• Highly regulated market, and the regulator had imposed a tight timeline

• Performance was business (reputational) critical

Time Cost

Performance

PwC

War Story No.2ERP IT implementation programme


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November 2015

Scope

• Complete an independent review on the status of the programme

• Determine if perceived risks/issues were real

• Provide recommendations to rebuild trust between the programme and the business

Outcome Success

• Trust restored between the programme team and the corporate board

• Yes but...

Lessons learnt

• Consistent and effective reporting is vital

• Know your numbers (have a Dragons Den mind set)

• Governance, governance, governance!

PwC

War Story No.3Business acquisition


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November 2015

Time Cost

Performance

CMACompetition & Markets Authority

Background

• Secondment to a privately owned manufacturing company

• Project managed an acquisition they were making as a result of an investigation by the Competitions and Market Authority (CAM) into one of their competitors

• Underlying IT to support the acquisition did not already exist within the company

• End to end business processes for the new business were not defined or mapped

• 8 week timeframe

• Performance (customer service on-boarding experience) was paramount

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War Story No.3Business acquisition


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November 2015

Scope

• Design and map the end to end business processes for the new acquisition

• Implement and tests a new IT systems to ensure the business was operation on day 1

• Existing IT was provided by a mixture of in-house and third party software providers

• De-coupling of IT from competitors, however, hardware (BT line etc.) restrictions applied

• Training of new staff members on the company and it’s processes

Outcome Success

• New business was fully operational on Day

• Yes but...

Lessons learnt

• Tailor your methodology –an agile and document light approach was key

• Team work and communications is key

• Governance, governance, governance!

PwC

War Story No.4Internal audit project reviews


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November 2015

Background

• Project Assurance function provided via the Internal Audit team

• Range of public sector clients, including the MOD

• Projects for review are identified annually as part of the Internal Audit’s risk based profiling

• Time, cost and performance requirements considered for all audits

Time Cost

Performance

PwC

War Story No.4Internal audit project reviews


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November 2015

Scope

• Scope varied on a project by project basis, but always asked to consider if the project was/is going to be successful

• But what does success mean? And who is asking?

• Balance of providing independent review of project versus future recommendations and gateway review points

• Need to decouple with other audits to prevent ‘over auditing’ e.g. the MPA

Outcome Success

• In flight status report to enable real time improvements/resolutions

• Can we really decide?!

Lessons learnt

• Paper, paper everywhere

• Responsibility and succession planning is key

• Governance, governance, governance!!

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Key theme to project success

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Good governance is really another way of saying good people (management)

Governance – It’s all about people!


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Don’t get lost in the detail – its not all just about deliverables and products

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Key lessons learnt – Governance


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Governance

ProjectBoard

ProjectManager

ProjectTeam

• Project Board roles (Executive, Senior User, Senior Supplier) are key

• The board must be empowered and engaged

• Roles clearly understood (not just documented)

• If appropriate, succession plans are in place

• Effective reporting is essential

• Don’t hide bad news

• Lead from the front

• Get to know your teamand their strengths and weaknesses

• Don’t be afraid to dealwith development points

• Ensure you act as thelink between the boardand the team

• Know your methodologies, but don’t solely relyon them

• Be flexible in approachand your role e.g. get involved in UAT

• Have the project infoat your fingertips

• Be consistent and honest

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Theory to reality

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Theory to reality – Embedded assurance


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The theme of governance is nothing new, but how do you ensure it happens?

Embedded assurance

What does this mean to you and how does it help?

Exercise – Over to you!

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But if you where going to audit yourself, what would you honestly say?

Embedded assurance

The Project Board is responsible, via its Project Assurance role, for monitoring all aspects of the project’s performance and products independently of the Project Manager.

Project Assurance has to be independent of the Project Manager; therefore the Project Board cannot delegate any of its assurance activities to the Project Manager.

– PRINCE2 (2009)

“

”

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November 2015

• Self assessment – Act as your own conscience

- Is your governance structure clear?

- How could you demonstrate good governance in action?

- How is your documentation looking – Too much or too little? Would you really like to cold review it?!

• Project team internal reviews – Builds up team members knowledge and engagement

- How would the team rate themselves?

- P3M3 maturity assessment? Others?

• Independent external reviews – Obtain recommendations for improvement

- Powerful stakeholder tool

- Aligned to project stages

- Effective intermediary when third parties/multiple suppliers are involved

Approaches youcould consider

Planning needs to include plans for project assurance, both in terms of timelines and budgets

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November 2015

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Project assurance

PwC

Project assurance


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November 2015

PwC believe so much in the power of assurance for enabling good governance, that there is an entire team dedicated to providing project assurance for our clients

The role of assurance is to provide information to those that sponsor, govern and manage a project to help them make better informed decisions which reduce the causes of project failure, promote the conditions for success and deliver improved outcomes.

– PwC (2015)

“”

There are a few PwC team tools which I consistently use to think about if I was to audit myself, what would I consider, and how does this help with governance…

PwC

Project assurance – PwC toolsDelivery models


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November 2015

Deepdives

Continuousassurance

Gatereviews

Programme assessments

Highly detailed reviews evaluating specific programme area(s)

• Ability to identify root causes of any issues and how can they be addressed

• Evaluating whether recommended actions have been carried out

• A focus on whether individual programme elements meetsspecific objectives

Focused deep dives

Acting as a ‘critical friend’;also known as a ‘Watch and Challenge’ brief

• Regular contact with the programme team helps in-depth understanding of all aspects of the programme

• Able to provide real time observations and challenge over changes to programme scope, benefits case or forward planning

Continuous assurance approach

High level of detail to assess the quality of programme governance also known as a ‘health-check’.

• Ensures the programme isset up for success

• Identifies potential control design weaknesses and improvement opportunities

• Provides observations over key decisions which affect outcomes.

• Identifies risks and issuesthreatening the successful deliveryof the programme

Programme assessments

Medium level of detail to assess programme governance and alignment with objectives

• Point in time assessment of programme performance,status and outlook

• Assesses programme readinessfor subsequent phases.

• Identifies lessons learnt forfuture phases

Staged ‘gate reviews’

PwC

Project assurance – PwC tools‘The 12 elements’


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November 2015

12 elements of deliveryexcellence

Engaged stakeholders

Clearscope

Managed risks and

opportunities

Delivery-enabling

plans

Focussed benefits

management

High-performing

teams

Smartfinancing

Integratedsuppliers

Agile changecontrol

Embedded life-cycle

assurance and

learningActive quality

management

Governance-enabling

decision-making

Governance and management

Assesses how the programme, as a whole, is being managed – by looking at the governance and decision-making arrangements; stakeholder and talent management, and how lessons are being learned

Programme delivery

This area examines how the programme is being delivered, looking at the plans and schedules, dependency logs, risk registers, change control processes, and how the business requirements are being met. It also assesses how well the overall benefits are being specified and measured

Commercial and finance

Reviews how the programme is being managed from a commercial and cost point of view. It assesses the capability to manage contractual arrangements with higher risks and how effective the reporting and the supply of financial information are

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Summary

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November 2015

Project and programmesreally are unique but transferable

Don’t get lost in the detail – It’s not all just about the deliverables and products

Good governance is really another way of sayinggood people (management)

Project success is consistently linked to good governance

By having a project assurance mind-set youcan plan to deliver good governance and so ultimately project success

What will now you do differently?

PwC

Thank you and please get in touch


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November 2015

Jenny Tuohy

PwC | Programme/Project Manager

M: 07808 799447

E: [email protected]

This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the

information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the

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