www.haringey.gov.uk

Portfolio Management

Creating initial building blocks

APM Conference – 6th March 2014

David Airey – Chief Information Officer &

Head of Corporate Programme Office

www.haringey.gov.uk

Setting the scene

Carpe diem – seizing the moment!

WHAT is straightforward, HOW is the art

A picture says a thousand words – The Jigsaw

Road testing the car

It works!

Where do you stop?

Making it Urgent rather than Important

The journey has started.......L plates on!

Creating initial building blocks

www.haringey.gov.uk

My background

Portfolio Management in IT

– except we didn’t call it that!

Business is familiar with Portfolio Management

– except they didn’t know it!

Setting the scene

www.haringey.gov.uk

Project Dashboard June CITB

4

Demand Pipeline- Project Status

Pro

jects

Single Frontline

Mobile Working Our Hgy app go-live

planned for July.

Sgl Device PID in

progress. Delay in

overall timescales

HfH EDRMS

(Sharepoint)Project end date to be

extended to Q3 agreed

at Board

MS Lync

RolloutTo be aligned to

SmartWorking

Desktop Renewal

Phase 2CCN raised to cover

change in scope to only

purchase laptops

Public Wi-Fi

Registrars

Online Booking

& Payments PM assigned

PID approved

Procurement

underway

SAP

Procurement Revised timelines are

complete, due to change in direction.

Egress (Secure

Email)PID development to

begin in July. To be

aligned to the IGB

Mobile Device

Mgt (MDM)Procurement underway

Funding request to be

made out of CITB

meeting cycle

Visual Files

Upgrade (Legal

Services –

Case Mgt)Re-planning underway

Evergreening

XenApp 6.5CCN raised to de-scope

project to include

compliance deliverables

only.

Framework-i

MosaicTimescales under

review due to testing

resource availability

ClosureDeliveryStart Up/Feasibility

Business Infrastructure Programme

Sharepoint

Community

HousingPM assigned and PID underdevelopment

IP Telephony

ALBACS

Upgrade(Banks Transfer

System)

ICON Migration

(Income Payments

Joint &

Partnership

Working

Instant

Messaging

Business PilotHfH

Contact Centre PID submitted to CITB

for IT resources

Desktop

NotificationsRequest for funding

New Demand

New

Telephone

DirectoryProject agreed as part of

IPT Closure. PM assigned

PID approved

Altiris ProjectAgreed as part of

Evergreening. PM

assigned PID in

development

Windows

Server 2003

UpgradesAgreed as part of

Evergreening. PM

assigned.

Evergreening Business

Libraries IT

ReviewReview underway

Customer

Services

Transformation Projects recommended

from the Online

Improvement Feasibility

Study

Online

Improvements

Additional WorkVeriscan - (Document

verification system)

ShiftTrack Upgrade (C

S)

Spocc (A&H)

Qmatic Upgrade (CS)

Comino Upgrade

(RB& CS)

Improved

Decreased

Same

Business PM

In Scoping

- M3PP

Review

- I-Lap

Review

- Intranet

Refresh

www.haringey.gov.uk

Project Dashboard June CITB

5

Demand Pipeline- Resource Capacity

Pro

jects

Single Frontline

Mobile Working

HfH EDRMS

(Sharepoint)

MS Lync

Rollout

Desktop

Renewal Phase

2

Public Wi-Fi

Registrars

Online Booking

& Payments

SAP

Procurement

Egress (Secure

Email)Mobile Device

Mgt (MDM)

Visual Files

Upgrade (Legal

Services – Case

Mgt)

Evergreening

XenApp 6.5

Framework-i

Mosaic

ClosureDeliveryStart Up/Feasibility

Business Infrastructure Programme

Sharepoint

Community

Housing

IP Telephony

ALBACS

Upgrade(Banks Transfer

System)

ICON Migration

(Income Payments

Joint &

Partnership

Working

Instant

Messaging

Business Pilot

HfH

Contact Centre

Desktop

Notifications

New Demand

New

Telephone

Directory

Altiris Project

Windows

Server 2003

Upgrades

Evergreening Business

Libraries IT

Review

Customer

Services

Transformation PM Required

Online

Improvements

Improved

Decreased

Same

Business PM

In Scoping

- M3PP

Review

- I-Lap

Review

- Intranet

Refresh

Additional WorkVeriscan - (Document

verification system)

ShiftTrack Upgrade (C

S)

Spocc (A&H)

Qmatic Upgrade (CS)

Comino Upgrade

(RB& CS)

www.haringey.gov.uk

Credibility

Prove Portfolio Management works in one

area of your organisation

Use Business advocates to make the case

Confidence

Find key stakeholders who have seen

Portfolio Management work elsewhere

Setting the scene – Lessons Learnt

www.haringey.gov.uk

Economic climate – public sector cuts

focus on right things to deliver resident

priorities with reduced resource is critical

New Chief Executive

“Programme and project management is

boring but.....”

Fundamental re-organisation of senior

management team

Carpe Diem!

www.haringey.gov.uk

Top level sponsorship works wonders!

Traction occurs at times of chaos and

uncertainty

Expand any opportunity to open the door to

Portfolio Management (just don’t call it that!)

It needs a dedicated focus to get the ball

rolling

Carpe Diem! – Lessons Learnt

www.haringey.gov.uk

The WHAT is straightforward

common sense – who can argue?

The HOW is the art and is based on

Culture....

Context....

Put HOW challenges on the table at outset

WHAT vs HOW?

www.haringey.gov.uk

STRATEGIC DIRECTION

Key Business Priorities

Operational/BAU

Directorate Business Plans

Strategic/TransformationalDirectors’ Group Programme Board

Pla

ce &

Susta

inability

Adult &

Housin

g S

erv

ices

Child

ren's

Serv

ices

Public

Health

Stra

tegy &

Perfo

rmance

Corp

ora

te R

esourc

es

Performance Management Framework

Outcomes/Benefits - Critical Success Factors, KPIs (metrics)

Project

Programme 1

Project Project

Programme 2 etc

AC

E

Incremental ChangeTransformational Change

www.haringey.gov.uk

Corporate Portfolio Management

Objectives & Scope

Maintains alignment of Programmes and Projects/Initiatives with strategic Council priorities as they change over time (which they will)

Undertakes demand management and ensures that new projects and initiatives are raised for prioritisation by the Directors’ Group

Ensures that major changes to Council programmes (scope, time, budget) are raised to Directors’ Group for approval

Tracks dependencies and inter-relationships across Council programmes

Ensure a standard, uniform approach to programme and project management is adopted across the Council

Act as a “critical friend” and provide quality assurance on individual programmes

Monitors overall organisational capacity & capability to deliver Ensures appropriate resources are available to deliver Council programmes and highlights

any skills/resource shortfalls

Provides transparency and exception reporting to Directors’ Group

www.haringey.gov.uk

Benefits

Visibility

Proactive

Decision Making

Confidence in

Delivery

Build Internal

Delivery Capability

Who is working on what, within Directorates/across Council

Inter-dependencies

Skills & capacity to deliver on commitments

Early notification of delivery issues & risks

Identify & address problem areas early

Impact assessment of new initiatives, changes etc

Meaningful & consistent reporting to Directors’ Group

Focus on strategic issues

Alignment of change initiatives with strategic priorities

Effective use of resources

Right resources in place to deliver on desired outcomes

Develop internal delivery skills within Directorates

Share best practice across Council

Knowledge retention

www.haringey.gov.uk

Corporate Portfolio Management

Challenges

Perceived loss of ownership/control at Directorate and Programme level

Pay lip-service but no real acceptance or appetite for a corporate approach Passive resistance

Historically organisation is high on energy/creativity but low on control Inherent resistance to planning – “let’s just get on with it”

Urgent demands constantly take precedence

Programme and project management disciplines are often seen as bureaucratic and boring

Overcoming scepticism – what will be different this time? “Tried before and we never see it through”

Sounds straightforward but in reality is hard to achieve – are we up for changing the way we work and will we pull together when faced with resistance to a structured, corporate approach?

www.haringey.gov.uk

What does good look like – “The Jigsaw”

Corporate Programmesdefined &

Outcomes linkedto Corporate Plan(interdependencies managed)

Business Unit Plansfully aligned withCorporate Plan

Visibility overBAU & resource

demands

Projects Register& Demand

Management

Governance inc

Performance Reporting Capacity Management

Standard approach toProgramme & Project

Management

Programme & ProjectAssurance

Internal Skills Development

www.haringey.gov.uk

Lessons Learnt – “The Jigsaw”

Use pictures not words

The challenges don’t go away!

Focus on the How as much as the What

It’s a major business change programme

MSP is helpful!

www.haringey.gov.uk

We proved the approach with key supportive

stakeholders

WIIFM – gained benefit themselves

Learnt by doing

Easier to explain once you can see it

Short term deliverable management

Sought advice from others who were further

on the journey

Road testing the car

www.haringey.gov.uk

“The Wall”

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“The Wall” – It Works!

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“The Wall” – It Works!

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The Good News is .......It Works!

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“........... However we are facing some challenges

Making it Urgent rather than Important

Portfolio Management in a 100 days

Where do you stop?

Strategic planning

Business planning

Performance management

Resource and capacity management

Governance ........

A major business change programme

www.haringey.gov.uk

Principle activity that links strategic planning

with strategic delivery

It will be a key enabler for 2014/15 business

planning, performance management et al

Turning it Urgent by linking delivery to local

election timetable ..... carpe diem again!

All help & guidance gratefully received!

The journey has started.......L plates on!