From Strategy to Operations ProjectWorld 2013

From Pretty Picture of the Future to Operations

How to Operationalize a

Strategy Executing Strategy Deployment

New Brunswick Internal Services Agency

Introduction

• Purpose in the next 75 minutes we will

discuss how to deliver strategy using

programme and project management.

• Learning Points 1. Provide an overview of Programme Management

2. Learn how to create the Blueprint that will drive the

delivery of new capabilities as identified in the

Strategy.

3. Explore the organizational change and the

differences between Stakeholder Management and

Stakeholder Engagement.

CONTEXT

Where do we want to be and how do we get there?


The Future

• Change is happening faster than ever,

there is no such thing as the steady state

• Organizations have to improve 3% per

annum just to keep pace.

– If you want to get ahead you need to be

improving at 5-10% per annum!

• > 60% of organization change fails to

deliver any/major benefits

• How to bridge the Performance Gap?


Bridging the Gap

Time

Pe

rfo

rma

nce

ag

ain

st K

PI’s

Measures Target

OperationsFuture Operating

Model

Measures

Current

Operations

Capability Gap

+ 5%

improvement

Effective Strategy Deployment

Strategic Procurement Initiative

GRO Service Transition Programme

Pre-

Program Set

Up

Program Set

Up

Establish

Program

Infrastructure

Deliver

Incremental

Benefits

Close the

Program

Strategic Vision – Living Within Our Means

Mobilization Strategic Objectives Strategic OptionsStrategic Portfolio

of Initiatives

Projects

1 2 4

Infrastructure1 2 4

DMAIC

1 2 4

System Integration

1 2 4

Consolidation

Change Management

Shared Services Initiative

Deliver IT as a Service

Pre-Program

Set Up

Program Set

Up

Establish

Program

Infrastructure

Deliver

Benefits

Close the

Program

Strategic Objectives

Business Case Objectives

Benefit Delivery Objectives• Strategic Objectives are assigned to

Initiatives for delivery

• Initiatives trigger Programmes as

vehicles for delivery

– Programmes deliver benefits

– Projects deliver solutions

• Programmes are assigned Benefit

delivery objectives aligned with

Strategic Objectives

MSP

PRINCE2

Collaborative

Transformation

Lean 6𝜎 • Programmes manage project delivery to

aligned business case

• Programmes focus on ensuring:

– Benefits are delivered as expected

– Transition into operations with the minimum

of disruption to current business operations

Change

= Methodologies

MoP

Information

Technology

Organization

Process

Operational

Approach “Shared Services”

Tactical

Delivery

Strategic Strategy “Living Within Our Means” • Building clarity of the vision for the change and the leadership team’s resolve to deliver it

• Identifying potential organizational initiatives to maximize benefits

• Informing the selection of change strategy based on an early diagnostic assessment

Programme Planning & Execution • Planning the management of change (communicating the vision, creating the blueprint,

stakeholder Mngt, communication planning, training, selection, etc.)

• Designing the right programme / project structure, changes to behavior and service

processes to fully integrate the change

• Benefit Management Strategy and Planning

Project Delivery • Managing the delivery of the outcomes and solutions

• Developing the transitions to operations

• Developing job profiles, security, updates to HR processes, etc.

Business

Blueprint

Initiative

Mobilization

Program

Initiation

&

Execution

Project

Initiation

and

Execution

Go Live

and Support

Benefit

Realization

& Sustain

Evo

lutio

n

From Strategy to Operations

MSP

Transformational

Change Programmes

ITIL

Operational Support • Managing the delivery of ongoing service

• Managing change to the service (CSI)

Change

Balance

Score Card

Lean 6𝜎

MSP

Change PRINCE2

MoP


Don’t confuse the “P” words

Project Programme Portfolio

Benefit Reduce Risk Deliver Business Outcomes

Optimize Scarce Resources

Focus Deliver Results Coordination, governance and communications

Investment optimization

Scope Project Execution Multi Project coordination

Proposals / Projects / Assets

Contacts Project Managers and SRO’s / Champions

Business Leaders, External Partners

Senior Management

Skills Leadership Change Management

Strategy and Benefits Realization

PROGRAMME

MANAGEMENT

Transformational change is radical in nature …


Why Programmes are different?

• Deliverables Leading to …

• Opportunity to change

Project

A

Project A

Project B

Project C

• Deliverables & Capabilities Transitioned in to operations

enabling the…

• Opportunity to Change With Transition Managers leading

providing …

• Outcomes With Benefit Owners ensuring…

Benefit Realisation!

Project D

Operational

Improvement


MSP – Programme Lifecycle

The Change Process Model where MSP Fits

Engage

Stakeholders

1. Clarifying need

to change

Identifying a Programme

2. Form Vision and

agree objectives

Identifying / Defining a Programme

3. Identify Benefits and changes

Identify / Defining a Programme / Realizing Benefits

4. Define InitiativesDefining a Programme and Managing

the Tranches

5. Optimize InitiativesDefining the Programme / Managing

the Tranches

6. Manage InitiativesDelivering the Capability / Realizing

Benefits

7. Manage PerformanceManaging the Tranches, Realizing

Benefits / Closing a Programme

Crown Copyright - OGC’s MSP Chapter 6

Vision helping bridge the Gap

Key Milestones

Pe

rfo

rma

nce

ag

ain

st K

PI’s

Target

Operations

Current

Operations

Tranche 1

Tranche 2

Tranche 3

1. Where we want to be

The Vision

3. How are we going to

get there?

Programme plan &

Blueprint

2. Where we

are now

Operational Plans

refocused

Programme and

Projects aligned

to strategic

objectives

Manage these with

Programme

Framework and

Project

Management

T1

T2

T3 T4


“Vision without action is merely a

dream. Action without vision just

passes time.

Vision with action can change the

world.”

Author: Joel Barker- The Power of Vision

Programme Delivery Framework

Driven by a Vision

of a better future The vision provides the compass

that enables us to Map out the

benefit route to the future

The Map and the Vision provide guidance to

enable us to develop a Blueprint that provides

detail of each step change needed to reach the

future – we cannot leap there in one bound

The Blueprint enables us to plan

how to deliver the changes



• Benefits Map – A Benefit is a measurable improvement

resulting from an outcome which is

perceived as an advantage by a stakeholder

– The Benefits Map provides a link from

strategic objectives to Programme Goals

– The Benefits Map provides a link from

Programme Goals backwards to enablers

and project actions

Benefits Mapping

Project

output or

enabler

Business

Change

Consistent

Service

Delivery

Service

KPIs

exceeded Client-satisfaction

rating > 75%

Reduction in variety

of services

Save $8-10

million in

operating costs

Insource IT

Services

Saving Rent,

Power &

Light

Lower License

Costs

Visibility of

Service Cost

Maximized

Discounts

Competitive

Service

Delivery cost

(25% lower)

ITIL Process

adopted Level 3

Defined

Service

Portfolio

Centralized

Procurement of

software licence

85% Server

Virtualized

Project

output or

enabler

Business

Change

Intermediate

Benefit

End

Benefit

Strategic

objective

Dis-

Benefit

Data

Centre

Migration

Licence

Consolidation

IT Service

Transformation

Staff

Development

ITIL Certification


ITaaS - Vision

“ To work as one team in delivering quality, competitive and streamlined

information technology and services in partnership with our clients.”

• Achieving client satisfaction through: – Service Level Effectiveness demonstrating service quality

– Delivering value for GNB in services and savings

– Streamlined service delivery with standardized services

and processes


ITaaS Programme Objectives • Delivering Value

– Savings of $6 -10 Million

• Consolidate and close Data Centres

• Increased Virtualization

• Lower IT License costs

• Lowering IT costs Insourcing contracts

– Service Value

• Service level Effectiveness KPI

• Meeting the needs (index based on surveying clients)

• Streamlined Service Delivery

– Organization Structure

– Technology Project SRM

– Maturity Model

• Process Optimization (Level 2 – 3)

• Service Optimization (level 3 - 4)

Stakeholder Engagement

Start 20-01-13

Finish 31-12-2014

2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter

Design Enablement

Design

Organizational Change Management

ADC Monitoring Technology

Build & Test

Data Centre Migration Wave 1

Establish

IOC

Remedy - SRM Module

02 Jul - 28 Oct

Design Build & Test

Remedy - CM Module

01 Sep - 29 Oct

Capability Consolidation Benefit Delivery


Design Build & Test Insource IT Contracts


CSI Maturity

Phase 1 01 Mar - 21 Jun

2013

Phase 2 24 Jun - 31 Oct

2013

Phase 3 01 Nov - 31 Mar

2014

Phase 4 01 Apr - 12 Aug

2014

Phase 5 13 Aug - 30 Nov

2014

ADC Operational

T1 21 Jun

T2 31 Oct

T3 31 Mar

T4 12 Aug

Today

Data Centre Service

Transformation Technology

Programme Deliverables

License Consolidation

The Road Map to ITaaS

Work stream Legend

THE BLUEPRINT

Designing Transformation – A single point of reference



• Blueprint

– Foundation of the future

– Based on delivering the benefits mapped

– Describes the elements of the future

organization.

• Process

• Organization structure and culture

• Technology focus

• Information availability

– May show the intermediate future state as it is

planned to be at the end of each tranche or just

the future operating model

A quick note on Blueprints

Processes

Technology Information

Organisation

Front Office

Back Office

Support

Customers

Suppliers

New

Front Office

Enhance Enhance Enhance

Back Office

Enhance Out-

Source

Support

Customers

Suppliers

GAP

As Is (current) state Future (Final) state



• Tranche

– a portion or instalment of benefits which is

part of a larger unit of benefits,

– each Tranche is delivered at a point in time

– delivers a step change in capability that is

operationalized and then monitored to

measure delivery of benefits

“Origin is French word for Slice/Installment”

A Quick Note on Tranches

R

D

C

1st tranche 2nd tranche 3rd tranche

Current

Business

R Research project Development project Change project D C

D

C

D

D

D

C

Tranche 1 projects

Tranche 2 projects

Tranche 3 projects

Future

State

Vision

Benefits enabled Benefits enabled Benefits enabled


Step Changes in Tranches

LEADING CHANGE WITH

STAKEHOLDER ENGAGEMENT

Building support and successful transition to realize benefits


Leading Change

• Use the vision statement to influence

and persuade

• Business Change Managers engage

operational stakeholders

• Focus on Benefits and clearly

communicate them

• Identify stakeholder resources within

delivery of new capability

Stakeholder Engagement Cycle

Crown Copyright - OGC’s MSP Chapter 6

Stakeholder Map Stakeholder Analysis

Stakeholder or Stakeholder group

Expected Outcomes Communications and Engagement

Sta

nd

ard

ize

d

Pro

ces

ses/ Q

uality

Se

rvic

e L

ev

el M

atu

rity

Se

rvic

e P

ort

foli

o

De

ma

nd

Man

ag

em

en

t

Se

rvic

e R

eq

uest

Man

ag

em

en

t

Org

an

iza

tio

n D

esig

n

Op

era

tin

g M

od

el

Ho

urs

of

Op

era

tio

n

Tec

hn

olo

gy

Ca

pa

cit

y M

an

ag

em

en

t

Cu

rre

nt

En

ga

gem

en

t

leve

l

Targ

et

En

ga

ge

me

nt

leve

l

Lev

el

of

Su

pp

ort

Lev

el

of

Inte

rest

Lev

el

of

Infl

uen

ce

Lev

el

of

Imp

act

Client IT Directors m h m-h h h l-m

Application Managers l h l-m h m m-h

System Owners l m-h l-m h h m

ADM’s Corporate l-m l-m m m h l

NBISA Executive m-h h h h h h

NBISA ITIO Staff m h m m l-m h

NBISA ITIO Managers h h h h l h

NBISA ITSD Staff l m m m l m

NBISA ITSD Management l m m m l m

NBISA IT Applications team l m m m l m

Vendor Mgmt h h m m n/a n/a

Deputy Ministers l l h l-m h l

NBISA BoD l l-m l-m l m l

OCIO l l l h h l

HR n/a m m l l l


Assessing and Analyzing Stakeholders

High

Low

Medium

HighLow Medium

Influence of the Stakeholders over the Programme

Inte

res

t o

f th

e S

tak

eh

old

ers

in

th

e P

rog

ram

me

Keep Informed

Key players –

need strong buy-inActive consultation

Maintain Interest

Written

More

face to face

A

C E

B

D

E


Engagement Levels Consult: Limited two way engagements ask questions and get answers.

o Surveys or feedback mechanisms such as focus groups, meetings,

workshops, online feedback mechanisms, advisory councils or

committees etc...

Negotiate

o Collective bargaining / Activity Based Analysis discussions etc.

Involve: Two-way or multi-way engagement, learning on all sides but each acting independently.

o Advisory panels, Multi-Stakeholder forums, participatory decision

making processes, consensus building

Collaborate: Two-way or multi-way engagement, joint learning, decision making and actions.

o Joint projects, joint ventures, Partnerships, Multi stakeholder

initiatives

Empower: new forms of accountability decisions delegated to stakeholders; stakeholders play a role

in governance.

o Integration of stakeholders into governance, strategy and operations

management (customers involved in investment prioritization, space on governance

bodies)


Other thoughts

“Ideas without execution are just delusion”

“Knowing doing Gap”

“All Talk No Action”

“Change is fun when you are doing it, however it is

terrifying if it is being done to you”

“It is all about people, getting people to see the future,

getting them to see themselves in the new vision, and then

getting them to shape how they get there”


Learning Points Revisited

Provided an overview of Programme

Management

Learn how to create the Blueprint that will

drive the delivery of new capabilities as

identified in the Strategy.

Explore the organizational change and the

differences between Stakeholder

Management and Stakeholder Engagement.

Did we hit them?


Additional Information • Managing Successful Programmes (MSP)

– Part of UK’s Best Management Practice site

• Includes PRINCE2, ITIL, P3M3 and MoR, P30, MoV

– First released in 1999 – 4th edition currently (2011)

– Official Website

• http://www.msp-officialsite.com/

• http://www.best-management-practice.com/Publications-

Library/Programme-Management-MSP

• CHAMPS2 http://www.champs2.info

• APMG International (examine organization)

– http://www.apmg-international.com

– Webinars • http://www.apmg-international.com/en/news-events/webinars/webinar-list.aspx

• LinkedIn – North American MSP Community of Interest

– http://www.linkedin.com/groups?gid=5088283

– Apply for membership we want to control commercialism

– Webinar in January on Leadership and Stakeholder Engagement

Email: [email protected]

http://www.msp-officialsite.com/




http://www.best-management-practice.com/Publications-Library/Programme-Management-MSP












http://www.champs2.info/

http://www.champs2.info/

http://www.apmg-international.com/en/news-events/webinars/webinar-list.aspx?view25page=1&Webinar_Topic=Project+/+Programme+/+Benefits+Management&Language=English&view25order=&view25direction=&dosearch=y






http://www.apmg-international.com/en/news-events/webinars/webinar-list.aspx








http://www.linkedin.com/groups?gid=5088283



mailto:[email protected]


Characteristics of a Good Vision Statement

• "A vision is a picture of a better future and it is used to

communicate the end goal of the programme"

– Written in the future state

– Easy to communicate

– How this future is different from the past

– Written for the widest target audience (Stakeholders)

– Matches the degree of change with the boldness of the

conveyed vision

– Avoids target dates, unless the programme is time dependent

– Describes the desirable future, not how to get there

– Is verifiable without too many detailed targets

– Is sufficiently flexible without too many constraints

– Is short and memorable

Vision - Quality Criteria • Forward looking

– Does your Vision Statement provide a powerful and positive picture of what your organisation will look like in 5 – 10 years time?

• Ambition

– Is it ambitious; does it represent a dream beyond what you think is possible now?

– Is it all about excellence ?

• Motivating

– Does it clarify the direction in which your provider organizations needs to move?

– Does it clarify the future direction?

– Does it clarify the user focus for making decisions and service provision?

– Does it clarify the capabilities leaders and providers will need to develop?

• Purpose-Driven

– Does your vision statement give staff a larger sense of purpose?

– Is your vision statement worded in such a way that staff see themselves as "building a cathedral" rather than “cutting stones“?

• Inspiring

– Does it create enthusiasm, inspire and engage people?

– Does it provoke emotion and excitement?

– Does it pose a challenge that inspires and engages people in the community to embrace the need to change?

• Capitalises on Unique Competencies

– Does it build on the NBISA’s collective strengths, unique capabilities, resources and assets?


Stakeholder Engagement Plan

CM Stakeholder Engagement Plan.pdf

Documents

From Strategy to Operations ProjectWorld 2013