Managing Service Delivery Projects

Kieran Lenihan3-4 March 2009

What defines a project?

• Unique, not an everyday thing, risky

• Specific objective(s)• Committed

resources: people, financial and skills

• Time- working against the clock

Getting Projects off to a Good Start

• Project in line with organisational strategy

• Agreed procurement strategy• Support from top management• Roles, responsibilities and reporting

structures clarified• Consistent process or set of

processes• Communication with stakeholders

Role of the Project Sponsor

• A Senior manager with clout

• A champion of the project: vocal and visible

• Ultimate decision maker for the project

• Watches budget and keeps things in check

• Provides support for Project Manager

• Removes obstacles and resolves conflicts.

• Approve Scope changes

Steering Committee/Project Board

• Typically appointed by senior management• Comprises a group of stakeholders• Project’s voice to outside world• Approves deliverables, helps resolve issues,

makes policy decisions and approve scope changes

• May secure funding

(But sometimes absent!)

Project Manager

• Overall authority, responsibility and accountability for management of resources

• Includes technical, time and cost aspects and motivation of all

• The day to day project manager• Manages team and its performance• Makes sure the goods are produced!• Watches the clock and the money

Project Team

• Plan the project with project manager

• Execute tasks producing deliverables

• Answer to project Manager

Customers and Stakeholders

• May be external or internal to organisation

• Customer representatives used frequently

• Key stakeholders are the ones without whom the project fails

• Role of suppliers, contractors important

Securing Stakeholder Commitment

• Talk to them. Let their views count

• Be credible: have the skills and experience

• Establish trust and relationships

• Involve sponsor and board to lend project credibility

• Communicate with each stakeholder group according to their needs

Secret of Good Communication

• Keep communication as simply as possible• Provide information when it is required• Use credible messengers• Be available to speak in person• Listen• Plan presentations• Have a clear strategy for seeking and acting

on feeback

Secret of Good Communication 2

• Remember who you are addressing

• Select your key messages

• Choose the tool carefully

Project Lifecycle

Make your project a success

• Get senior management support

• Involve the users of the service

• The more experienced the project manager, the better

• Have clear objectives

• Keep the scope tight

• Follow a project methodology

Project Scope

• What is or is not included in the project

• Does not refer to time and cost

Example: Want to build a garage with two window and double doors to park a family car. Must have light and be secured by both bolt and chubb lock

What I have in mind

What the builder has in mind

Clearly we need to have a chat!

Define Your Project Scope

• Need to discuss project fully with stakeholders

• Make sure there is a shared understanding

• Double check and confirm understanding

Example:We will create an integrated service and one stop shop for customers

• What do you mean by integrated?

• What is a one stop shop?

• How will customers be served?

• What services will provided and to what level

How to Define the Scope

• Describe the activity

• Define the internal and external deliverables

• Agree the outcome

Remember however…

… that sometimes it is not realistic to wait until you know everything.

Sometimes you just need to be brave!