Project Management and Process

ImprovementWest Kimberley Regional Prison

And

Shared Services Decommissioning

Why Project Management?

Business as Usual

Project ManagementChange / Process Improvement

Business as Usual

• Business Justification• Lessons Learnt• Defined

Responsibilities• Staged Management• Report Exceptions• Quality Products• Tailored Process

Project Mandate

West Kimberley Regional PrisonReporting to the Deputy Commissioner Adult Custodial, operationalise the West Kimberley Prison and deliver services consistent with the philosophical intent approved by Government.

Explore and propose differing models for the delivery of specific services that deliver the intended philosophy.

– Aboriginal specific– Community integration– Self determination– Dynamic security– Cross deployed resources

The project should be delivered in conjunction with a review of the Kimberley Custodial Plan and the WA Prison Decant Strategy

Shared Services Decommissioning

Reporting to the Assistant Commissioner Corporate Support review the manner in which the Department receives FMIS, HRMIS and Payroll Systems under the shared services arrangement with the Department of Attorney General.

Explore and recommend suitable solutions conducive with the manner in which DCS Operates

– Multi-award– 24/hour and mixed shift length– Shift work– Auto linked– Management reporting

The Project Should be delivered in line with the WA Police review of their corporate services and the Department of Finance decommissioning of Shared services

Controls and TolerancesWest Kimberley Regional

Prison• Timeframe constrained by Opening

Date (1 August 2012)• Costs constrained by Treasury

– $23 million operating cost – maximum of 115 FTE

• Scope constrained by the Philosophy• Products defined to ensure quality of

outcomes• Control Risks to ensure Business as

usual does not override intended outcome

• Measure Benefits to ensure the outcome delivered reflects the intended outcome

Shared Services Decommissioning

• Timeframe constrained requirement to consider as part of budget cycle

• Costs constrained by outcome requiring no impact on state finance or FTE

• Scope constrained by budget• Products defined as options, costing

and business case to EERC• Control Risks to ensure scope

doesn’t expand• Establish Benefits to ensure the

outcome delivered reflects the intended outcome

$$

Governance StructureWest Kimberley Regional

PrisonShared Services

Decommissioning

Establishing Projects

Project Management Governance Structures

Project Management Governance Structures

Roles and Responsibilities

Management Products

Plans and Reports• Start-up

– Project Plan• Product Breakdown Structures• Gantt Chart• Critical Path

– Stage Plan• Product Descriptors

• Directing– Exception Reports– Exception Plan

• Stage Boundaries– End Stage Report

• Closing a Project– End Project Report

Registers• Configuration Log• Issues Register• Risk Register• Lessons Register

Work Packages and Product Descriptors

Work Packages• The Work Package

should include:– Due Dates– Team/person responsible– Product Description(s)– Interfaces– Quality expectations– Reporting Requirements– Sign off requirements

Product Descriptors• A Product Description

must include:– Identifier– Title– Purpose – Outcome– Format and Presentation– Quality criteria– Quality method

Work Packages and Product Descriptions

West Kimberley Regional Prison

• 10 Work Packages• 82 Products

– Plans– Reports– Strategies– Service Delivery models

Shared Services Decommissioning

• 2 Work Packages• 3 Products

– Options Paper (qualitative)• Shared (DotAG)• Shared (Police)*• In house • Outsourced (selected)

– Costing Comparison(quantitative)

– Business Case

*Preferred

Project DeliveredWest Kimberley Regional

Prison

• Opened October 2012• Original philosophy

maintained• Resources met Government

expectations• Service Delivery Models

form basis for EGRP• 4 Exception Reports / Plans• Benefits Register

Established

Shared Services Decommissioning

• Supported by EERC -budget submission

• Modelling by Department of Finance confirmed the Business Case

• Project Management outsourced – underway and due by 30 June 2016

• 1 Exception Report – change of scope to add ICT

• Benefits Register Established

Lessons LearntWest Kimberley Regional

Prison

• Not everyone can be on the Project Board

• Senior User defines the product and use de facto users if required

• Describe product by outcome not process

• Escalate issues and risks - exception reporting

• Force Executive to make decisions

Shared Services Decommissioning

• Use de facto suppliers if required

• The answer may not be the one expected

• Stakeholders can engage, even if not happy

• Data informs decision making

• Decisions need to be taken outside of “Business as Usual”