Www.baronyconsulting.com Managing Successful eGovernment Projects Doug Forbes – Director T: +44

www.baronyconsulting.com

Managing Successful eGovernment Projects

Doug Forbes – Director

www.Centre-for-eGovernment.com


T: +44 20 8886 2462

[email protected]

http://www.ccentre-for-egovernment.com/

http://www.baronyconsulting.com/


About the Centre and Barony Consulting

• Formed 1993

• Independent Management Consultancy specialising in modernising the public sector

• Helping you eEnable

• Performance through Innovation


Session

• eGovernment Context

• Methodologies and Toolkits

• Change Management

• Measuring Success

• Public Focus

• Infrastructure Improvements

• Summary


Complexity of eGovernment Programmes

• Multidimensional– Hardware– Software– People– Access and Infrastructure– Education– Skillsets– Do those who need service have access?


Complexity of Market


Success and Failure

• Inland Revenue– Website traffic 47m hits per year– Cost £0.045 per access

• Census 1901 – Overload Failure


Project Management Failures

• National Insurance

• Home Office

• Customs and Excise


Project Management

• Focussed on delivery of the system• Led by clients who had unrealistic

expectations• Translation of what happens now to the

new system• Poor contractor control• Efficiency –doing things right• Not effectiveness - doing the right things


New Approach

• Gateway Reviews

• Prince 2

• Using Programme Management not Project Management


Programme Management

• Complete Review from conception to implementation

• Strategic Assessment• Business Justification• Procurement Strategy• Investment Decision• Readiness for Service• Benefits evaluation


Programme Management in Context

P rog ram m e M an ag em en t O rg an isa tion

C om m u n ica tion s S tan d ard s P ro jec t M an ag ers

P rog ram m e M an ag er

S p on sor


What is Project Management?

• What is a project ?– It is a collection of linked tasks, carried out in an organized manner with a clear START and END POINT. It aims to achieve some specific results desired to satisfy the needs of an section at a particular point in time.


What is Project Management? (cont.)• It is a process that uses

the correct resources of the section in a controlled and structured manner, to achieve some pre determined and clearly defined aims identified as section needs.

– It is always conducted within a defined set of constraints.


• Remember that the role of a project manager is a temporary management activity.

• This makes the job more complex than that of a normal manager because

– Of the need to manage team members from different departments who have their own responsibilities other than

those on the project– Of the risk of instability in the team due to changing priorities of the line managers of your team members

Complexity of Project Management


Expectations of a Project Manager• As a project manager you are:

– Expected to demonstrate proven project management techniques

– Expected to demonstrate effective

team leadership skills

– Expected to work with limited authority to secure resources

– Required to work across departments

– Expected to conform to the entrenched working practices

– Working in unknown and unpredictable situations

– Expected to manage risks

– Expected to stick to a plan


Your role as a Project Manager

• Your efforts need to be devoted to balancing the demands and needs of

–The sponsor–The programme manager–The project–The project team–The section


Your role as a Project Manager (cont.)• As a Project Manager you must:

– Identify and manage the stakeholders

– Select your team

– Define the project aims, products and scope

– Manage risk

– Schedule, plan and allocate work responsibilities

– Secure resources and monitor progress

– Resolve issues that occur

– Control costs

– Report progress to stakeholders


Definition: A Project Stakeholder

• A project stakeholder is any person, group of people or section who will be impacted by the project now or in the future.

• Some are more important than others to support you in your effort

• The interest may be supporting a positive result, or working to hinder or stop the project.


The Project Manager as Leader

• Recognise that you require leadership skills

• Understand that you can only lead a project team; you cannot control it.

• Remember to look at the big picture and not the detail

• Be willing to seek advice and support from colleagues and others


The Project Manager as Leader (cont.)• As a project manager you must

ensure things happen and this can only be accomplished by

– Ensuring tasks are clearly explained, defined, understood and completed on time to the desired quality

– Ensuring work is coordinated and fairly distributed in the team to encourage optimum team working

– Ensuring everyone understand their role and responsibilities and are given coaching and opportunity to develop their skills


Responsibilities of Project Leadership

• Identify and Manage Project Stakeholders

– Who are the stakeholders?– Which are internal/external to the section?– What needs to be known about each stakeholder?

• What is the interest?• Why are they interested?• What are they expecting to gain?• How will the project affect them?

•Can they contribute?• Are there hidden agendas and if so, what are they?• What authority does the stakeholder have?


Managing Stakeholders

• Are there likely to be contractual implications?

• Are they in favour of the project?• Will the project interfere with their

operations?• Could they seriously hinder or

block the project progress?• Where and how can this

information be gathered?


Responsibilities of Project Leadership

• Managing Performance– What should have been achieved today?– What issues remain unresolved?– What decisions were made today?– What problems surfaced with team members?– Did I have contact with the team today?– What actions are needed to be taken tomorrow?


Project Initiation

• Ask some simple questions:– Who is the customer?– Who are the end users?– How will the customer and end

users be satisfied?– What are their needs?– What are the constraints placed on the project?– What documentation is required as an audit trail and to manage successfully?


Defining Your Project

• Project Definition Phase:– Project Structure Chart– Defined requirements– A Stakeholder List– Statement of project objectives– Project Scope– A Risk Analysis


Planning your Project• In planning, just ask a number of

questions:– What actions need to be considered?– When are these actions to be done?– Who is to do them?– What equipment and tools are required?– What is not going to be done?


Planning your Project (Cont.)

• In planning your purpose is to convert the contents of the project definition into a timeline plan of actions that everybody understands

• Project planning is carried out to:– Identify everything that needs to be done– Reduce risk and uncertainty to a minimum– Establish standards of performance– Provide a structured basis for executing the work– Establish procedures for effective control of the work– Obtain the required outcomes in the minimum time


Planning your Project (Cont.)• Key Stages

– Identify the key activities– Compile a Project Work Breakdown Structure– Allocate responsibility for key activities

• Work required identified at the detailed task level• Dependencies are clearly identified• Estimates of durations are as accurate as possible• Responsibilities to task level are identified

– Contingencies are explored and included– Identify the critical path of your project

• Analyse your resource requirements

– Optimise your schedule– Review identified project risks– Review your project budget– Obtain approval– Freeze your baseline plan


Planning your Project (Cont.)• How to identify the critical path of your

project:– Fundamental purpose is to allow you to find the shortest possible time in which to complete your project– Complete a logic diagram– Enter the durations onto your logic diagram for each key stage.– Begin at the start card and trace each route through to the finish one, adding all the durations of the key stages of the path.– The path that has the longest duration is the critical path.– All the key stages on the critical path must finish on time or the project schedule will slip


Planning your Project (Cont.)

• Does a computer help?• Answer - YES

– There are a number of packages which assist in planning and monitoring Project progress.– The most common one is MS Project


Planning your Project (Cont.)• Compile a Baseline Plan

checklist– Is the project definition still valid?– Is the scope of the work statement still valid?– Has the project manager’s authority been confirmed in writing?– Are all stakeholders identified?– Does the team understand who manages the stakeholders?– Is the WBS (Work Breakdown Structure) developed as far as is practical?– Does the WBS include all Project Administration tasks – Are customer sign-off points and milestones included? –Is the critical path established and agreed?

– Are all key stages allocated for responsibility?– Are all key stage owners clear about their responsibilities?– Is the risk log complete and up to date?– Are all estimation records in the project file?– Are resource loadings and capacities optimised and agreed?– Does the Gantt chart reflect an agreed plan and schedule?– Has the project operating budget been approved and agreed?– Does the team include all the required skills?– Has the Project Initiation Document been approved


Process Management - Outputs– Process Analysis

• Support while carrying out processes• Procedural information


Link to Strategy

Processes

Strategic Aims

Quality Standards

Regulatory Standards

Organisation


Link To EFQM


Link to Strategic Aims


Link to ISO


Other Procurement Options - Public Private Partnerships ( PPP)

– Transfer of risk

– Minimum size £20M

– Set up costs high

– Banks wary of lending

– Has to be linked to performance improvement


Kuwait

• Basics– Population 2.2m– Fixed telephone lines 400,000– Mobiles 200,000– Computer ownership/ access/ skills??– Literacy skills– Associated Investment in skills and telecom

infrastucture?


Other connectivity options

• Mobiles G3?

• TV based devices– Terrestrial– Satellite


Why not Encourage Citizens to Connect?

• Simpler devices

• Marketing campaign

• Parking problems

• Queues


TV Web Access – Terrestrial Freeview

• Digital TV 50 channels• Digital text• Email• Internet portals• Internet by address• Internet search• Terrestrial aerial• Dial up modem• Broadband/WiFi Enabled • USB port – webcam etc.


Email page


Measuring Success

• Balanced Scorecard– Kaplan and Norton

• European Foundation for Quality Management (EFQM)

• Against Programme• Citizen Uptake


A Traditional Balanced Scorecard

Internal Business Process

“To achieve our vision, how should we appear

to our customers?”

Customer

“To achieve our vision, how should we appear

to our customers”

Financial

“ To succeed financially, how should we appear to

our stakeholders?”

Vision & Strategy

Tomorrow

Today

Yesterday

Learning & Growth

“To achieve our vision, how will we sustain our

ability to change and improve?”


Translating Vision and Strategy

CustomersObjectives Measure

sTargets Initiatives

To achievethe servicevision, howshould weappear toourcustomers

Learning & GrowthObjectives Measures Targets Initiatives

To achievethe servicevision, howwill wesustain ourability tochange andimprove

Internal ProcessesObjectives Measures Targets Initiative

s

To satisfy ourcustomers,what serviceprocessesmust we excelat?

FinancialObjectives Measures Targets Initiatives

To achievethe serviceaim/vision,how shouldwe appear toourstakeholders

Vision & Strategy



Summary

• Programme management

• Successes

• Project Management and Techniques

• Kuwait’s Challenges

• Measuring Success

• Increasing public usage

Documents

Www.baronyconsulting.com Managing Successful eGovernment Projects Doug Forbes – Director T: +44