WELSH ASSEMBLY
GOVERNMENT
PPM & ASSURANCE
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Core areas:
• PPM
- Enabling Government
Portfolio
- PPM Improvement
- Community of Practice
• Assurance
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Gateway
Health checks
Peer reviews
Guidance
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Enabling Government
Portfolio
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Enabling Government
– The Enabling Government Framework is a simple way of setting out our
priorities for improvement. Underpinned by our values, it is a three to
five year change programme for our organisation.
– The Framework is set out in the Enabling Government butterfly diagram
This diagram will help you to understand what is included and how each
part supports our values.
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The Enabling Government Portfolio
– Set up in 2007-08 (as the Business Development Portfolio) to develop
and take forward a portfolio of programmes and projects needed to
deliver corporate change and a future strategy direction.
– The Portfolio enables the Assembly Government to deliver corporate
change linked to the Enabling Government Framework and prioritised
by the Strategic Delivery and Performance Board. The Portfolio invests
in a number of projects grouped into strategic programmes designed to
improve processes, achieve efficiencies, achieve compliance, and
deliver value for money.
– In 2010–11, the Board agreed to invest £15.1m in the Portfolio. The
current Enabling Government Portfolio Programmes are:
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ICT Business Change and Enabling
People & Places
Process Improvement (IDEAS)
Knowledge Management
Enabling Better Legislation
Improving our Relationships
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PPM Improvement
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PPM Improvement
– PPM Capability & Skills Project
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Current state
What do we do next?
Project Structure
Project Milestones
What can we learn/steal from other?
– Manchester City Council
– Community Of Practice (CoP) Update
• Welsh Assembly Government Enabling Delivery Through
Projects Network ( internal CoP)
• Establishment of the Programme and Project Management
Wales: Community of Practice
• Public bodies who form the CoP
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Current State
• Halted separate activity within PPMDU in relation to:
• Templates;
• Standards;
• L&D;
• Paused work on development of a PPM Reporting Tool;
• Paused work on development of Project Manager’s
Handbooks;
• Re-designed PPM Capabilities and Skills project to
incorporate all of the above;
• Project Plan in place for delivering early stages of
development (ie Phases 1 and 2);
• Awaiting formal approval of funding for 2011/12.
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What Do We Do Next…
BY 31 March 2011:
– Confirm funding through the Enabling Government
Portfolio (and the necessary Senior Management
mandate and support that this brings);
– Put in place project Governance and Organisation
Structure (Phase 1);
– Produce a Business Case, Benefits Realisation Plan,
Communications Plan, PID etc;
– Establish a WAG PPM Methodology based on the
Manchester City Council approach (Phase 2);
– Identify and integrate other PPM/PPM related functions
(eg Estates and Projects Gateway and assurance,
Policy and Legislation delivery etc);
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The Manchester Method
• Generic approach based on Prince2
• Standard templates / RAG reporting
• Project Management Handbook
• Training partner (QA-IQ)
• Two day training for project managers
• Half day briefing for SRO / Board members
• Risk management training / workshop
It is estimated that 60% of all projects in the UK are started by project
managers with no previous experience
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Why The Manchester Method ?
• Established methodology across MCC, which people
want to use – the Manchester Method;
• Developed own PPM expertise – significant savings
on consultants;
• Know exactly how many projects are running, what
stage they are at and that they are doing the right
things in the right way;
• Integrated toolset – simple to use;
• Excellent reputation for managing projects and
funding – enables them to secure funding from
Government & other sources;
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• Reduced software costs;
• Suppliers have to adhere to the Manchester Method;
• Can be easily adapted and is scalable;
• An Automated Project management system (PrISM):
– Automating delivery to the Manchester Method - support for
collaborative working
– Dashboard/ document library
– Web enabled Microsoft solution (SAP with a SharePoint front
end)
– Hierarchical PPPM structure
– Now mandatory for capital programme and projects (500+
users)
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Outline Project Timeline
2011
2012
2013
2014
2010
2014
PHASE 1
Phase 1:
Defining and
developing
strategy
PHASE 2
Phase 2:
- Implement Methodology
- Establish control Framework
- Set up organisation
- Develop and implement L & D and Skills Framework
- Start automation
PHASE 3
Phase 3:
- Develop Automation
- Transition to BAU for:
-L&D
- Methodology
- Support
- Control Framework
PHASE 4
Phase 4:
- Complete Automation
- Handover to BAU
- Project closure
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Project & Programme Management
Community (Wales)
Community of Practice Activities
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Establishment of the Programme and Project
Management Wales: Community of Practice
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At the first regional steering group of the UK Collective Voice in 2009 – decision to
establish regional sub-branches to work at more detailed ground level in each region.
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The Welsh CoP was created and launched in July 2010 as a result of the work that
was ongoing from the UK PPM Collective voice.
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August 2010- the Welsh Assembly Government was approached by Swansea and
Conwy Councils to participate and help facilitate the newly formed Welsh Public
Sector branch. This not only embraces local authorities, but the wider Welsh public
sector.
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Since this time we have been actively working with the Community to canvas local
authorities and other public bodies and replicate the success of the UK forum but with
particular emphasis on the Welsh agenda.
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January 18th 2011- launch of CoP at its first fact to face event with 125 attendees
from across the Welsh public sector.
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The aim of the Community is to raise awareness of PPM and share best practice
across the wider public sector both within Wales and the UK.
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Project & Programme Management Community (Wales).
Public bodies who form the CoP
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Assembly Commission
Bronafon Community Housing
Constructing Excellence Wales
DWP
Environment Agency
Glamorgan University
Gwalia Housing
Intellectual Property Office
Local Authorities:
Blaenau Gwent ; Bridgend
Cardiff ; Carmarthen ; Ceredigion ; Conwy
Denbighshire ; Gwynedd ; Monmouth
Merthyr ; Newport ;Neath ; Powys
Rhondda Cynon Taf ; Swansea
Torfaen ; Vale of Glamorgan
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Mid & West Wales Fire Service
Ministry of Justice
Museum of Wales
NHS Wales Informatics
Office for National Statistics
Public Health Wales
South Wales Police
Wales Audit Office
Welsh Assembly Government
Welsh Health Estates
Welsh Purchasing Consortium
UWIC Cardiff
Valleys to Coast Housing
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Project & Programme Management Community (Wales).
Welsh Assembly Government Enabling Delivery Through Projects
Network ( internal CoP)
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Series of 4 forums throughout the year to look at range of topics across PPM.
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Bi-monthly master class sessions to share best practice and experiences in PPM on
topics selected by members
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Proposed range of Special Interest Groups to be set up in 2011 to look at specific
areas of PPM in depth.
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Twice yearly sessions of the Programme & Project Management Wales:Community of
Practice ( as per previous slide)
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Buddying system to match inexperienced PPM resources with more experienced
practitioners
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Management of intranet based Lessons Learned database – to disseminate
organisational learning
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Contact Details
Head Of PPM Development Unit:
Mike Page
Email: Michael.Page@wales.gsi.gov.uk
Tel: 029 2082 6777
PPM Capability & Skills Project:
Steve Jackson (Project Manager)
email: Steve.Jackson@wales.gsi.gov.uk
Tel: 029 2080 1083
Enabling Delivery Through Projects Network:
Janet Mohamed (Head of PPM Collaborative Development Unit)
email: janet.mohamed@wales.gsi.gov.uk
Tel: 029 2082 3432
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Project & Programme Assurance
The Role of the Gateway Team
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The Gateway Team
Richard Baker
Gateway Director
Nigel Elias
Gateway Strategic Advisor
Verity Andrews
Gateway Portfolio Leader
Sarah Francis
Gateway Resource Leader
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Current state
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Gateway team independent
Collaborative working with PPM CDU
Gateway process mandatory
Working towards OGC Gateway hub
accreditation
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What we do
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Risk analysis
Gateway reviews
Health checks
Peer reviews
Assurance of Action Plans (AAP)
Assurance guidance
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Risk Analysis
• Carried out from the earliest part of the
programme/project lifecycle
• RPA1 form mandatory
• RPA2 form used where medium risk or
higher is detected
• Outcome of risk analysis determines
assurance need
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Gateway reviews
• Mandatory for all high risk and mission
critical programmes/projects
• All reviews organised by the hub
• Reviewer pool management & training
• Reviewer accreditation
• Lessons learned
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Health checks
• For programmes/projects where either:
– risk has been determined as low; or
– Programme/project is not ready for a
Gateway review, but requires assurance on
a specific area
• 2 categories of health check:
– desk-based
– peer review
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Peer Reviews
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Based on ERG Major Projects Reviews
Broader scope than Gateway reviews
Designed for the individual needs of the SRO
Variable duration
Team members 3+
Individual interviews with key stakeholders
Workshop approach post-report production
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Peer Review Case Study
• 2-phase peer review conducted on major change programme.
• The programme has been formally ‘completed’.
• Reviews identified issues, including some significant challenges
and lessons for both the programme and the wider organisation.
• A lessons learned workshop was held post-review, which
identified areas for change and issues requiring resolution.
• As a result, two important elements have been implemented to
help take these requirements forward:
– a Transition Group has been established (co-chaired by two
Director Generals) to oversee the transition of outstanding
workstreams into BAU
– creation of a ‘Single Programme Office’ to provide management
and support to a portfolio of programmes and projects which form
part of the new Enabling Government Framework
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Assurance of Action Plans (AAP)
• AAP applied to 3 major programmes so
far.
• Outcomes have been good, and all
programmes have complied with
Gateway recommendations and
therefore improved their Delivery
Confidence ratings.
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Assurance Guidance
• Guidance at Assessment Meetings
regarding correct (and most applicable)
assurance method(s)
• Guidance to PMs and SROs on
assurance planning and implementation
• Guidance notes available on types of
assurance available
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Future Challenges
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NAO report proposals
Coalition Efficiency and reform Mandate and MPA
Changing role of OGC
Use of civil servant reviewers
Raised ministerial expectations
Increased expectations from Gateway reviews
Greater challenge to programmes/projects:
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Time management
Planning (especially assurance)
Financial management
Risk management
Benefits management and realisation
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Gateway Team Contact Details
• Richard Baker
Gateway Director
Richard.baker@wales.gsi.gov.uk
Tel. (029)20825103
• Verity Andrews
Gateway Portfolio Leader
• Nigel Elias
Gateway Strategic Advisor
Nigel.elias@wales.gsi.gov.uk
Tel. (029)20823071
• Sarah Francis
Gateway Resource Leader
Verity.andrews@wales.gsi.gov.uk
Tel. (029)20825209
Sarah.francis2@wales.gsi.gov.uk
Tel. (029)20823521
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