Connected Government.Participation Collaboration Transformation

Driving project performance is not only about doing projects right its about doing the right projects right !

Frustrations and challenges that senior management are experiencing as a result of project overloadThis initiative is not from my Ministry, why should I work on it... We dont group projects together. Everything is a standalone project...

Where will I find time to work on this project when I already have my work to do...

Economic10%/ annum MDGs

Managing collaboration across Ministries is not done well...

Even when projects are finished they dont deliver the real change we wanted

VISION 2030

We plan poorly... and execute terribly...

Social

Flagship projects

PoliticalMany projects are late or over-budget and some just never get finished and are abandoned..

We are unable to organise multiple concurrent projects effectively

We have a high failure rate of project execution

Prioritised list of projects not formed and no process for prioritisation

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Increasing investments and increased interdependency & complexity have resulted in the need for a PMO Research has indicated that companies are creating PMOs to: improve project success rates, to implement standard practices and to lower costs, Companies with senior-level management heading the PMO reported greater project success rates (on time, on budget) than those that did not. 50% of the PMOs manage IT projects only while 50% said the PMOs responsibilities were not limited to IT Average number of employees in PMOs is 50. PMOs are managing an average of 98 projects. 53% reported to hire project managers from within the company and 37% from outside.How long has your organization had a PMO?60% 50% 40% 30% 20% 10% 0% Not answered Less than 1 year 1-3 years 4-5 years More than 5 years

What are the top benefits of having a PMO?70% 60% 50% 40% 30% 20% 10% 0% implement PM standards increased internal customer satisfaction increased employee productivity lower costs increased external customer satisfaction60% 50% 40% 30% 20% 10% 0%

Which project management practices were most effective in helping you meet your financial goals?

providing having ensuring that having providing a standard responsibility sim ilar funding & info process for m ethodology for process projects are needed to resource for m anaging and project executed in a speed allocation& projects reporting and sim ilar way up/slow down capacity tracking project m anagem ent

Both the number of projects managed and the size or scope of projects managed by PMOs has increased in the past two years. Close to half (48%) of the survey respondents report that the number of projects managed has increased by 52%4

A PMO can be set-up at different levels of government to assist in not only attaining Vision 2030 goals but your individual goals as well At a country level approximately 98 flagship projects need to be delivered in order to achieve Kenyas vision to create a globally competitive and prosperous country with a high quality of life by 2030 At a Ministry level each has its implementation plan for their flagship projects and other initiatives At Department and Agency Levels there are additional plans for project implementation At State Corporation level there are large projects that must be implemented to meet strategic objectives of their medium term plans

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2010 FIFA WORLD CUP A case study

SECURITY

FINANCE

TOURISM GOVERNMENT LOC Finite pool of financial and human resources Myriad of stakeholders who depend on each other to deliver Approx. 200 projects identified to deliver Lost opportunities for potential for synergy and shared services

MEDIA FIFA MARKETING IT&T RISK

ACSA

SAFA

TRANSPORT

INFRASTRUCTURE SA PUBLIC STADIUMS FAN PARKS

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The PMO developed an Integrated Programme Plan (IPP) that enabled the Local Organizing Committee (LOC) to manage its 200 projects in a structured mannerA PMO helps to make sense of the chaos by provided a structured framework for successful deliveryFIFA e.g. Fulfilment of OAA requirements Portfolio Managment e.g. Local Organising Committee (LOC) VISION 2030 e.g. Delivery to the Kenyan Public Portfolio Managment e.g. 3 pillars of vision 2030

Programme Management e.g. 8 Divisions for delivery

Programme Management e.g. 40 ministries for delivery

Project Management e.g. Approx 200 projects to deliver FWC

Project Management e.g. 98 flagship projects in Vision 2030

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In order for the LOC to deliver and manage its projects, they established a PMO which enabled them to: build a clear picture of what needs to be done to achieve a successful World Cup, central view of the entire programme prioritise projects ensure a consistent set of standards are employed across all divisions identify and manage dependencies not only within the LOC but across the different stakeholder groups support the business with the provision of best practice content track & monitor progress on project plans and programmes understand their key accountability & ownership provide real time reporting on programme developments to key stakeholders

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Understanding key accountability & ownershipResearch and our World Cup experience has indicated that organisations with senior-level management heading the PMO reported greater project success rates (on time, on budget) than those that did notCEOCompany Secretary Internal Audit

Legal

Legacy Human Resources

Chief Operations OfficerProgramme Management Chief Transport & Logistics Officer Transport

Chief Competitions Officer Tournament Tournament Director: Director : FWC FCC Volunteer Programme Tournament Operations Host City Programme & Venue Offices Match Venues (OCTT) General Medical Officer

Chief Marketing & Commercial Officer

Chief Risk Officer Risk

Chief IT & T Officer IT Operations Support Telecoms & Broadcasting Infrastructure Utilities IT Systems Deployment

Chief Chief Safety & Communications Officer Security Officer Media Operations Broadcasting Communications Media Relations International Relations

Chief Financial Officer

Marketing

Security

Procurement Budget Control/ Finance Ticketing

Commercial Events Fan parks

Accommodation Hospitality Event Logistics

Insurance

Accreditation Protocol

PMOs become a policing function in the back office and do not help to deliver value With senior level sponsorship PMOs become a part of the culture Senior level personnel generally tend to have a big picture of all issues in the organisation and can highlight synergy efforts faster

Reporting on programme developments to key stakeholdersTo provide real time information, individual project plans are loaded onto the Clarity system which provide real time information for reporting

Key milestone summary (KMS) Tracks contractual milestones with FIFA Tracks critical milestones for the OC Conducted on a weekly basis

COO dashboard Prepared on a weekly basis and discussed with COO and Chief Officers

Confidential

Programme Dashboard2010 Board Meeting: 16 September 2008 Reporting Period: 08/07/08 to 16/09/08FCC Divisional Progress Stat s'

FWC COUNTDOWN632 CALENDAR DAYS! 422 WORKING DAYS!Actions/Comments Most project plans are updated, Broadcasting is running behind due to dependencies on other Functional Areas. Media relations plan is currently being redeveloped. Clarification from FIFA around Infotainment outstanding. Rate card business case in progress but behind target.

Programme Integrated Programme Plan Status Programme Preliminary Draw Status Actions / Comments Completed Johannesburg Tshwane angaung ustenburg

Communications

Fi a ce

Office of the CEO Safety & Sec rity

Key milestones are on track Overall project plans are updated and critical pat activities are being met. ilestone outstanding around t e AC and accreditation centres at t e Host Cities, owever t is is due to t e investigation of lower cost options. Transport plans are progressing well and are on target Current vacancies around Accommodation and Hospitality impacting plans Good progress is being made wit t e appointment of a service provider for Event Logistics

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Milestone comments Good progress has been made over the last period. A total of 94 milestones have been completed to date 9 out of the 10 Venue Managers have been appointed The appointment of ceremony service provider in progress There are currently 13 overdue milestones. Below is a summary of critical overdue milestones : Critical input required from all Divisions for Procurement requirements Roles and responsibilities matrix outstanding

Project Status T e FCC programme is progressing well. any of t e project plans ave been redeveloped due to t e budget process and to include t e additional operations requirements Green: On schedule; no major issues Project plans are actively being updated as is t e key milestone Yellow: Behind schedule; some key issues exist summary and t e critical task summary. ed: Behind schedule & will impact critical path Planning comments Thresholds have been set to asses performance Operational plan templates have been rolled out to divisions and the first draft is due 22nd September. Key focus area is on the FCC Draw and Team workshop as the event is 48 days away. The venue reporting system , SEAL go live is scheduled for 01 October, 2008. Stadium inspection visit planned from 01 October to 10 October, 2008 and planning is on track . A focus on critical appointments is required over the next period. FWC plans are due on the 31 October 2008.$ #

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Transport & Logistics

Key Milestone Summary

Marketing & Commercial

Project plans are up to date. Key deliverables and critical tasks are on track. The submission of the FCC ra operational plan is outstanding ho ever general planning is on track. Stadium inspection preparation ell under ay.

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FIFA World Cup (FWC)

Project plans are currently being developed

IT&T

New project plans are in t e process of being developed. equire clarification around deployment plans as only F draw as been included.

FIFA Confederations Cup (FCC)

Some projects running behind, and a few key milestones are being missed

Special Projects

Key Special project plans need some refinement

Budget update t FIFA as ee postponed to 30 Nov 2008. Procure ent plans are on track owever dependency on Divisions to submit procurement requirements. Ticketing plans are on track , owever access control specifications need to be finalized and sent to t e Host ities

Infrastructure

F

verlay la

Competitions

track. All r ject la s are Sig ifica t w rk a alig e t req ire

82% 52% 68% 51%

& %

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