dist portfolio management 1st oct 2013

Portfolio Management 1st October 2013 1

Portfolio Management

How do I even get this on the executive agenda?

Alan Dinsdale

DIST Military Solutions Dep Hd

1st Oct 2013


WHY AM I PRESENTING TONIGHT?

• Not because I am an expert! Certainly far better qualified people within APM!

• Not because I have done everything right or super quick!

• Just because I have a story to tell which hopefully will resonate with you all and get you thinking about what you would have done in my situation!

• What am I hoping you take away tonight? That with a simple vision, a structured approach, dogged determination and an eye for an opportunity, anything is possible.


WHATS MY BACKGROUND?

• 9 years direct experience of delivering major IS Programmes.

• 31 years direct experience of delivering and maintaining IS Services.

• Wider experience of HR Management, Financial Management, Internal Audit.


What “Getting It Right” Looks Like

• Delivery against demanding requirements, short timescales & unprecedented complexity

• Battle winning capabilities• Once initiated just a few weeks/months from Concept to Delivery

• Focus on what we need to develop• Maintain the front-line imperative• Manage customer expectations• Ever stronger partnership with industry• Raise from Platform to Information layers


WHAT WAS I TRYING TO FIX?

“HE NOTED THAT ON AVERAGE IT TOOK THE PENTAGON 81 MONTHS TO GET A NEW COMPUTER

SYSTEM ONLINE AFTER ITS INITIAL FUNDING, WHILE APPLE DEVELOPED THE IPHONE IN 24

MONTHS, "LESS TIME THAN IT WOULD TAKE THE PENTAGON TO PREPARE A BUDGET AND RECEIVE

CONGRESSIONAL APPROVAL FOR IT".”

Deputy Defence Secretary William Lynn

said on 26 Aug 10


ACTION PLAN TO IMPROVE P3O ACTIVITY

• Strategy–Vision

• Organisation–Confirm Governance Model

• Process and People–Common Operating Model–Management Information and Drumbeat

• Technology–Concentrate on EPM 2003 with Key Supplier.


VISION OF THE FUTURE

An organisation that does the ‘RIGHT THINGS’ and does them ‘RIGHT FIRST TIME’ :

• Thinks about what it wants to do and documents it.

• Considers what is important and prioritises activities against each other.

• Estimates how much effort is required to complete activities.

• Makes considered decisions as to where resources are to be expended against prioritised activities.


WHAT IS DII PROGRAMME MANAGEMENTThe role of DII Programme Management is to govern, manage and assure the end to

end programme of delivery activity from registration as a requirement through to delivery and final customer acceptance.

Joint Management

Board

Critical Design Review

Consider the critical design and confirm that it meets

the requirements as requested of the service. A decision to continue should only be given when time/cost/quality all continue to

be acceptable, the resources required to deliver the

service are available to be scheduled, including

authorisation from the MOD NTA that the service

satisfies the Design Assurance criteria within the ISS Operating Model.

Customer Acceptance

Confirm that the service has been delivered into the live environment and has no unacceptable issues. A

decision to accept the service should only be

given when the quality of the service is acceptable for

final payment including authorisation from the Network Capability

Authority (NCA) that it fully meets the service requested and can be

accepted as fully operational in accordance

with the Customer Acceptance criteria within the ISS Operating Model.

Preliminary Design Review

Consider the preliminary service design and confirm

that it meets the requirements. A decision to continue should only be

given when time/cost/quality all continue to be acceptable, the resources

required to deliver the service are available to be

scheduled, including authorisation from the

MOD NTA that the service satisfies the Compliance of

HLD & Assurance of ITEAP criteria in

accordance with the ISS Operating Model.

Second Pass

Consider new requirements for which a service has

been identified and recommended for an

investment decision. A decision to proceed with a

service should only be given when quality/time/

cost are acceptable and the resources required to deliver the service are

available to be scheduled, including authorisation from the MOD Network

Technical Authority (NTA) that the service fits within

the wider MOD Architecture and has

achieved IG Functional Case Sign Off in

accordance with the ISS Operating Model.

First Pass

Consider new requirements when there is need to invest resource into determining what the recommended

service will be. For major/innovative requirements/services, there may be a need to repeat this as the

definition and design of the service evolves. For

simple requirements this may not be needed as the

service is easily identifiable.

Authority To Deploy

Confirm that that the delivered service meets the

requirements requested, with clear evidence

including test and trialling results. A decision to

allow the service to go into live should only be given

when quality is acceptable, the resources required to deploy and sustain the

service in live are available to be scheduled, including

authorisation from the MOD Network Operational Authority (NOA) that the service has Authority to

Deploy in accordance with the ISS Operating Model.

Service Performance

Review

Confirm that the performance of the services during the month have met

the Key Performance Indicators and that payment

can be authorised. A decision to proceed with payment should be based

on an objective measurement of service performance based on

clearly defined performance indicators

specified during solution definition to remove

subjective assessment and consequent disagreement.

Investment Board

Service Operations

Board

Programme Management and Control

Board

SUMMARY OF DII GROUP QUALITY CONTROL POINTS


OV-5 Operational Activity Model 10/02/2009 09:27:53 16/12/2010 11:12:18 AdministratorCreated: Modified: Owner:

Combined - Authority Led

Combined - DP Led

Govern, Manage and Deliver DII Services (SME) .3

Perform Service Transition (ITIL) 3.3Perform Service Operation (ITIL) 3.4

Perform Continual Service Improvement (ITIL) 3.5

.Overview: The activities involved in the design, development, operation, management and improvement of IT Services

Perform Service Design (ITIL) 3.2

Provide Service Strategy 3.1

Perform Programme and Project Management 3.6

Determine if Project and Programme Management is necessary

No

Yes

Provide Formal advice to DP 3.8

Conduct Risk Based Assurance Activities 3.7

Lessons Learnt

Measures of Effectiveness/Measures of Performance

Govern and Manage Requirements 2.2.4.8


WHAT IS YOUR ROLE - WHAT IS THE DRUMBEATSuccessful Programme and Project Management depends heavily on constant

monitoring of the schedules and work packages for all projects/programmes of delivery and then prompt management of the escalation process to ensure that timely decisions are made based on objective information at the right time rather than fitting everything into a monthly Formal Board cycle.

PROJECT VIEW

DASHBOARD VIEWData Point 28-Jun-11

Anchor Milestone Description Svc Line Programme Project ATLAS L1 MSPS MilestoneForecast vs Tolerance

r Anchor Date & RAG

Indicative MODIS % Benefit

EV SPI

r EV CPI

r

B/L Value of Work

Remaining (ETC)

DII Increment 1/2A Alamein Ready for FUL(R)

DASL R2B Alamein CP8 (R) Ready for FUL Complete Complete N/A N/A N/A N/A N/A

DII Increment 1/2A Alamein Ready for FUL(S)

DASL R2B Alamein CP8 (S) Ready for FUL 12-Aug-11 1 31-Aug-11 0.97 1 1.00 1 3,160

DII Increment 1/2A Release 2B Blenheim MGM & TS FUL( R)

DASL R2B Blenheim T1.0: MGM & TS; LCS - Ready for FUL [R] 07-Dec-11 1 07-Dec-113% (inc secret)

3,090

DII Increment 1/2A Release 2B Blenheim EDRM & AC FUL(R)

DASL R2B Blenheim T2.0 EDRM &AC; IDT - Ready for FUL [R] 07-Dec-11 1 22-Dec-116% (inc secret)

5,066

DII Increment 1/2A Release 2B Blenheim WCM FUL(R)

DASL R2B Blenheim T3: WCM - Ready for FUL [R] 25-Jan-12 1 26-Jan-122% (inc secret)

2,370

DASL R2BCambrai IOG

NATO Mail & Web CP9 NSCD 15-Dec-11 1 30-Jun-12

DASL R2BCambrai IOG

CCEB Mail & Web CP9 NSCD 04-May-12 1 30-Jun-12

DASL R2BCambrai IOG

Web II - (NATO & CCEB) CP9 NSCDTBC

A/W Baseline1 30-Jun-12

DII Increment 3A Last User Live (LUL)

SUSLFixed Implementation

Increment 3A

LUL (does not include elements where Rqt is unclear or there are scaling issues)

31-Mar-12 31-Mar-12 TBC

TPSLApplications Services

AHE Stage3 AHE Stage 3 Tranche 1 25-Aug-11 1 27-Jan-11


AHE Stage3 AHE Stage 3 Tranche 2 01-Sep-11 1 15-Jul-11


AHE Stage3 AHE Stage 3 Tranche 3 08-Nov-11 1 18-Aug-11

DII Increment 1/2A Overseas Cyprus (S) Complete

TPSL Overseas Cyprus Episkopi (S) Complete Complete N/A N/A

DII Increment 1/2A Overseas Gibraltar (R&S) Complete

TPSL Overseas Gibraltar NSCD (R) Gibraltar 24-Oct-11 1 06-Jan-12


TPSL Overseas Gibraltar NSCD (S) Gibraltar 24-Oct-11 1 11-Jan-12

DII Increment 1/2A Overseas Washington (S) Complete

TPSL Overseas Washington NSCD (S) Washington 01-Aug-11 1 26-Sep-11

DII LABYRINTH Phase 2 Impl Complete

TBC Labyrinth Phase 2 Phase 2 CP10 MOD/FOC 19-Jul-12 1 14-Jul-12 TBC TBC TBC TBC

Forecast vs PMCB assigned Tolerance: 'Green = on track or early; Amber = late vs baseline but within tolerance; Red = Forecasting a Tolerance Breach; Grey = No RAG at present

SRA Date - Date shown is SRA Date; Green= Forecast on or earlier than SRA, Red = Forecast post SRA date

1

1 1

1 1

DII Increment 1/2A Release 2B Cambrai Gateways Complete

DII Increment 1/2A Fixed AHE Stage 3 PtP/Launch Service

21%

1% 2,616

0.76 1,890

Pending 3a BL Agreement

0.920.87 1,271

TBC

TBC 1 1

0.69 0.58

0.98

0.90

0.67

1

ESCALATION DECISIONS

PMCB **-Jul-11 5UNCLASSIFIED

SUSL RSP for Legacy Closure Exception Summary• Project Stage: Closure of Legacy Services ARM I D 10573

• Cause: Liability: Legacy System LUL delays incurred due to GFA / Network Ready slips incurring a potential £1.6 million cost over-run compared to baseline Legacy costs to the MOD.

• Consequences: Cost over run to MOD. DI I I PT/ SUSL have exhausted options on this issue.

• Recommendation: 1

2£1.6 mNilRS ENDNilNilCost is notavoided

2 Do nothing

1NilNilRS ENDCost saving of£1.6 m to MOD

NIL

NIL – Incr 3ahas a stability ofdelivery that cangenerate firmertimelines for RSend

1 Generate flexibility in the RSperiod that will save the MOD £1.6Million. Request from PMCB toSCARS board.

RankedOptions(1 = preferred)

Cost(£)

ProjectDeviation(wk/days/hours)

Stage Deviation(wks/days/hours)

BenefitsIssues(Issues Log impact)

Risks(Risk Register impact)


SUSL LAN-Side Encryption Exception Summary• Project Stage: Overseas site delivery & on-going support. ARM I D 7222.

• Cause: Lack of commercial agreement for support of ECB’s is causing Oversea site delay.

• Liability: 50% MOD – 50% ATLAS

• Consequences: Delivery of DI I / F into USA, Brunei & SHAPE. SUSL/ DI I I PT options for resolution of this issue are totally exhausted.


2HIGHYearsSequence deliveryNilDelivery can notbe achieved

Delivery can notbe achieved

2 Do nothing – except delay

1HIGHYearsSequence deliveryInc 3atimescales canbe achieved

Capabilitydelivery delayed

MEP4 designscan not beassured, FUL Delayedindefinitely.

1 Instigate senior managementsupport for a joint commercialmeeting to resolve support wrapCost issues.


Cost(£)





PROGRAMME VIEW



r Anchor Date & RAG


EV SPI

r EV CPI

r

B/L Value of Work

Remaining (ETC)







3,090



5,066



2,370

DASL R2BCambrai IOG


DASL R2BCambrai IOG


DASL R2BCambrai IOG





Increment 3A


31-Mar-12 31-Mar-12 TBC



















1

1 1

1 1



21%

1% 2,616

0.76 1,890


0.920.87 1,271

TBC

TBC 1 1

0.69 0.58

0.98

0.90

0.67

1








2 Do nothing


NIL




Cost(£)



















Cost(£)





PMCB VIEW



r Anchor Date & RAG


EV SPI

r EV CPI

r

B/L Value of Work

Remaining (ETC)







3,090



5,066



2,370

DASL R2BCambrai IOG


DASL R2BCambrai IOG


DASL R2BCambrai IOG





Increment 3A


31-Mar-12 31-Mar-12 TBC



















1

1 1

1 1



21%

1% 2,616

0.76 1,890


0.920.87 1,271

TBC

TBC 1 1

0.69 0.58

0.98

0.90

0.67

1








2 Do nothing


NIL




Cost(£)



















Cost(£)





DELEGATED AUTHORITY

ESCALATIONS

DAILY/WEEKLY

WEEKLY/MONTHLY

MONTHLY/AS REQUIRED


HOW DID WE DO?Paperwork

• Mandate• Blueprint for P3O Office• Staff TOR’s and Job Descriptions• Draft Portfolio and Level 0 Plan• Draft Programme and High Level Plan• Management Information• Confidence Metrics• Operating Model

Activities

• Demand Management and Pipeline• Joint Investment Board• Joint Programme Management and

Control Board• Improved MI and Decision making

Material• ATLAS Migrated EPM2003 to EPM

2010• Wider DES EPM Activity• Developed Portfolio Team and PMO• DIST Operating Model• Quality Control Points


WHAT IS GOING WRONG?

• Senior Managers not engaged• Crisis Management • Wasted Resources• Missing Deadlines• Poor Board Behaviour


AIMS AND OBJECTIVES


SENIOR MANAGEMENT!• Who are they?

–Management Board – Team Leader +8 Deputy Heads• What were they after?

–Clear guidance on P3O and how to transform without breaking normal business.

• How did I achieve it?–Early individual engagement with a clear presentation pack.–Personalised views of the information they valued most.–Personalised views of what they each needed to do.–Clear alignment with BAU activities.–Early circulation of the presentation pack.–Personal attendance at Management Board to present.–Personal commitment to drive the transformation forward.

Architecture Management

SME EngagementResource planningSafety and Security

Strategic Management

PrioritisationDemand Signals

Financial Management

Project CodesFinancial Tracking

Forecasting

Commercial Management

Timely Contract Renewals

Service Management

Protect Live ServiceEasy Transition

Trend Management

Programme Management

Planned ActivitiesResourced Tasking

Positive Control


ISSUE

• The DIST Management Board requires confidence that it is managing the overall performance of DIST through predictable and trustworthy evidence.

• This will allow the Board to prioritise resources against key objectives, ensuring that the ‘right things’ are being delivered, whilst achieving value for money.

• As the Board approaches the uncertainty of DCNS and the exit from current commercial arrangements this is essential.


ACTION PLAN FOR A P3O Portfolio/PMO/PSO APPROACH

• Strategy– Produce a long term vision backed up by a set of principles– Back it up with a tactical schedule of transformation activity

• Organisation– Agree and Use Common Processes and Governance– Enforce Application and Commitment to Governed Processes

• Process and People– Agree, Publish, Walk and Talk an Operating Model, Standards and Processes– Focused Transformation Project– Senior Team Focused on the Transformation– Up skilling Programme across DIST (promoting and focusing the way we wish to do things)– Empowerment at all levels to simplify decision making

• Technology– Improve consistency of usage of current technology– Further exploit or introduce new technology where justified

Strategic Direction

Long Term Vision

Clear Priorities

Tactical Planning

Informed Decisions

Clear Escalations

Improved Performance

Predictable Outcomes

Customer Satisfaction

CollaborationShared Processes

Shared Tools

Successfully Delivers

Shared Information

Shared Decisions


WHAT LESSONS CAN I BRING?• That a well articulated vision allows you to effectively test and

adjust your action plan.• That a structured approach (P3M) provides an environment in

which to succeed.• That every opportunity to influence key stakeholders has to be

taken quickly and effectively.• That a phased approach allows the Management Team to agree to

actions even when they are not completely convinced, providing incremental sponsorship.

• That in an organisation as big as the MOD it is impossible to implement a single solution quickly and often the transformation starts in small pockets but can quickly gain momentum.

• That any transformation ultimately succeeds or fails dependent on the amount of energy and enthusiasm that goes into it, quite often from a very small number of individuals.


SHOULD I HAVE GONE STRAIGHT TO THE BOSS?• Previous attempts to introduce P3O had tried to go to the top first

and failed because of the lack of senior buy in from the other Management Board members

• BAU took over• I arrived and was dedicated to P3O and creating team etc

• KEY POINT – It was my highest priority activity even over BAU!!


WHERE IS IT GOING NEXT?

• Me on the Management Board, so far busier.• No replacement yet, so unable to steer as effectively.• Main implementation starting in Oct, so need to maintain

commitment.• Super users, recruitment issues.

BUT• Increasing Awareness.• Advocates on the Management Board.• Significant Executive Support.

dist portfolio management 1st oct 2013

Business

financial management

recommended service

service fits

delivered service

preliminary service

simple requirements

demanding requirements

governance model process