tailoring msp™ for a people focused service organisation 2 colin bartletubbs plus john brinkworth
DESCRIPTION
If this presentation is of interest visit http://www.bpugcongress.com to find out when the next event is taking place. The presentation will explain how Serco has tailored MSP focusing on 8 overarching dimensions: 1. The Vision and Blueprint – The key step of every programme is to ensure that both the strategic Vision and Blueprint are clearly articulated. As part of this process SercoMSP examines the vision, derives both ‘Target’ and interim ‘Blueprints’, and then taking the client’s requirements into account, creates a plan that enables the programme to deliver each stage and phase to maximum benefit at minimum risk and cost. 2. Organisation – SercoMSP organises for success and seeks to ensure that appropriate consultation occurs, that people are empowered in decision-making and that there is visible commitment and authority to harness relevant skills and experience to deliver. 3. Planning and Control – Programme planning is a continuous activity throughout the programme and a particular strength of SercoMSP. It seeks to proactively identify and monitor processes, activities or outputs that significantly affect total process efficiency, effectiveness, quality, timeliness, productivity or safety. 4. Risk Management and Issue resolution – SercoMSP adopts a pragmatic risk management approach involving identification, mitigation and allocation of risks to those most able to manage them. Management of risk is fully embedded in all its management processes, actively monitored and reviewed and communicated on a constructive “no-blame” basis. 5. Benefits Realisation & Management – SercoMSP actively quantifies the benefits of desired outcomes and uses these to direct the programme and to inform decision-making along the way. The process ensures that benefits are identified, clearly defined and linked to strategic outcomes. 6. Stakeholder Engagement and Leadership – A key success factor in SercoMSP is always identifying the right stakeholders, understanding their point of view and establishing the best way of gaining their engagement and support, thereby maximising the opportunity for a successful outcome. 7. The Business Case – SercoMSP seeks to continually assess any factors affecting affordability, achievability of outcomes, value for money and available options. This ensures that the business case is updated with more detailed information as the programme develops, ensuring that the programme remains aligned with its objectives. 8. Quality Management – This is a continuous process and SercoMSP seeks to make it part of everything. It embraces the quality of leadership and management process, and includes the information used for decision-making, the quality of deliverables, configuration management and the assessment and measurement of activities. The use of regular Board meetings to review a programme’s progress and challenge the decision-making process ensure ongoing quality assurance. The presentation incorporates the practical lessons learnt by Serco during the design, development, dissemination and implementation of SercoMSP across its business.TRANSCRIPT
Advise | Design | Integrate | Deliver
Tailoring MSP for a people-focused service organisationColin Bartle-Tubbs & John Brinkworth
Introductions
Colin Bartle-TubbsDirector - Head of Programme Management, Serco Group
John BrinkworthManaging Consultant - PPM Capability Group Leader, Serco Consulting
Agenda
What is Serco?
Business drivers for MSP
Creating the value in MSP
Tailoring MSP
Developing, Disseminating and Embedding
Next Steps
W hat / who is Serco?
W hat / who is Serco?
W hat / who is Serco?
W hat / who is Serco?
Serco –key statistics
FTSE 100 Company
Turnover of £2.8BN, > 58,000 staff (globally), 600 contracts
40 years of delivering Public Services in:
Aerospace, defence, education, home affairs, local government, science, technology, transport & commercial sectors
Voted most admired Service Company for five years running (Management Today 2008)
Voted 12th most admired UK company (Management Today 2008)
….talks about
“Good is the enemy of Great”
….the need for
“Brutal Honesty”
Drivers for change -“good to great”
Positioning MSP within the Serco delivery environm ent
Serco’s Programme / Change Environment Hierarchy Model
Development of Organisation wide StrategyDefinition of destination / vision to align with the strategy and maintain BAU.Development of Business Case(s)Focus on business sustainability
Ensuring that the value and benefits / Outcomes are delivered through Programme Management
Rigorous Project Management to ensure delivery of projects / work packages / and outputs in accordance with time, cost and quality requirements
Enterprise
Portfolio
Programmes
Projects
•Strategy
•Delivering
• Strategydevelopment
• Translatingstrategy into an
integratedportfolio
• Deliveringsuccessful
programmes
Translation into a portfolio of Strategic Outcomes that are aligned with Vision.Segmenting and prioritising the Portfolio into a comprehensive plan
Advise
Integrate
Deliver
Design
Serco’s ethos
Value-creating
Values-based
“Our Service Delivery is all about Partnerships”
Partnerships
“…….and there are many types of Partnerships!”
Business drivers for MSP in Serco
Client / Customer Demand
Competitive Edge
Increasing Scale of Delivery
Growing Complexity of Contracts
Aligns with Operational Framework
Commercial Drivers for Improved Performance
Public Sector Standard (UK)
Business drivers for MSP in Serco
“Increasing adoption of MSP nomenclature”
Business drivers -getting business ‘buy-in’to MSP
Complicated
Onerous
Time consuming
…or even
Optional
It could not be:
Creating the value in Serco MSP
Foundations for success
Our 5 year journey…
Linked to “Operations”
Less of the ‘Ology’
Tailored training
Accredited examination
Cross business peer group
Above all, we had to make it easy
Developing, Dissem inating & Em bedding Serco MSP
Context – creating complex services
Governance framework alignment
Serco best practice centre
Collateral - libraries and toolbox
Demonstrating the benefits
Context -the challenges of creating com plex services
Results dependant on key individuals …
SPOF
Best practice?Repeatable results embedded
in our people and our process
‘Winging it’ ….with a big dose of luck!
Process richImplementation poor
peop
le
process
£
Money Spent
Degree of Process / Form ality
Getting the balance right
Point of Optimum Balance
“Cost of Winging it!”
“Cost of Prevention” Serco
Processes
Business Lifecycle Governance Process
Serco MSP Governance Them es
Organisation
Planning&
Control
Risk Manage.& Issue
Resolution
QualityManagement
StakeholderEngagement &
Leadership
BenefitRealisation
Management
TheBusiness Case
Vision & Blueprint(Design + Delivery)
Bid Investment / Project Return
Customer Focus / Stakeholder Plans / Bid Capture Plan
Solution / Technology / Sustainability / Legal & Commercial / Internal Processes
Benefit Profiles & Realisation Plans
Bid Team Resources / Strategy & Capability / Procurement /Partners
Authorisations / Plans / Knowledge Transfer
Risk Registers & Issue Logs
Quality Management Strategy & Plans
Serco Route Map for Successful Change Serco MSP 2007 in a “Nutshell”
Advise Design Integrate Deliver Improve
Review and updateCreate Implement, manage and refineLegend: SG = Sponsoring Group SRO = Senior Responsible Owner BCM = Business Change Manager PM = Programme Manager
© Serco
Organisation Structure
Programme Brief
Resource Man. Strategy
Resource Man. Plan
Monitoring & Ctrl Strat.
Programme Plan
Prog. Definition Doc.
Project Dossier
Issue Log
Resolution Strategy
Risk Man. Strategy
Risk Register
Quality Man. Strategy
Quality Man. Plan
Information Man. Strat.
Information Man. Plan
Prog. Comms Plan
Stakeholder Profiles
Engagement Strategy
Benefit Profiles
Benefit Map
Benefits Strategy
Realisation Plan
Business Case
Programme Mandate
Vision Statement
Blueprint
Gov
erna
nce
Them
es
Organisation
Planning&
Control
Risk Manage.& Issue
Resolution
QualityManagement
StakeholderEngage &
Leadership
BenefitRealisation
Management
BusinessCase
Vision & Blueprint
PM (SRO)SRO (SG)
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PM (PM)
Defining IdentifyingManaging the Tranches
Delivering Capability
TransformationalFlows
Realising Benefits
End of TrancheReview Closing
Looking for knowledge collateral should be easy
Toolbox –sharing expertise
Available in an everyday language interface
Em bedding
Demonstrating the benefits
Over 250 programme management specialists trained
Getting together– Community of practice – Collaboration rooms
Recognition for engagement
Program m e Leadership CoP - Serco’s vision
To provide “Thought Leadership”and to own, consolidate, share and improve the body of knowledge to enable Serco to consistently deliver successful business outcomes through effective Programme Leadership
Em bedding : Serco-wide Com m unity of Practice
People focused
Electronically supported
Programme Leadership CoP Workshop
Programme Leadership
“Teamroom”
Looking to the future
Keeping the method up-to-date
We deliver increasingly complex programmes and feed lessons from them into updates to the method
MSP continues to evolve and we contribute to that process, supporting OGC – MSP2007
Convergence of Projects, Programmes, Portfolios, and Maturity - P3M3
……and just to m anage your Expectations
Questions / com m ents / discussion