pwc.com.au Deliverin sustainin Projects Co Service Cat DRAFT Version 0.1 2013 pwc.com.pg ng change, ng benefits onsulting talogue
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pwc.com.au
Delivering change,sustaining benefits
Projects ConsultingService Catalogue
DRAFT Version 0.1
2013
pwc.com.pg
Delivering change,sustaining benefits
ConsultingCatalogue
PortfolioManagement
We help our clientsstructure theirportfolio to best meettheir strategic needsand objectives andmaximise the returnon their investments
We work with ourclients to manage theongoing alignmentand delivery of theirportfolio as needschange andcompeting pressureson valuable resourcesoccur
ProjectServices
We support ourclients inestablishing andstructuring newprograms andprojects, andimproving theperformance ofexistinginitiatives
We help instopping and/orclosingprograms andprojects if theyare reaching theend of theirlifecycle or areno longeraligned with
PMO
We help ourclients to rapidlymobilise PMO’sthat are fit forpurpose and addvalue throughprovidingcontrol, rigourand challenge
Using our bestpractice toolsand templateswe canaccelerate theestablishmentprocess and runthese for or withour clients, aswell as providinginitial set-up andcoaching and
Project Consulting – Capabilities.
PwC
aligned withstrategic needs coaching and
then steppingout
Our Methodologies and Tools
Our PNG project consulting team have a wealth of experience using bestaccelerate our work and bring the best of PwC’s global collateral to our clients
The Projects competency helpsorganisations drive and deliverchange to achieve their strategicvision. We do this at Project,Program and Portfolio level.
.
This Service Catalogue sets out the range of services thatProjects provide and explains how we use our people, tools andmethodologies to support our engagements.
If you don’t see what you need here, please speak to a memberof our team (p.10)
.
BenefitsManagement
We help ourclients structuretheir initiativeswith a clearfocus on benefitsand ensure thatalignment tothese ismaintainedthroughout thedelivery lifecycle
We help themensure thatbenefits arerealised whenplanned and arepro-activelytracked andrealisedfollowing
ProjectAssurance
We quickly andeffectivelyidentifyweaknesses,risks and areasfor improvementin thoseinitiatives thatare either ofconcern toseniormanagement orare critical to theorganisation
We do this atproject, programand portfoliolevel
Training andMethodology
We help ourclients todevelop theirinternal projectmanagementcapabilitythroughdeveloping anddeliveringtraining,producing clienttailored projectand programmanagementmethodologies.
We work withclients tounderstand theircurrentcapability level,their desired
Capabilities
2
followingprogram closure
experience using best practice methodologies and tools which we deploy toaccelerate our work and bring the best of PwC’s global collateral to our clients
their desiredlevel and thenhelp them to getthere
This Service Catalogue sets out the range of services thatProjects provide and explains how we use our people, tools andmethodologies to support our engagements.
If you don’t see what you need here, please speak to a memberof our team (p.10)
Overview
Portfolio management is critical to an organisationsability to manage and allocate it’s project and programspend in a way such as to maximise it’s return oninvestment in line with strategic goals.
It also plays a vital role in identifying ‘problem’projects and programs and in ensuring that enterpriselevel issues, risks and dependencies are identified andmanaged appropriately.
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Portfolio management
Stage 1
• Understand from portfoliosponsor, how the currentconstruct aligns, or not, withstrategic imperatives and how itis governed.
• Discuss the overall shape of theportfolioOperating Model programs (andreleases), interim operatingmodels, ringdefinitions of ‘mandatory’ spend.
• Identify the unique features ofthe portfolio and how the currentcontrol mechanismsenable/disable effective deliveryand benefits realisation .
• Agree roles and responsibilitiesand access to key client staff forinitial engagement.
Purpose
Portfolio management has two key themes ofbalancing the portfolio and managing the portfolio.
Balancing the portfolio
This focuses on:
• Identifying all projects and programs within thescope of the portfolio
• Gaining clarity on sponsorship, budgets, benefits,schedule, scope baselines and current position
• Evaluating the alignment between business strategyand portfolio prioritisation criteria
• Assessing the current portfolio against constraints(eg resource/budget) and targets (eg TargetOperating Model)
The outcome of this work is a portfolio which isaligned to the business strategy.
Managing the portfolio
PwC
Stage 3
• The portfolio lead will embedthe optimised organisationaland structural changes whilstbeing cognisant of:
−
−
−
−
Managing the portfolio
Here we focus on putting in place the processes andsystems for the ongoing management and alignmentof the portfolio including:
• A balanced Run the Business vs. Change theBusiness governance model,
• Intelligent portfolio dash boarding (reporting) andcommunications,
• Balanced portfolio delivery controls to strategicallyalign portfolio prioritisation criteria, includingbenefits identification and realisation, and
• Portfolio management and resourcing structure withappropriate resource and financial control software.
Issues we address
• Change capability and transformation programs arenot effectively enabling the organisational strategy.
• Embedded ways of working and attitudes result inunwillingness to adopt new ways of working
• Ineffective and slow decision-making due toimbalanced governance structures between Run theBusiness and Change the Business functions.
• Focus on financial prioritisation without assessingnon-financial drivers (such as risk reduction, staff,and/or client satisfaction or environmental impact).
• Poor portfolio Risk Management resulting inadditional costs and reduced benefits.
Benefits
• The financial and nonagainst the organisation’s strategic vision.
• A sustainable and dynamic reporting and control framework is createdto ensure clients can respond quickly to changes in strategy andenvironmental conditions.
• The Portfolio is underpinned by governance structures and ways ofworking that set it up for success.
Typical process and approach
Portfolio management
Stage 1 – Assess Stage 2 – Design
Understand from portfoliosponsor, how the currentconstruct aligns, or not, withstrategic imperatives and how itis governed.
Discuss the overall shape of theportfolio – in terms of key TargetOperating Model programs (andreleases), interim operatingmodels, ring-fenced spend ordefinitions of ‘mandatory’ spend.
Identify the unique features ofthe portfolio and how the currentcontrol mechanismsenable/disable effective deliveryand benefits realisation .
Agree roles and responsibilitiesand access to key client staff forinitial engagement.
• Design the portfolio prioritisationcriteria, aligned to vision andstrategy, and test with clientleadership.
• Detail proposals for the way theportfolio should be organised todeliver the plan ie Design andChange Boards and the PortfolioBusiness Rhythm.
• Define ways of working andResponsibility, Accountability,Consulted, Informed (RACI)matrix for program and subjectmatter resources.
• Design key controls (eg effectiveresource utilisation processes,robust benefits definition andmanagement).
• Design an integrated portfoliodashboard to provide oversightand insight for the portfolio.
3
Stage 3 – Embed Stage 4 – Manage
The portfolio lead will embedthe optimised organisationaland structural changes whilstbeing cognisant of:
− Effective communicationsrequirements.
− Political and/or culturalfactors.
− Functional maturity ofcurrent portfolio function
− Capacity and/or appetite forchange.
• Execute portfolio reportingfrom programs including risk,issue, dependency, changes andbenefit management.
• Consolidate performancethrough benefits reports.
• Complete portfolio andprogram reviews.
• Provide support whererequested or identified.
• Re-define portfolio targets andKPIs to reflect internal andexternal changes and lessonslearned.
Benefits
The financial and non-financial value of the portfolio is maximisedagainst the organisation’s strategic vision.
A sustainable and dynamic reporting and control framework is createdto ensure clients can respond quickly to changes in strategy andenvironmental conditions.
The Portfolio is underpinned by governance structures and ways ofworking that set it up for success.
Overview
Effective program and project management is key tothe successful delivery of any significant project orprogram. It is not necessarily complicated, but to do iteffectively requires depth of experience, training anddiscipline which can only really be gained through‘doing’. Often organisations do not have this capabilityand experience in house, and if they do it is usuallyover subscribed.
Program and project management
Stage 1
• Ensure that the business case isrobust, complete and approved
• Mobilise the program team
• Be clear on the scope of work todeliver the business case and thatthis and the approach has beenadequately documented andapprove by all key stakeholders
• Ensure that key programprocesses and controls are inplace (eg; governance,stakeholder management, risksand issues management etc.)
Stage 3
Purpose
Effective program and project management has anumber of key features:
• Ensuring there is clarity of scope and effectiveplanning
• Co-ordinating and focusing effort on project orprogram priorities
• Providing effective risk and issue management andminimise the chance of ‘surprises’
• Maintaining focus on the big picture of what theinitiative is to deliver, by when and at what cost
• Driving and co-ordinating delivery including timelydecision making based on adequate information
Issues we address
• Recent programs have failed to deliver the expectedoutcomes and benefits and a review of the programmanagement capability and maturity is required
• Change within the organisation such as a new
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• Delivery is managed in linewith plans and the twelveelements of programmanagement excellence
• Risks and issues are identifiedand in a timely manner andmitigated effectively wherepossible
• Deviations in delivery or scopeare carefully managed
• Stakeholders are kept informedand engaged as appropriatethroughout
• Change within the organisation such as a newmanagement structure or IT system has affectedexisting programs and projects or the general PPMmethodology, requiring a review of the processesand approach to identify improvement areas
• The scope and objectives for the program areunclear or poorly communicated because of thecomplex nature of the program
• Due to the intricate dependencies on workstreamsand tasks, the high-level timescales are unclear andit is difficult to define the priorities
• People who have experience of delivering initiativesof this type and scale are either not present in theorganisation or do not have capacity
• A large dynamic program introduces difficulty inassigning roles and responsibilities to keystakeholders
• There is a lack of understanding of how the programwill be funded and of the funding requirements,both immediately and going forward
• Poor communication is reducing efficiency,collaboration and visibility. There is no structure foreffective communications
Benefits
• The benefit of effective project and programmanagement lies in maximising the likely success ofan initiative in delivering the requisite benefits intime, on cost and of an agreed quality
• Through using experienced project and programmanagement specialists you can be comfortable thatthe 12 elements of successful program managementwill be fully addressed (see opposite)
12 Elements of successful Program Management:
• Delivery enabling plans
• Clear scope
• Governance enabling decision making
• Engaged stakeholders
• Focussed benefits management
• High performing teams
• Managed risk and opportunities
• Smart financing
• Agile change control
• Active quality management
• Integrated suppliers
• Embedded life
Program and project management
Stage 1 – Project initiation Stage 2 – Planning
Ensure that the business case isrobust, complete and approved
Mobilise the program team
Be clear on the scope of work todeliver the business case and thatthis and the approach has beenadequately documented andapprove by all key stakeholders
Ensure that key programprocesses and controls are inplace (eg; governance,stakeholder management, risksand issues management etc.)
• The scope of the delivery hasbeen broken down byworkstreams and into stages asappropriate
• Levels of planning are in place forboth strategic and detaileddelivery use
• The plans have a critical path ofdelivery and capturedependencies
• The plans are clearly aligned tothe delivery of program benefits
• The plans are practical andachievable given resource andenvironmental constraints
• They have been signed off
Stage 3 – Controlled delivery Stage 4 – Closure
Typical process and approach
4
Delivery is managed in linewith plans and the twelveelements of programmanagement excellence
Risks and issues are identifiedand in a timely manner andmitigated effectively wherepossible
Deviations in delivery or scopeare carefully managed
Stakeholders are kept informedand engaged as appropriatethroughout
• The closure of the program ishandled in a pro-active manner
• All deliverables are formallyaccepted by the business
• Benefits realisation plans are inplace and agreed withownership assigned andaccepted
• The governance board hassigned off that the agreed scopeand deliverables have beenachieved to an agreed quality
12 Elements of successful Program Management:
Delivery enabling plans
Clear scope
Governance enabling decision making
Engaged stakeholders
Focussed benefits management
High performing teams
Managed risk and opportunities
Smart financing
Agile change control
Active quality management
Integrated suppliers
Embedded life-cycle assurance and learning
For more on the 12elements please referto our tools andmethodologies.
Overview
The PMO acts as the central point of co-ordination forall portfolio, program or project activity to assist inachieving change.
Purpose
Functions include: planning and status reporting,risk, issue, assumption and dependency management,business case development and benefits realisation,project/program governance, document control andconfiguration management, change control, projectmanagement support.
Portfolio, program and project managementoffices
Stage 1
• Socialise, refine and agree theproposed program design withProgram Sponsor and other keystakeholders.
• Form an initial core ‘Onedrawn from client and keysuppliers.
• Build consistent understandingof key documents.
Stage 3planning
• Develop high level approachand structure to phase deliveryof objectives.
There are three main types of PMO:
Enterprise PMO
• Designed to monitor, analyse and report against anorganisation’s portfolio of projects and programs
• Not focused on the actual delivery of projects andprograms
• Sets minimal standards of PMO functionality andoften acts as a centre of excellence
• Provides rigour and challenge to projects andprograms and gives senior management strong andreliable MI to make decisions against
Strategic PMO
• Designed to support large scale transformationprograms.
• Targets investment in highest value activity, whilerecognising the mandatory workload associated with
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of objectives.
• Establish risk profile andmitigate to acceptable level.
• Agree accountability fordelivery of objectives.
• Produce workstream andprogram plans.
• Implement Program structure.
recognising the mandatory workload associated withdaily operations.
• Removes organisational barriers to help to improvecommunication, identify synergies and managerisks, issues and interdependencies.
Functional PMO
• A PMO designed for specific functional areas such asHR, IT or Finance.
• Skilled PPM professional specialising in thefunctional area.
• Tools and methods specific to the functional area.
• Customised and bespoke approach for HR, IT andFinance in conjunction with other areas of theprogram
Issues we address
• There is no PMO in place and therefore seniormembers of the organisation find it difficult toinfluence the delivery of the program.
• PMO processes are not functioning correctly,dependencies are not mapped accurately,governance does not work effectively, costs arespiralling out of control, or there is a lack ofunderstanding of the risks that affect the program.Lack of standardisation across the program meansthat it is difficult to assess the true status of theprogram and the critical risks.
• Potential opportunities are being missed as thePMO cannot offer the correct level of strategicinsight across the program.
Benefits
Benefits of an effective PMO include:
• Sustaining a balanced focus on outcomes and delivery targets,navigating uncertainty with appropriate consultation
• Integrated delivery across multiple phases and sites making effectiveuse of Program and Business assets and resources
• Accurate and timely management information that has been analysedand interrogated
• Efficient and effective program ‘housekeeping’ to minimise theadministrative process on delivery teams
and project management
Stage 1 – Mobilise Stage 2 – Establish governance
Socialise, refine and agree theproposed program design withProgram Sponsor and other keystakeholders.
Form an initial core ‘One-Team’drawn from client and keysuppliers.
Build consistent understandingof key documents.
• Secure stakeholder buy-in toProgram objectives.
• Establish Steering Committeewith appropriate business,supplier and programrepresentation.
• Build stakeholder map andcommunications plan.
• Draft Quality management plan.
Stage 3 – Drive and facilitateplanning
Stage 4 – Manage and controldelivery
Develop high level approachand structure to phase deliveryof objectives.
• Leadership of program delivery.
• Manage stakeholders andfacilitate alignment of business
Typical process and approach
5
of objectives.
Establish risk profile andmitigate to acceptable level.
Agree accountability fordelivery of objectives.
Produce workstream andprogram plans.
Implement Program structure.
facilitate alignment of businessand program objectives.
• Maintain appropriate riskprofile.
• Sustained focus on delivery oftarget outcomes.
Benefits
Benefits of an effective PMO include:
Sustaining a balanced focus on outcomes and delivery targets,navigating uncertainty with appropriate consultation
Integrated delivery across multiple phases and sites making effectiveuse of Program and Business assets and resources
Accurate and timely management information that has been analysedand interrogated
Efficient and effective program ‘housekeeping’ to minimise theadministrative process on delivery teams
“Organisations who establish enterprise standards forproject management, including a project office with suitablegovernance, will experience half as many major project costoverruns, delays and cancellations as those that fail to do so”
(M. Light, T. Berg, “The Project Office: Teams, Processesand Tools,” Gartner Strategic Analysis Report, 1 August2000
Overview
Benefits Management ensures that benefits are clearlyidentified and planned from the outset of a program.
Putting benefits realisation at the centre of programdelivery ensures that all program delivery aspects aredesigned and delivered with benefits realisation inmind.
Benefits management
Stage 1
• Confirm investment objectives.
• Identify benefits that will resultfrom objectives.
• Draft required business andenabling changes.
• Agree ownership for benefits andchanges.
• Agree how benefits can bemeasured.
• Agree achievement measures forthe changes.
• Identify any potentialorganisational or stakeholderissues that could impact therealisation of the benefits.
Stage 3
Purpose
Effective benefits management ensures that:
• The benefits of a project or program are understood,articulated and shared
• Programs are structured adequately to deliverbenefits,
• The initial planning of deliverables are robust interms of benefits identification, and
• Program delivery aspects are arranged to ensure acontinued focus on benefits realisation.
• The focus on, and realisation of benefits is not lostwith transition to BaU
Issues we address
• The program is ‘delivered’ on time and to budget butthe benefits are not realised as expected.
• The business case is poorly constructed and fails toarticulate what the real value or benefits are meantto be.
• The business case is well constructed but is not
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• Confirm overall responsibilityfor benefits management.
• Benefits manager to work withPMO to build and initiate theexecution of benefits realisationplan.
• Initial focus through the designand construct to be on thechanges.
• As the program moves toimplement, focus shifts toinclude the benefits profiles.
• The business case is well constructed but is notreferred to during the remainder of the program.
• There is a strong delivery mindset but thedeliverables are not tested during the project tomake sure they are fit for purpose.
• There is no entity responsible for owning thebenefits management process.
• KPI’s are not in place to measure whether thebenefits are realised.
Benefits
• A clear understanding of what investment objectivesexist for the program.
• Clear articulation of what business benefits willresult from the achievement of these objectives.
• Firm understanding of how these benefits will bemeasured and who owns them.
• Strong, on-going linkage between benefits and whatneeds to change in the organisation to realise them.
• Change ownership and measures of theachievement.
• Ensures that the project is delivered and that thebenefits are sustained after implementation.
Stage 1 – Identify Stage 2 – Execute
Confirm investment objectives.
Identify benefits that will resultfrom objectives.
Draft required business andenabling changes.
Agree ownership for benefits andchanges.
Agree how benefits can bemeasured.
Agree achievement measures forthe changes.
Identify any potentialorganisational or stakeholderissues that could impact therealisation of the benefits.
• Transfer the benefits to thebenefits profile templates.
• Build out changes into changeprofiles.
• Review and agree resource andtime required for changes.
• Undertaken baselinemeasurement/agree frequencyfor re-measurement.
• Review and confirm benefitsdependency map.
• Generate stakeholder action plan.
• Categorise benefits for businesscase purposes.
• Build and finalise business case.
Stage 3 – Plan Stage 4 – Track
Typical process and approach
6
Confirm overall responsibilityfor benefits management.
Benefits manager to work withPMO to build and initiate theexecution of benefits realisationplan.
Initial focus through the designand construct to be on thechanges.
As the program moves toimplement, focus shifts toinclude the benefits profiles.
• Benefits manager works withbenefit and change owners toevaluate progress on benefits.
• Corrective action agreedbetween working team andsubmitted to project board orbusiness sponsor for approval.
Our benefits management approach moves benefitsrealisation from the periphery to the heart ofprogram delivery
Overview
Those who sponsor, govern and manage a project,program, or portfolio need to understand thelikelihood of success, have adequate information tomake decisions about whether to continue with theinvestment and be able to identify and implementnecessary improvements.
Assurance and learning can be both formative (in thatlessons learnt from assurance during the project orprogram can be used to influence and improve itsongoing development and delivery) and summative(in that it will summarise achievements to date, alongwith the resources associated with delivering these).
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Project assurance
Stage 1needs
• The projectassurance needs are identified upfront and a plan developed andagreed
• As a minimum the plan willinclude reviews at critical stagesin the lifecycle to ensure that theprogramnext stage unless it meets certaincriteria. It may also includefocused reviews on particularaspects of the program that are ofconcern/high risk
• The assurance plan will bereviewed and adjustedthroughout delivery
Stage 3
Purpose
Embedded lifecycle assurance and learning provides aclear view of the project or program’s status and theextent to which it:
• Remains viable and aligned to the business case;
• Is being managed appropriately and effectively, inline with agreed policies and procedures;
• Is ‘under control’ and on target to achieved defineddeliverables and benefits.
Where issues and concerns are identified, it proposesimprovements to manage them and maximise thechances of success.
Issues we address
• Will the project or program meet business needs?
PwC
Stage 3
Reviews will be carried out via:
• Desktop document review ofkey program information
• Interviews with keyproject/programindividually or in small groups
• The reviews may be provideda variety of sources such asInternal Audit and externalproviders
• Will the project or program meet business needs?
- Is it still valid?
- Is the business or technology solution going todeliver what is required?
• Is the project or program on track to deliver?
- Are benefits achievable?
- What has been achieved to date?
- What are the key risks to success, and what shouldbe done to mitigate them?
• Could the project or program deliver moreefficiently?
- Where can savings be made?
- Are the PMO and delivery controls effective andproportionate?
- Which areas of the project or program are over orunder resourced
• What can we learn from this project or program?
- What lessons and actions can be applied to furtherenhance the delivery of this and future initiatives?
Benefits
• Clear line of sight over whether the elements fundamental to successful delivery are in place and operating effectively.
• Identification and mitigation of risks to successful delivery present in a project or program's sponsorship, business case anbenefits plan, governance and reporting arrangements, contracting and supply chain strategies, commercial and delivery skillsfunding and resourcing and overall management approach
• Capture of learning that could be used in this or other similar initiatives in the future.
Typical process and approach
Stage 1 – Identify assuranceneeds
Stage 2 – Agree the timing andscope of assurance
The project or program’sassurance needs are identified upfront and a plan developed andagreed
As a minimum the plan willinclude reviews at critical stagesin the lifecycle to ensure that theprogram does not continue to thenext stage unless it meets certaincriteria. It may also includefocused reviews on particularaspects of the program that are ofconcern/high risk
The assurance plan will bereviewed and adjustedthroughout delivery
When developing the assuranceplan, the following factors areconsidered:
• Length, structure and nature ofthe program
• Areas of high risk
• Timing of reporting requirements
• Periods of high delivery pressureon program teams
• External factors affectingavailability of information andstaff
Stage 3 – Conduct reviews Stage 4 – Report findings
7
Stage 3 – Conduct reviews Stage 4 – Report findings
Reviews will be carried out via:
Desktop document review ofkey program information
Interviews with keyproject/program staff, eitherindividually or in small groups
The reviews may be provided bya variety of sources such asInternal Audit and externalproviders
•The reviews will report keyfindings, priority areas forimprovement, good practicerecommendations and lessonslearned, along with an action planfor implementation whichidentifies action owners anddeadlines for completion.
•It will make recommendationswhen undertaken at Stage ends asto whether and how the programshould progress
Clear line of sight over whether the elements fundamental to successful delivery are in place and operating effectively.
Identification and mitigation of risks to successful delivery present in a project or program's sponsorship, business case andbenefits plan, governance and reporting arrangements, contracting and supply chain strategies, commercial and delivery skills,
Capture of learning that could be used in this or other similar initiatives in the future.
Overview
Organisations are ever more reliant on their ability toselect the right mix of programs that will provide themthe maximum benefit and return on their investment,and on their ability to execute the projects in theseprograms within the time, cost and qualityparameters.
Purpose
Up-skilling teams with project management capabilityand empowering an organisation to effectively andefficiently select and deliver projects successfully isfundamental to achieving strategic outcomes.
The Project Consulting team have developed andsuccessfully implemented a robust and structuredapproach to how we do this, with a capabilityimprovement service tailored to an organisation’sdesired outcome, prevailing culture, existinggovernance structures, the nature of projects and thecurrent level of execution capability maturity.
This allows us:
• To provide a structured mechanism to assessesproject management capability and identify targetedareas for improvement
• To provide lasting confidence around internalinvestment decisions and delivery decisions
• To ensure that project activity is driven towardsmeeting the strategic outcomes that an organisationdesires and improve the likelihood that project
Capability improvement
Stage 1
• Maturity models have becomeanorganisational capability, andhelping to implement changeandstructured
• The team is conversant with anumber of industry standardmaturity models (includingP3M3, OPM3, CMMI), all ofwhich provide a framework withwhich organisations can assesstheir current performance, andput in place improvement planswith measurable outcomes.
Stage 3
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desires and improve the likelihood that projectbenefits are realised
• To improve consistency in project delivery, andensure that it is sustainable.
Issues we address
• Poor history around project delivery – projects oftenrunning over budget and not to schedule
• Individuals ‘don’t know where to start’ whenneeding to scope out and deliver a new project
• Heavy reliance on external entities to supportproject delivery
• Initiatives often don’t have appropriate ownershipwithin an organisation
• There is limited guidance around how to run aproject and a clear absence of tools, techniques andtemplates to support delivery.
• Plan and implementimprovements through a seriesof capability improvementmethods including:
• Methodology DevelopmentRelating to project selectionand or delivery
• Mentoringcoach team members to fulfiltheir project responsibilitiesand obligations
• Trainingdelivery of customised trainingsessions to upteams.
Benefits
The benefit of project capability improvement lies inbuilding the confidence of teams and the organisationas a whole to successfully deliver projects, andappropriately manage a project portfolio. Specificbenefits to arise from capability improvement include:
• Competence and confidence of senior leaders todirect projects is increased
• Projects consistently realise benefits
• Project management is more efficient, betterresourced, and applied to key projects
• Organisational risks are mitigated or reduced
• There is a cultural shift towards staff valuing project managementdisciplines, having observed the benefits of better practice
• A common language around project management, and a commondefinition of what a project is emerges
• Project teams are high performing and are actively embracing newprocesses and tools
• Staff feel engaged, well trained and supported in the application of newprocesses.
Capability improvement
Stage 1 – Assess maturity Stage 2 – Identify key gaps
Maturity models have becomeessential tool in assessing
organisational capability, andhelping to implement changeand improvements in astructured way
The team is conversant with anumber of industry standardmaturity models (includingP3M3, OPM3, CMMI), all ofwhich provide a framework withwhich organisations can assesstheir current performance, andput in place improvement planswith measurable outcomes.
• Identify areas of targetedcapability improvementmaintaining a strong focusaround overall governance andstructure, methodologies andprocesses and systems and tools
• Understand skill expectations ofgroups and individuals, andundertake detailed skillsassessments
• Develop any necessarytraining materials andassociated development plansfor individuals
• Establish capability tracking andmeasurement mechanisms.
Stage 3 – Improve capability Stage 4 – Embed changes
Typical process and approach
1.Understanding
5.Measure skills
8
Plan and implementimprovements through a seriesof capability improvementmethods including:
Methodology Development –Relating to project selectionand or delivery
Mentoring – Supporting andcoach team members to fulfiltheir project responsibilitiesand obligations
Training – Development anddelivery of customised trainingsessions to up-skill projectteams.
• Focus on truly changingbehaviour – Capabilityimprovement is focused onembedding cultural changewithin organisations & up-skilling individuals and teamsin a manner that makes surechanges ‘stick’
• Establishing Continuousimprovement – Establishingannual maturity reviewprocesses to ensureorganisations are measuringand enhancing their level ofcapability on an ongoing basis.
Organisational risks are mitigated or reduced
There is a cultural shift towards staff valuing project managementdisciplines, having observed the benefits of better practice
A common language around project management, and a commondefinition of what a project is emerges
Project teams are high performing and are actively embracing newprocesses and tools
Staff feel engaged, well trained and supported in the application of newprocesses.
Understandingyour skill
expectations
2.Skill
assessment
3.TrainingCurriculum
and DevelopmentPlan
4.Implementation
skills transfer
Measure skillstransfer
Overview
Projects has a range of tools and methodologies that we use to support our work and ensure our teams can mobilise quickly andefficiently. All our templates and tools are underpinned by our overarching ‘Transform’ project management methodology
The competency also has specialists in wider project management tool use who can support clients in undertaking an assessmenttheir ‘as is’ practises, agreeing the most appropriate tools to address a client issue and then managing implementation. Thesinclude Sharepoint and more complex project management and reporting tools such as CA Clarity, HP PPM, Microsoft ProjectServer, Plan view, Primavera etc.
Our methodologies and tools
Transform provides a series of tools thathave been developed, tested and refinedby PPM Specialists. These range fromtemplates for Risk and IssueManagement, planning, changemanagement etc to automated tools suchas a Program ‘scorecard’
Our teams use these tools and templatesto mobilise efficiently at client site,adjusting them as appropriate to ensure
Our core methodologies
Transform
PwC’s 12 elements provides a practicalframework for successful delivery. Basedon our global experience we haveidentified each of these areas as beingcritical to effective program delivery,regardless of industry and solution.
Our consultants are able to take each ofthese areas and put an appropriate degreeof control and rigour in place in line witha clients needs.
12 Elements of programmanagement excellence
PwC
Our assessment tools
adjusting them as appropriate to ensurethey are most effective for each client andsituation.
a clients needs.
The project management diagnostic and benchmarking tool isan online assessment model designed to quickly and cost-effectively identify weaknesses in the project deliveryenvironment. It is hosted on PwC’s Saratoga benchmarkingsite. As such all the data entered is used for drivingbenchmarks. These can be within an organisation’s portfolio,across the lifecycle of a single project or against peers, othersectors or geographically.
The tool automatically generates a powerpoint presentationwhich RAG rates project controls in line with PwC’s 12elements of project and program management excellence. Aspart of the report it also generates potential risks andmitigations associated with any identified weaknesses.
Project assurance diagnostic and benchmarking
Projects has a range of tools and methodologies that we use to support our work and ensure our teams can mobilise quickly andefficiently. All our templates and tools are underpinned by our overarching ‘Transform’ project management methodology .
The competency also has specialists in wider project management tool use who can support clients in undertaking an assessment oftheir ‘as is’ practises, agreeing the most appropriate tools to address a client issue and then managing implementation. These mayinclude Sharepoint and more complex project management and reporting tools such as CA Clarity, HP PPM, Microsoft Project
Our methodologies and tools
PwC’s 12 elements provides a practicalframework for successful delivery. Basedon our global experience we haveidentified each of these areas as beingcritical to effective program delivery,regardless of industry and solution.
Our consultants are able to take each ofthese areas and put an appropriate degreeof control and rigour in place in line with
The program assurance framework isaligned to our ‘Transform’ deliveryframework. It provides a holistic view ofthe assurance reviews that we ideallyundertake across the lifecycle of a typicalprogram.
The framework allows clients to workwith us to identify specific areas ofconcern or high risk and to put in place areview plan to ensure timely and detailed
12 Elements of programmanagement excellence
Project assurance framework
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review plan to ensure timely and detailedscrutiny of these.
The PMO maturity assessment is an excel based tool used toevaluate the current state of a client’s PMO, giving it a maturityscore of 1-5.
We work with clients to understand the desired maturity levelin line with their needs and then make practicalrecommendations to work toward raising the current levelwhere necessary.
PMO maturity assessment
About us
• PricewaterhouseCoopers provides industryassurance and tax service for public and private clients.
• More than 169,000 people in 150 countries connect their thinking,experience and solution to build public trust and enhance value forclients and their stakeholders.
• We are the largest professional services firm. Whilst size for the sakeof size is not important to us, what is important is the leverage itgives us for the benefit of our clients.
• This means that we have a greater range of professionals to call uponto challenge, advise and support you. We see our global reach as anenabler to support the development of your international operationsand to build trust and create value for you.
• In Papua New Guinea (PNG), we have eight partners and over 170staff working from offices in Port Moresby and Lae. Our teamcomprises a mixture of talent from PNG and around the world, withover a quarter of our people in PNG hailing from territories aroundthe world or having worked in other territories as part of theirdevelopment.
• We have been in PNG for over 50 years and have significantexperience providing project consulting and related services.
To have a deeper discussion about how we can assist, please contact:
PwC
Kunen Satkunasingam
Partner+ 675 321 [email protected]
Adam Fenech
Director+ 675 321 [email protected]
Thys Odendaal
Manager+ 675 321 1500thys.odendaal@pg,pwc.com
PricewaterhouseCoopers provides industry-focused advisory,assurance and tax service for public and private clients.
More than 169,000 people in 150 countries connect their thinking,experience and solution to build public trust and enhance value forclients and their stakeholders.
We are the largest professional services firm. Whilst size for the sakeof size is not important to us, what is important is the leverage itgives us for the benefit of our clients.
This means that we have a greater range of professionals to call uponto challenge, advise and support you. We see our global reach as anenabler to support the development of your international operationsand to build trust and create value for you.
In Papua New Guinea (PNG), we have eight partners and over 170staff working from offices in Port Moresby and Lae. Our teamcomprises a mixture of talent from PNG and around the world, withover a quarter of our people in PNG hailing from territories aroundthe world or having worked in other territories as part of their
We have been in PNG for over 50 years and have significantexperience providing project consulting and related services.
To have a deeper discussion about how we can assist, please contact:
10
Kunen Satkunasingam
+ 675 321 [email protected]
Adam Fenech
+ 675 321 [email protected]
Thys Odendaal
+ 675 321 1500thys.odendaal@pg,pwc.com
pwc.com.pg
The PwC PNG firm, its members, employees and agents do not accept or assume any liability, responsibility or dutyof care for any consequences of anyone else acting, or refraining to act, in reliance on the information contained inthis document or for any decision based on it.
© 2013 PwC PNG. All rights reserved. In this document, “PwC” refers to PwC PNG which is a member firm ofPricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.
The PwC PNG firm, its members, employees and agents do not accept or assume any liability, responsibility or dutyof care for any consequences of anyone else acting, or refraining to act, in reliance on the information contained in
© 2013 PwC PNG. All rights reserved. In this document, “PwC” refers to PwC PNG which is a member firm ofof which is a separate legal entity.
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