Project Management Strategy and Implementation - Aligning and creating the conditions for success Printworks Conference Centre, Dublin Castle 27 th November 2018 http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
Project Management
Strategy and Implementation - Aligning and creating the
conditions for successPrintworks Conference Centre, Dublin Castle
27th November 2018
http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
Item Time Speaker
Welcome 10.00 – 10.05 Derek Tierney
PMLAS Chair
Opening Address 10.05 – 10.20 Graham Doyle
Department of Transport, Tourism & Sport
Introduction of
National Childcare Information System
(NCCIS)
10.20– 10.50 Fergal Collins
Head of Programme Management Office (PMO) at Tusla Child and
Family Agency
Break 10.50 – 11.10 Networking
Roll-out of
National Development Plan
11.10 – 11.40 Ed Hearne
Investment Projects and Programmes Office at Department of
Public Expenditure & Reform
Pre-Panel Preparations 11.40 – 11:50 Slido (Survey and Q & A)
Panel Discussion –Reflections &
Insights
11.50– 12.20 Jackie Glynn (Vice President Ireland Chapter of PMI) (Moderator),
Fergal Collins, Ed Hearne, Martina Ryan (MRA Consulting/IPMI)
and Angelo McNieve (Stepstone Consulting/IPA)
Close followed by Lunch 12.20-12.25 Niamh Corby
PMLAS
Fergal Collins
National Childcare Information System (NCCIS)
Printworks Conference Centre, Dublin Castle
27th November 2018
http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
4
National Childcare Information System (NCCIS)Project Manager’s Network
Fergal Collins – 27th November 2018
5
Tusla
• Established on 1st January 2014 – The Child and Family Agency – Tusla
• 4,200 staff and an annual budget of €750m
• Range of universal and targeted services
Child Protection and Welfare
Educational Welfare
Psychological Services
Alternative Care
Family and Locally-base community supports
Early years services
Domestic, sexual and gender-based violence services.
• Over 380 Offices nationwide
6
Contents
• Starting point
• Overview and Need
• Governance
• Benefits/Value
• Stakeholders
• Scope
• Cost
• Schedule
• Outcomes
7
• Original Contract signed in 2012.
• Tusla established in 2014 – Project and costs transferred into Tusla from the
HSE.
• June 2014 Caredirector application went l ive in the first Area – Midwest.
• August 2015 – Project Manager hired and proposed “Good enough version”
of NCCIS to go-live. This was signed off in Feb 2016.
• Large number of bugs, enhancements, and ICT issues resolved by contractor,
HSE, and Tusla.
• Second site went l ive in May 2017.
• PMO established – Project Methodology – based on PMBOK
• September 2017 Project Manager returned.
• October 2017 PMO took over responsibil ity for rollout and Programme Team
was established.
Background and Vision1
8
• Tusla’s Vision : An Ireland that is committed to the safety and wellbeing of children,
young people and families
• Strategic Objective: To ensure Corporate Services (estates, finance, governance, HR, ICT,
legal) are effective in supporting the delivery of Tusla services.
• Action under this Objective: 6.15 Continue to roll-out the National Child Care
Information System (NCCIS) to all Tusla areas and have NCCIS fully implemented
nationally by Q2 2018.
Background and Vision1
9
Cavan/Monaghan
Paper Site
Went Live 15.05.2017
Mid West
Paper Site
Went Live 30.06.2014
Mid West
Starting Point for NCCIS - May 2017Out
Plan 20
Live SitesCavan/Monaghan
Paper Paper/RAISE
RAISE SWISS TOTALSITES
6 1 5 5 17
10
• Peer Review 3 External Government Appointed off icials DPER DCYA Programme Sponsor Programme and Project Manager
• Steering Board Programme Sponsor Programme and Project Manager Director of ICT DCYA Off icials
• Project Advisory Board Programme and Project Manager Key Internal Staff One external member from DCYA
• Programme Management Off ice Newly establ ished added Programme Managers to various streams Met weekly via Teleconference to review RAID Log and Gantt Chart Use of Project Vision Head of PMO reported into the Senior Management Team in Tusla
The fact that the project met it’s July 2018 deadline and delivered to scope is a clear demonstration of the effectiveness ofthe governance structure used.
Governance2
11
• Benefits
Child – Improved responsiveness, easier access to information, and better l inkages across areas.
Child Care Professionals – Reduce data gathering element, better data security, and standardised
ways of working
Tusla National Management – Real t ime data decision making, resource management, enhanced
report ing
DCYA – Eff iciency, Transparency, Measurement tools, Rel iable data
• Processes/Tools Used and Scope and Del ivery Management
Identif ied milestones across various del ivery elements; Applicat ion Rol lout/Implementation, Data
Migrat ion and Quality, Report ing, Product Development, and ICT/Technical Architecture.
Detai led Area Implementation Plans
Each Area Manager signed off on Data Quality in the system for their Area after leading pract it ioners
in each Business Unit reviewed the data
The Project Team addressed Change Management Issues that arose from Area to Area as teams moved from the “Old” to the “New” and the move to a central reporting model
Benefits/Value3
12
Stakeholders• External Governance• Internal Organisational Governance• Project Teams Two Teams were required to roll out an Area
1. NCCIS National Project Team
2. Local Area Team – They co-ordinated the project activity at a local level and acted as central point of contact for local users/local management and the national project team
• Social Work Practitioners, Administrators, and Local Area Management• Vulnerable Children and their extended families
Communication Strategies and Challenges
• Multiple Strategies due to complexity• High-Level Summarised Progress Reports• Detailed Migration Activity Reports• Onsite meetings, teleconferences, and email communication
Key Stakeholders4
13
• 17 Different Areas and Inconsistent Business Process – so used the concept of a “Minimum
Crit ical Requirements Set
• Value Driven Del ivery – Applicat ion del ivering value immediately in each area and then
over the deployment period it was enhanced with 5 Releases.
• Adaptive Planning – Each Area had specif ic needs but as each Area went l ive lessons
learned enhanced the requirements for the next Area
• Stakeholder Engagement – All stakeholders s igned up to the iterat ive approach
• Problem Detection and Resolution – Project Vision was the tool used to track al l Risks and
Issues
Scope5
14
• Input Process
Original Tender was in 2012
Management of Project and Costs transferred from HSE to Tusla in 2014
• Management Tools and Processes
Actual spend versus budget spend was tracked on excel and SAP
Cost were broken into Software L icences, Software Development, Data Migrat ion, Project Management,
Training and Internal Costs .
The PMO monitored Project Performance in terms of del ivery and cr it ical costs
• Cost Management Success
Creat ion of PMO, us ing tracking tools , and making cost key part of the project and al l programme meetings
kept costs on track.
There was an agreed change management process a lso
• Complexity
There were a large number of unknowns at the start of the project .
4,200 staff over 380 locat ions.
Extremely sensit ive data – one of the most sensit ive data sets in the State.
Overal l cost was €10.2m
Cost6
15
• Process Tools
Microsoft Project and then Project Vision
Basel ine of the Project in May 2017 and WBS of Area by Area rol lout determined.
Embedding review of schedule in weekly project team meeting
• Cri t ical Path Management
Overal l schedule kept updated in Project Vision – tracked sl ippages
Change management and a f lexible approach
• Schedule Complexit ies
A number of versions of the product deployed over the overal l development schedule.
Impacts on training materials, business process etc managed to ensure area deployment
schedule was not affected.
Any Area deployment miss would have resulted in a major knock on impact on local area
readiness plans.
Schedule7
16
Cork
Cork North Lee (Raise) went
Live 16.10.2017
Cork North (Paper) went Live
09.11.2017
Cavan/Monaghan
Paper Site
Went Live 15.05.2017
Louth
Paper Site
Went Live 23.10.2017
Mid West
Went Live 30.06.2014
Galway/Roscommon
Paper Site
Went Live 11.09.2017
Mayo
Raise Site
Went Live 04.12.2017
Donegal/Sligo/Leitrim/West Cavan
Raise Site
Went Live 27.11.2017
Mid WestCavan/Monagha
nGalway/Roscommo
nLouth
Cork N Lee
Donegal/Sligo/Leitrim/W.Cavan
Mayo
Cork North
NCCIS – Roll Out Plan 2017l Ou
17
• 2,700 staff were trained on the new application.
• 1,200 staff were mobilised with both laptops and mobile phones.
• 10,000,000 individual pieces of data were migrated from various legacy systems
(both application and paper based systems).
• 5 Tusla Offices were completely upgraded in terms of their network capability.
• 1,200 staff were equipped with 4G MiFi units to allow access to the system anywhere
in the country.
• 430,000 referrals (case records) were created
• 17 separate Tusla Areas that each had separate legacy IT applications or were paper
based were migrated or moved onto one national IT system
Outcomes8
18
NCCIS – 9th of July 2018
Waterford/Wexford
RAISE Site
Went Live 26.03.2018
Live Sites
Meath
RAISE Site
Went Live 12.02.2018
Carlow/Kilkenny/South Tipp
RAISE Site
Went Live 26.03.2018
Remaining Cork Sites
West Cork went Live 03.05.2018
South Lee went live 31.05.2018
Dublin
Dublin South East West Wicklow – SWIS –
went live 30.04.18
Dublin South Central – SWIS went live
27.05.18
Dublin South West Kildare / West
Wicklow – SWIS – 17.06.18
Dublin North SWIS – 01.07.18
Dublin North City – SWIS – 08.07.18
Kerry
Paper Site
Went live 26.02.2018
Midlands
Paper Site
Went live 22.01.2018
Midlands Meath Waterford/Wexford Carlow/Kilkenny/S.TippKerry Cork SWIS Areas 1,2,3,4,and 5
19
20
• Greater stakeholder engagement at the start of the Programme.
Looking at the wider impact of change, particularly on people and how they, as
individuals and teams, move from legacy systems and processes
• Programme Project Governance Structure is fully resourced from the outset.
• Need to carefully manage expectations and the need for strong communication .
Change Management and Lessons Learned9
21
Thank You
Ed Hearne
Roll-out of National Development Plan
Printworks Conference Centre, Dublin Castle
27th November 2018
http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
Ed Hearne Investment Projects & Programmes Office, Department of Public Expenditure & Reform
Implementing the National Development Plan
Project Managers’ Network
Rialtas na hÉireann | Government of Ireland
Overview
Background – the plan
Project Ireland 2040 – the National Development Plan and National
Planning Framework
Current context – new arrangements for implementation
The IMF Public Investment Management Assessment
Establishment of the IPPO
The Project Ireland 2040 Delivery Board
The Investment Projects and Programmes Tracker
Updating the Public Spending Code
The Construction Sector Group
24
Rialtas na hÉireann | Government of Ireland
Project Ireland 2040
25
Rialtas na hÉireann | Government of Ireland
Project Ireland 2040 – planned investment and outcomes
Rialtas na hÉireann | Government of Ireland
The IMF Public Investment Management Assessment
27
Main findings:
Ireland has relatively strong infrastructure, with
some sectoral weaknesses.
Management of public investment is generally
good, but with scope for improvement.
There appears to be significant scope for
strengthening the efficiency of public investment to
match the best-performing advanced economies.
Rialtas na hÉireann | Government of Ireland
Improve integration and co-ordination of the various sectoral investment strategies to ensure
greater coherence to public capital investment plans.
Reinforcing appraisal of major projects and introduce critical milestones for re-consideration
at key decision points.
Review and update Public Spending Code setting rule-book for planning, selecting and
implementing public capital investment.
Strengthen ex-post assessment of major projects to improve design of future projects.
Introduce a stronger ‘quality at entry’ check for major projects.
Enhance capacity at centre for overseeing / monitoring public capital investment plans – this
informed the establishment of the IPPO.
28
PIMA Recommendations
Rialtas na hÉireann | Government of Ireland
PSC
Update
(capital)
Investment
Projects and
Programmes
Tracker
Construction
Sector
Group
Project 2040
Communications
Project
Ireland
Delivery
Board
Expenditure
Monitoring &
oversight
PPP policy &
delivery
Innovative
FinancingState Assets
Existing
functions
New role
Establishment of the Investment Projects and Programmes Office
Brings together DPER’s existing role in public capital management and a range of new
functions
Rialtas na hÉireann | Government of Ireland
Project Ireland 2040 Delivery Board
The Board provides strategic direction and leadership to the NDP and NPF implementation
process
Jointly chaired by the Secretaries General of DPER and DHPLG
Made up of Secretaries General of the main capital-spending Departments
Role is to monitor and oversee implementation structures and performance across the various
sectors to ensure a coordinated and collaborative whole of Government approach to NDP and
NPF delivery.
Has covered a wide range of issues including:
- Updates on implementation at sectoral level
- Regional Spatial and Economic Strategies
- Progress with the four NDP Funds
- Construction sector trends
30
Rialtas na hÉireann | Government of Ireland
Tracking the public investment pipelineBackground
First version published in late 2017
Key tool for monitoring NDP implementation.
Latest Version
Over 260 projects and programmes captured in the latest edition of the tracker, a major increase on
Version 1.
The was published as a sortable, interactive spreadsheet.
New fields added in this Version include:
31
Estimated
CostsProject
Status
Commencement
Date
Completion
Date
Link to NSO
Rialtas na hÉireann | Government of Ireland
Short-term development of Tracker
For publication in Q1 2019. Key additions include
Investments by commercial stage bodies - airports, ports, utility companies, universities.
Yearly profile of costs
Delivery Programmes for major projects
Basic mapping functionality for large projects
Output and outcome indicators at programme project level
32
Rialtas na hÉireann | Government of Ireland
Further developing the tracker
33
Medium Term
Establish a web-based portal to further facilitate the
uploading of data by Departments and provide greater
functionality and user-friendliness. Similar approach used
in Australia.
Include performance indicators, results of CBAs, mapping
features, impact indicators etc.
The tracker will be fully integrated with the guidelines set
out in the revised Public Spending Code to ensure value
for money is achieved.
Example of mapping functionality from Australia’s Tracker
Rialtas na hÉireann | Government of Ireland
Revising the Public Spending Code
34
PSC published in 2013, amalgamating Capital
Appraisal Guidelines and wider VfM Framework
Sector-specific appraisal methods are in place or in
development across a number of Departments
There is a good level of expertise across
Departments, including through IGEES
Technical parameters have already been updated:
- Test discount rate
- Shadow wage rate
- Cost of carbon
- Appraisal horizon
Rialtas na hÉireann | Government of Ireland
Issues to be addressed in the PSC revision
35
The revision of the Code will implement many recommendations set out in the PIMA:
- Strengthen appraisal stage
- Harmonize guidance
- Better guidance on Cost Effectiveness Analysis, Multi Criteria Analysis
- Closer scrutiny at concept stage
The process flows in relation to approvals and referrals from Sponsoring Agency to
Sanctioning Authority will also be looked at
Rialtas na hÉireann | Government of Ireland
Moving to a new project life-cycle
Moving to a new project life-cycle
Closer align with actual project delivery
Will meet some of the recommendations of PIMA
Will align with the investment projects and programmes tracker
All projects will be required to include a delivery programme at the outset
36
Rialtas na hÉireann | Government of Ireland
Issues to be addressed in the PSC revision (cont.)
37
Appraisal
In many cases, appraisals should be carried out
earlier in the process
Appraisal methods in some sectors are well-
established (transport, enterprise) but others need
to be further developed and embedded
Procedures for CBA are well-established but other
appraisal methods are not – cost effectiveness
analysis, multi-criteria analysis
In some sectors these may be more useful
approaches
Approaches to programme appraisal should be
clearer
Post-project review arrangements need to be
tightened
Next steps
Initial scoping work to be completed internally within
DPER
A Steering Group will be convened, made up of key
Departments
Consultations and input sought from external
experts – EIB, DG Regio, OECD
Rialtas na hÉireann | Government of Ireland
The Construction Sector Group
The role of the CSG is to ensure regular and open
dialogue between Government and the construction
sector.
The CSG will focus on issues that may impact on the
successful delivery of the NDP on a value-for-money
basis for the State.
The CSG is made up of each of the key segments of
the industry along with officials from relevant
Departments and Agencies.
38
The CSG’s remit will include
• Working with industry and government bodies to
(a) benchmark and improve productivity and
environmental sustainability and (b) to
modernise public works delivery
• Considering opportunities to introduce reforms
within the sector that will help in controlling
construction price inflation, improving efficiency
and delivering value for money for investment.
• The supply of necessary skills and measures
enhancing capacity (including potential use of
overseas contractors)
• Issues arising from inadequate or ineffective
regulation, poor performance and systemic poor
quality
Panel Discussion
Jackie Glynn (Vice President Ireland Chapter of PMI) (Moderator), Fergal Collins, Ed Hearne, Martina Ryan (MRA Consulting/IPMI) and Angelo McNieve (Stepstone Consulting/IPA)
Printworks Conference Centre, Dublin Castle
27th November 2018
http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
Niamh Corby PMLAS
Closing
Printworks Conference Centre, Dublin Castle
27th November 2018
http://www.reformoffice.per.gov.ie/projectmanagersnetwork/
4242
Learning Management System Pilot
• 4 Organisations-DPER/ DTTAS/CSO/DOT
• Duration- 13th Nov-13th Dec
• Please logon if in Pilot organisation
• Next steps- Review Pilot outcomes and
plan for phased roll out of LMS
Other OneLearning News
•Finalising lease of training rooms in DIT Mountjoy Sq•60 courses now available•Governance model to be established which will guide OneLearning on Civil Service Priorities
OneLearning Update
Foundations in Project Management 2 day Course
• # Attendees since commencement of delivery (October 2017) -
1160
• # Due to attend by year end 2018- 132
• # Forecasted to attend T1 (Jan-April)2019- 492
New Innovation and Change Courses
Change Awareness
Innovation and Delivering Change
Introducing Managers to Change
http://www.reformoffice.per.gov.ie/
projectmanagersnetwork/
PMN 2019 “Save the Date”
o 26th March
o 21st May
o 03rd September
o 10th December