Job No/1 Managing ‘Real’ ProgrammesVince Fisher -AWE plcwww.awe.co.ukJob No/2 Personal Background􀁏20 years experience in the execution of projects.􀁏Oil and Gas sector;􀁏Clients -BP, Shell, Esso, Phillips Petroleum􀁏Working in Scotland, Norway, English East and North East Coast􀁏Defence sector;􀁏Client -MoD􀁏Working in Southampton and Aldermaston􀁏Specialising in Materials and Project Management. Job No/3 AWE plc􀁏Produce and maintain nation’s nuclear deterrent 􀁏Leading edge science and technological research􀁏Unique manufacturing, production and testing facilities􀁏Highly skilled workforce􀁏Special relationship with the USA’s nuclear deterrent programmeJob No/4 AWE plc ‘Dr. John Hipwell would never be taken during a casual meeting for a nuclear physicist……. …….A passing observer would have assumed a bluff, Home Counties farmer, more at home leaning wisely over a pen of fat lambs at the local market than…….’ extract fromThe Fist of God -Frederick Forsyth 1994Job No/5 Previous ProjectManagementEnvironment􀁏AWE was not a very sophisticated PM Organisation􀁏Still dominated by functional ‘Stovepipes’􀁏Bottom-up Programme definition􀁏Self-serving agendas(Customer and Supplier)􀁏Pseudo-Campus mentality in areas􀁏Little understanding of Project Management roleJob No/6 AWE plc􀁏Government Owned Contractor Operated􀁏Run by a consortium company􀁏Serco,BNFL and Lockheed Martin􀁏10 Year Contract with an option for 25 years􀁏£220 million Budget per annum􀁏4300 StaffJob No/7 Programme Management DevelopmentJob No/8 ChangeManagementProject􀁏Business Process Re-Engineering􀁏Lifecycle Analysis􀁏Process Definition􀁏Company Model􀁏Result􀁏Need to establish a mechanism which would provide an overarching view of project interdependencies and rationalise the use of scarce resource.􀁏Programme Management was bornJob No/9 Bench-Marking􀁏When we looked over the fence we found that Programme Management was already being established􀁏But -OH DEAR!!􀁏The IT crowd had got to it first!􀁏(Didn’t they invent PRINCE?)Job No/10 Programme ManagementTodayJob No/11 The Impact of the ManagementContract􀁏Initial 7 Year contract successful but lacked integration􀁏Customer couldn’t understand how things hung together;􀁏Suspicious of profit; 􀁏Value for Money?􀁏New Contractor􀁏Different approach􀁏Requirements driven􀁏Top Down direction􀁏Main Strategic Management Process -Programme ManagementJob No/12 New ProgrammeStructure􀁏Materiel􀁏Engineering and Production 􀁏In-Service Support􀁏Capability􀁏Research􀁏Super-Computing􀁏Infrastructure􀁏Facilities􀁏Environment􀁏LegacyJob No/13 ProgrammeDisseminationMaterielInfrastructureCapabilityOrganisationalAreaOrganisationalAreaOrgansational AreaOrganisationalAreaPMPMPMPMPEPEPEPEPEPEPEPEPEPEPEPEIntregatedProgrammeJob No/14 Programme Management StatusIndependent ProjectsIndependent ProjectsConsolidated ProgrammeConsolidated ProgrammeProgrammeProgrammeManagementManagementProgrammeProgrammeLeadershipLeadershipTime NowPerformanceTime (Programme Management Maturity)Apologies to Elizabeth Kubler-Ross and Paul RaynerJob No/15 Programme Management Organisation􀁏Corporate Programme Office􀁏Organisational Area Programme Groups􀁏Project Support Offices 􀁏Reporting􀁏Milestones􀁏Performance Measures􀁏Programme Element Scorecards􀁏Cost􀁏Schedule􀁏Performance􀁏RiskJob No/16 Programme Management ScorecardJob No/17 and Finally…...􀁏We conceptualised an approach and found it to be workable.􀁏We organised ourselves to optimise the process;􀁏-but we would have never carried it through without Executive commitment and Customer pressure.􀁏Our continuing challenge is to stick with what we know to be the right way.􀁏We have over 20 years to see if it will work! Job No/18 Managing ‘Real’ ProgrammesEnd