Managing Real Programs

Managing ‘Real’ Programmes Vince Fisher - AWE plc www.awe.co.uk Job No/ 1 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/ 2 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 programme Job No/ 3 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 from The Fist of God - Frederick Forsyth 1994 Job No/ 4 Previous Project Management Environment 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 role Job No/ 5 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 Staff Job No/ 6 Programme Management Development Job No/ 7 Change Management Project 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 born Job No/ 8 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/ 9 Programme Management Today Job No/ 10 The Impact of the Management Contract 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 Management Job No/ 11 New Programme Structure Materiel Engineering and Production In-Service Support Capability Research Super-Computing Infrastructure Facilities Environment Legacy Job No/ 12 Programme Dissemination Intregated Programme Organisational Organisational Area PM Area PM Organisational Area PM Organsational Area PM Materiel PE PE PE PE Capability PE PE PE PE Infrastructure PE PE PE PE Job No/ 13 Programme Management Status Time Now Consolidated Programme Independent Projects Performance Programme Management Programme Leadership Time (Programme Management Maturity) Apologies to Elizabeth Kubler-Ross and Paul Rayner Job No/ 14 Programme Management Organisation Corporate Programme Office Organisational Area Programme Groups Project Support Offices Reporting Milestones Performance Measures Programme Element Scorecards Cost Schedule Performance Risk Job No/ 15 Programme Management Scorecard Job No/ 16 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/ 17 Managing ‘Real’ Programmes End Job No/ 18