Lessons From The Project Front Line - 4th November 2015
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The document summarizes lessons learned from project management experiences at PwC. It describes four "war stories" or case studies of projects including a global audit software implementation, an ERP system rollout, an acquisition integration, and internal audit reviews. The key themes that emerged were the importance of governance, having the right people and roles defined, and using tools like embedded assurance to plan for and ensure good governance practices. Project success was consistently tied to strong governance including areas like effective reporting, succession planning, and flexibility.
Lessons From The Project Front Line - 4th November 2015
- 1. Lessons from the project front line www.pwc.co.uk APM Event November 2015
- 2. PwC Agenda 1. Some war stories 2. Key theme to project success 3. Theory to reality 4. Project assurance 5. Summary 6. Q&A Lessons from the project front line PwC 2 November 2015 Jenny Tuohy PwC | Programme/Project Manager M: 07808 799447 E: jenny.f.tuohy@uk.pwc.com
- 3. PwC Lessons from the project front line 3 November 2015 PwC Some war stories
- 4. PwC War Story No.1 Transformation programme Lessons from the project front line 4 November 2015 Background • PwC’s own transformation programme for the financial statements audit practice • Objective was to update the auditing tools and approach to reflect new methodologies, IT capabilities, and our clients current business models • The days of using IT as a filing cabinet where over! • Tight window of opportunity to deploy the new software due to the annual audit cycle • Performance was business (reputational) critical Time Cost Performance
- 5. PwC War Story No.1 Transformation programme Lessons from the project front line 5 November 2015 Scope • Using agile development, design and deploy a bespoke IT solution for the global audit practice to document their work • The UK firm worked in collaboration with the US and Australian firms to lead the global programme • Matrix team combining IT, audit and compliance SMEs • Training of the UK practice (circa. 8,000 people) on the software, but also to embed and deliver key behavioral changes Outcome Success • Global launch and now 80,000 people are using the new software • Yes but... Lessons learnt • Agile IT development really does need a homogenous, small and simple user base • Change is about culture and mind-sets, not the tools • Governance, governance, governance
- 6. PwC War Story No.2 ERP IT implementation programme Lessons from the project front line 6 November 2015 Background • A utility company were implementing a new ERP billing system • Corporate board was not confident in the programmes direction and the progress of the programme to date • Highly regulated market, and the regulator had imposed a tight timeline • Performance was business (reputational) critical Time Cost Performance
- 7. PwC War Story No.2 ERP IT implementation programme Lessons from the project front line 7 November 2015 Scope • Complete an independent review on the status of the programme • Determine if perceived risks/issues were real • Provide recommendations to rebuild trust between the programme and the business Outcome Success • Trust restored between the programme team and the corporate board • Yes but... Lessons learnt • Consistent and effective reporting is vital • Know your numbers (have a Dragons Den mind set) • Governance, governance, governance!
- 8. PwC War Story No.3 Business acquisition Lessons from the project front line 8 November 2015 Time Cost Performance CMA Competition & Markets Authority Background • Secondment to a privately owned manufacturing company • Project managed an acquisition they were making as a result of an investigation by the Competitions and Market Authority (CAM) into one of their competitors • Underlying IT to support the acquisition did not already exist within the company • End to end business processes for the new business were not defined or mapped • 8 week timeframe • Performance (customer service on-boarding experience) was paramount
- 9. PwC War Story No.3 Business acquisition Lessons from the project front line 9 November 2015 Scope • Design and map the end to end business processes for the new acquisition • Implement and tests a new IT systems to ensure the business was operation on day 1 • Existing IT was provided by a mixture of in-house and third party software providers • De-coupling of IT from competitors, however, hardware (BT line etc.) restrictions applied • Training of new staff members on the company and it’s processes Outcome Success • New business was fully operational on Day • Yes but... Lessons learnt • Tailor your methodology – an agile and document light approach was key • Team work and communications is key • Governance, governance, governance!
- 10. PwC War Story No.4 Internal audit project reviews Lessons from the project front line 10 November 2015 Background • Project Assurance function provided via the Internal Audit team • Range of public sector clients, including the MOD • Projects for review are identified annually as part of the Internal Audit’s risk based profiling • Time, cost and performance requirements considered for all audits Time Cost Performance
- 11. PwC War Story No.4 Internal audit project reviews Lessons from the project front line 11 November 2015 Scope • Scope varied on a project by project basis, but always asked to consider if the project was/is going to be successful • But what does success mean? And who is asking? • Balance of providing independent review of project versus future recommendations and gateway review points • Need to decouple with other audits to prevent ‘over auditing’ e.g. the MPA Outcome Success • In flight status report to enable real time improvements/resolutions • Can we really decide?! Lessons learnt • Paper, paper everywhere • Responsibility and succession planning is key • Governance, governance, governance!!
- 12. PwC Lessons from the project front line 12 November 2015 PwC Key theme to project success
- 13. PwC Good governance is really another way of saying good people (management) Governance – It’s all about people! Lessons from the project front line 13 November 2015 Don’t get lost in the detail – its not all just about deliverables and products
- 14. PwC Key lessons learnt – Governance Lessons from the project front line 14 November 2015 Governance Project Board Project Manager Project Team • Project Board roles (Executive, Senior User, Senior Supplier) are key • The board must be empowered and engaged • Roles clearly understood (not just documented) • If appropriate, succession plans are in place • Effective reporting is essential • Don’t hide bad news • Lead from the front • Get to know your team and their strengths and weaknesses • Don’t be afraid to deal with development points • Ensure you act as the link between the board and the team • Know your methodologies, but don’t solely rely on them • Be flexible in approach and your role e.g. get involved in UAT • Have the project info at your fingertips • Be consistent and honest
- 15. PwC Lessons from the project front line 15 November 2015 PwC Theory to reality
- 16. PwC Theory to reality – Embedded assurance Lessons from the project front line 16 November 2015 The theme of governance is nothing new, but how do you ensure it happens? Embedded assurance What does this mean to you and how does it help? Exercise – Over to you!
- 17. PwC Theory to reality – Embedded assurance Lessons from the project front line 17 November 2015 But if you where going to audit yourself, what would you honestly say? Embedded assurance The Project Board is responsible, via its Project Assurance role, for monitoring all aspects of the project’s performance and products independently of the Project Manager. Project Assurance has to be independent of the Project Manager; therefore the Project Board cannot delegate any of its assurance activities to the Project Manager. – PRINCE2 (2009) “ ”
- 18. PwC Theory to reality – Embedded assurance Lessons from the project front line 18 November 2015 • Self assessment – Act as your own conscience - Is your governance structure clear? - How could you demonstrate good governance in action? - How is your documentation looking – Too much or too little? Would you really like to cold review it?! • Project team internal reviews – Builds up team members knowledge and engagement - How would the team rate themselves? - P3M3 maturity assessment? Others? • Independent external reviews – Obtain recommendations for improvement - Powerful stakeholder tool - Aligned to project stages - Effective intermediary when third parties/multiple suppliers are involved Approaches you could consider Planning needs to include plans for project assurance, both in terms of timelines and budgets
- 19. PwC Lessons from the project front line 19 November 2015 PwC Project assurance
- 20. PwC Project assurance Lessons from the project front line 20 November 2015 PwC believe so much in the power of assurance for enabling good governance, that there is an entire team dedicated to providing project assurance for our clients The role of assurance is to provide information to those that sponsor, govern and manage a project to help them make better informed decisions which reduce the causes of project failure, promote the conditions for success and deliver improved outcomes. – PwC (2015) “ ”There are a few PwC team tools which I consistently use to think about if I was to audit myself, what would I consider, and how does this help with governance…
- 21. PwC Project assurance – PwC tools Delivery models Lessons from the project front line 21 November 2015 Deep dives Continuous assurance Gate reviews Programme assessments Highly detailed reviews evaluating specific programme area(s) • Ability to identify root causes of any issues and how can they be addressed • Evaluating whether recommended actions have been carried out • A focus on whether individual programme elements meets specific objectives Focused deep dives Acting as a ‘critical friend’; also known as a ‘Watch and Challenge’ brief • Regular contact with the programme team helps in-depth understanding of all aspects of the programme • Able to provide real time observations and challenge over changes to programme scope, benefits case or forward planning Continuous assurance approach High level of detail to assess the quality of programme governance also known as a ‘health-check’. • Ensures the programme is set up for success • Identifies potential control design weaknesses and improvement opportunities • Provides observations over key decisions which affect outcomes. • Identifies risks and issues threatening the successful delivery of the programme Programme assessments Medium level of detail to assess programme governance and alignment with objectives • Point in time assessment of programme performance, status and outlook • Assesses programme readiness for subsequent phases. • Identifies lessons learnt for future phases Staged ‘gate reviews’
- 22. PwC Project assurance – PwC tools ‘The 12 elements’ Lessons from the project front line 22 November 2015 12 elements of delivery excellenceEngaged stakeholders Clear scope Managed risks and opportunities Delivery- enabling plans Focussed benefits management High- performing teams Smart financing Integrated suppliers Agile change control Embedded life-cycle assurance and learningActive quality management Governance- enabling decision-making Governance and management Assesses how the programme, as a whole, is being managed – by looking at the governance and decision- making arrangements; stakeholder and talent management, and how lessons are being learned Programme delivery This area examines how the programme is being delivered, looking at the plans and schedules, dependency logs, risk registers, change control processes, and how the business requirements are being met. It also assesses how well the overall benefits are being specified and measured Commercial and finance Reviews how the programme is being managed from a commercial and cost point of view. It assesses the capability to manage contractual arrangements with higher risks and how effective the reporting and the supply of financial information are
- 23. PwC Lessons from the project front line 23 November 2015 PwC Summary
- 24. PwC Lessons from the project front line Lessons from the project front line 24 November 2015 Project and programmes really are unique but transferable Don’t get lost in the detail – It’s not all just about the deliverables and products Good governance is really another way of saying good people (management) Project success is consistently linked to good governance By having a project assurance mind- set you can plan to deliver good governance and so ultimately project success What will now you do differently?
- 25. PwC Thank you and please get in touch Lessons from the project front line 25 November 2015 Jenny Tuohy PwC | Programme/Project Manager M: 07808 799447 E: jenny.f.tuohy@uk.pwc.com
- 26. This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PwC does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2015 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. 151021-160021-JT-OS