Collective voice updateCollective voice updatejon.hyde@cheltenham.gov.ukjon.hyde@cheltenham.gov.uk, ,

Programme manager (CBC), SW Programme manager (CBC), SW Rep for the collective voiceRep for the collective voice

Tuesday 10Tuesday 10thth May 2011 May 2011

The collective voice is The collective voice is working in partnership withworking in partnership with

OverviewOverview

About meAbout me Collective voice originsCollective voice origins What is the pppm collective voice?What is the pppm collective voice? The collective voice missionThe collective voice mission PPPM engagementPPPM engagement What next?What next? Group discussionGroup discussion

About meAbout me Programme manager at Cheltenham Programme manager at Cheltenham

Borough CouncilBorough Council• Portfolio management – introduction of a Portfolio management – introduction of a

resource management processresource management process• Project and programme management - Parking Project and programme management - Parking

systems procurement, New website, Shared systems procurement, New website, Shared Services, Strategic commissioning, New trade Services, Strategic commissioning, New trade waste recycling schemewaste recycling scheme

• Business analysis – business cases, options Business analysis – business cases, options appraisals, business processes (pre-application appraisals, business processes (pre-application planning advice), systems thinkingplanning advice), systems thinking

Prince2, MSP, DSDM Atern, APMPPrince2, MSP, DSDM Atern, APMP Common theme is ‘Change’Common theme is ‘Change’

Collective voice originsCollective voice origins Established in 2009 by Tim Ellis Established in 2009 by Tim Ellis

and David Unsworthand David Unsworth Tim involved in the EPPM Tim involved in the EPPM

programmeprogramme David was a key player in David was a key player in

NWEGG (North West E-NWEGG (North West E-Government Group)Government Group)

During a conversation at a During a conversation at a conference, Tim and David conference, Tim and David lamented the lack of a national lamented the lack of a national group for sharing ppm best group for sharing ppm best practice and decided to establish practice and decided to establish a group to plug the gap – the a group to plug the gap – the ppm collective voice was born.ppm collective voice was born.

Developing the collective voiceDeveloping the collective voice Tim and David engaged a Tim and David engaged a

number of industry experts number of industry experts such as OGC lead authors such as OGC lead authors and gained their support.and gained their support.

They also utilised the ppm They also utilised the ppm community of practice site community of practice site to communicate with their to communicate with their customer base.customer base.

By 2010, regional By 2010, regional representatives were representatives were identified for most areas of identified for most areas of the UK and a series of the UK and a series of meetings was held to map meetings was held to map out the future direction of out the future direction of the groupthe group

What is the pppm collective voice?What is the pppm collective voice? Today the collective voice Today the collective voice

consists of:consists of:• A network of over 1200 A network of over 1200

local public sector project, local public sector project, programme and portfolio programme and portfolio management professionals management professionals linked via a dedicated linked via a dedicated communities of practice communities of practice site site http://www.communities.idhttp://www.communities.idea.gov.uk/ea.gov.uk/

• A steering group A steering group comprised of regional comprised of regional representativesrepresentatives

• Regional sub-groups Regional sub-groups running regular knowledge running regular knowledge sharing events, each with sharing events, each with their own community of their own community of practice sub-group: practice sub-group: London, South West, London, South West, WalesWales

The collective voice mission (1)The collective voice mission (1) Best practice:Best practice:

Establishing a national Establishing a national local government-tailored local government-tailored body of PPPM best practice body of PPPM best practice approved by peers, rooted approved by peers, rooted in experience and backed in experience and backed up by specific PPPM up by specific PPPM examples.examples.

Sharing knowledge:Sharing knowledge: Enabling local authority Enabling local authority PPPM practitioners to learn PPPM practitioners to learn about PPPM best practice about PPPM best practice and collaborate on the and collaborate on the development and development and implementation of this implementation of this practice.practice.

The collective voice mission (2)The collective voice mission (2)

PPM Culture:PPM Culture: Articulating and Articulating and communicating the importance and communicating the importance and value of PPPM to senior officers and value of PPPM to senior officers and members within local authorities and members within local authorities and represent the interests of PPPM represent the interests of PPPM practitioners to local, regional and practitioners to local, regional and national decision-makers.national decision-makers.

Recognised profession:Recognised profession: Establishing PPPM as a profession Establishing PPPM as a profession within local authorities based upon within local authorities based upon nationally recognised core nationally recognised core competencies and the specification of competencies and the specification of learning and development activities.learning and development activities.

ppm

PPPM engagementPPPM engagement

Jan 2011 – Derek Myers (Chief Exec at Jan 2011 – Derek Myers (Chief Exec at RBKC and chair of SOLACE) asked the RBKC and chair of SOLACE) asked the pppm community what they thought Chief pppm community what they thought Chief Execs and other senior leaders should be Execs and other senior leaders should be asking and doing about PPPMasking and doing about PPPM

36 responses36 responses SOLACE committed to sending a briefing SOLACE committed to sending a briefing

to all Chief Execs based on the advice to all Chief Execs based on the advice received.received.

PPPM engagement (2)PPPM engagement (2)

Response themesResponse themes• Need for pragmatism – “briefs, costed and Need for pragmatism – “briefs, costed and

resourced plans, and highlight reports are the resourced plans, and highlight reports are the absolute minimum…”absolute minimum…”

• Need for effective training (SRO, sponsor level Need for effective training (SRO, sponsor level as well as PM level)as well as PM level)

• Need to view PPM as a profession in its own Need to view PPM as a profession in its own right, not just something tacked onto the day right, not just something tacked onto the day jobjob

• Grow your own talentGrow your own talent• Need for senior management buy inNeed for senior management buy in• Need for an effective pppm framework for Need for an effective pppm framework for

partnership workingpartnership working

What next? (1)What next? (1) In 2011 LGID endorsed the work In 2011 LGID endorsed the work

of the collective voice and of the collective voice and agreed that it would be brought agreed that it would be brought under the LGID banner.under the LGID banner.

Proposals are being worked up Proposals are being worked up for:for:• Collective voice steering group to Collective voice steering group to

become the LGID PPM Centre of become the LGID PPM Centre of Excellence Steering GroupExcellence Steering Group

• Establishment of a PPM head of Establishment of a PPM head of profession who will represent the profession who will represent the interests of colleagues working in interests of colleagues working in the sector to senior decision the sector to senior decision makers.makers.

• Establishment of a repository of Establishment of a repository of LA programmesLA programmes

• Establishment and development Establishment and development of a toolbox of Endorsed LA PPM of a toolbox of Endorsed LA PPM products, such as the Public products, such as the Public Sector Programme Management Sector Programme Management Approach Approach http://lpmawiki.londoncouncils.gohttp://lpmawiki.londoncouncils.gov.ukv.uk

What next? (2)What next? (2)Proposals being worked up for:•Establishment of a public sector PPM “lessons learnt” repository•Establishment of a PPM suite of learning and development materials (e.g. for senior management, members)•Development of peer to peer consultancy services – common programmes•Development of a practical working guide for the implementation of•Portfolio Management within the public sector •Development of an online maturity assessment tool

Work is also underway to migrate the community of practice site onto the new Knowledge-hub system http://www.local.gov.uk/knowledgehub

Group discussionGroup discussion The LGID PPM Centre of The LGID PPM Centre of

Excellence / collective Excellence / collective voice exists to serve you. voice exists to serve you. This group discussion This group discussion provides you with the provides you with the opportunity to feed back opportunity to feed back areas where you think this areas where you think this organisation could help.organisation could help.

What are our priorities in What are our priorities in the South West regarding the South West regarding project, programme and project, programme and portfolio management? portfolio management?

What kind of support from What kind of support from the collective voice / ppm the collective voice / ppm centre of excellence would centre of excellence would be of most help?be of most help?