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Delivering Strategic ChangeGroundhog Day Is Over

Delivering Strategic Change(Groundhog Day Is Over…)

Contents

• Liverpool John Moores University• Groundhog Day• Managing Successful Programmes (theory)• Managing Successful Programmes (practice)• Outcomes and Learning• Groundhog Day Is Over (maybe…)

Liverpool John Moores University (JMU) Overview

20,000+ students, 16,000+ FTEs

60% of students over 21; 30% part-time

12th(ish) largest University in UK

5 main sites in central Liverpool

2000/01 income £99m

The Problem

1. Very good at reviewing things

(Not very good at implementing outcomes)

2. Pretty good at implementing systems

(Not very good at realising the benefits)

3. OK at managing individual projects

(Not very good at joined-up thinking)

The Problem (1)

Bad Process

Firefight

RedesignProcess

No Problem!

Implement?Yes!

(out of the loop!)

No(too busy firefighting)

The Problem (2)

Need newIS capability

Business casestates benefits

Close &move on

Deliver newcapability

Deliverbenefits?

Realiseinvestmentin IS?

The Problem (3) – learning to juggle…

Strategic direction

Limited resources

ProjectA

B

C

D

E ???

?

Groundhog Day!

Managing Business Change

Adoption & Learning

Process(Re)definition

SystemsDevelopment

Programme Management

‘the coordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance’. It is an approach recommended where there is ‘…complexity and risk…many interdependencies and conflicting priorities to resolve’ and ‘provides a framework for managing this challenging environment’. (Managing Successful Programmes, OGC).

(or, Meta-Project Management)

Managing Successful Programmes

• Developed by the UK Office of Government Commerce, building on the PrInCE Project Management methodology

• Provides a structure and process for programme management

• Focus on ‘delivering new capabilities and and realising benefits from these capabilities’realising benefits from these capabilities’

• Projects deliver capability; the programme delivers benefits

Programme Management Environment

Internal or external business environment -

(political, economic, sociological, technical, legal)

Strategies & initiatives

Programme

1 2 3 <n>

Business Operations

Blueprint(achieved)

TheVision

Programme Management Process

Identifying aProgramme

Defining a Programme

EstablishingA Programme

Closing aProgramme

ProgrammeBrief

ProgrammeDefinition

EstablishedOrganisation

Managing the ProjectPortfolio

Delivering theBenefits

Projects & Change Transition

Delivered change& Benefits review

Running a Programme

Programme Management Structure

Sponsoring Group

ProgrammeManager

Programme Director

Project Boards/

Managers

Business Change

Managers

Programme/ProjectSupportOffice

Programme Planning(or how to juggle opportunities…)

Tranche1 Tranche 2 Tranche 3

Project A

Project B

Project C

Project D

Project E

Project F

Project G

Benefits Realisation

The Process Management Board

• Oracle Student System (OSS) project/earlier review group established need for process management (September 2001), essential for success but outside scope of project

• Reconvened as the Process Management Board, ‘which will take developments forward and oversee JMU becoming a "process managed" organisation’ (Executive Board 23rd April 2001)

• Decided to use Programme Management as method to coordinate multiple projects towards shared strategic objectives

• OSS project now within framework

Why Programme Management for JMU?

• Places projects in broader context• Aligns projects with corporate strategy• Manages resources across as well as within• Provides specific roles to manage the project

portfolio & the delivery of benefits• Recognises that the objective is to realise the

benefits, not just deliver the capability – an IS project may deliver the capability to do things better, doesn’t necessarily mean the University will do things better

Progress to Date

• Project Management accepted, endorsed, & implemented – essential precursor to Programme Management (start of cultural change)

• Project portfolio identified & draft Programme plan in place

• Completed Student Financial Management pilot as proof of concept – • Overall student debt reduced by 19% from £3.2m

2001 to £2.61m 2002• In year student debt reduced by 49% from

£1.448m 2001 to £709k 2002

Progress to Date

• OSS Phase 1 near to completion, Phase 2 in planning as part of programme

• Need for integrated eBusiness suite recognised as part of programme

• Management structure in place in line with new organisational structure, clearly on the executive agenda

• Aligned with new commitment to the Excellence Model as the blueprint for the programme to deliver against

JMU Programme Environment

Vision Statement

to develop JMU as a process-managed organisation

Programme Implement effective process management to deliver high-value added services through effective use of ICTs, cross-functional teamworking, and process and learner focus

Projects InformationSystems Processes People Support OSS SFM Management Process mapping eBusiness suite UMF & staff development Development of process ATS OSS-related areas HR Strategy performance model VLE Timetabling Communications Development of process Systems integration Marketing Strategy audit procedures S3/Portal Information Management

Business Operations

Blueprint

The Excellence Model and Process

Management

JMU Programme Management Structure

Senior Management Group

ProgrammeManager/Head

Of CIS

Programme Director/PVC Development

Project Boards/

Managers

Business ChangeManagers/Operational

Process Owners

Programme/ProjectSupportOffice

Director of Business

Excellence

JMU Programme Plan

Tranche1 Tranche2 Tranche3

OSS Phase 1

SFM

VLE Phase 1

VLE Phase 2

Timetabling

OSS Phase 2

Process Mapping

Benefits Realisation

2003 2004 2005

Benefits & IssuesBenefits

• Places projects in strategic context

• Better resource management

• Clear executive leadership

• Recognition of need for benefits management

Issues

• White space• Language• Resistance to change

(directed at the wrong things)

• Organisational weather (or weathering the organisation)

Programme Management & the Excellence Model

Programme Management

Is Groundhog Day Over?