getting project execution working for real
DESCRIPTION
Getting project execution working – for real! Merv Wyeth – Chair of ProjM, APM UK The story of a retired police officer who gained an in-service reputation as Inspector Gadget due to his keen interest in exploiting ICT, now Chair of the ProgM SIG (Program Management Specific Interest Group) where the Projectplace collaborative platform enables project execution. With its agile and social business features, Projectplace proved to be pivotal in supporting ProgM mission “to provide a forum for effective learning and development that promotes the science, discipline, tools and techniques of program management.”TRANSCRIPT
Inspector Gadget: 1984 - 2009
It is surely a matter of common sense to make the police service more accountable by publising a single non-emergency number
By optimising the latest technologies, forces could operate virtual call centres and ensure only operators with the appropriate knowledge and training answer particular calls.
”Calling all Stations” Jim Dale, Superintendent, July 1999 followed by ”Answering the Call” Feb 2000 by Inspector Merv Wyeth, Police Review.
Call Handling Programme
Y2K
Operation Crackdown
Working together, sharing information, powers & responsibility
Blending technologies to improve usability & public take-up
Pin-pointing problems with map-based reporting
Dashboard reporting for performance improvement
Lessons learned & future application (RGV)
Web Contact Programme (ISB4)
Government Announcement, 2007
Increase police officer visibility to the public
Reduced unncessary bureaucracy
Increase the efficiency & effectiiveness of the police service
NPIA established programme to provide devices, such as Blackberrys and personal digital devices to deliver these objectives
Mobile Information Programme
MIP - Sir Ronnie Flanagan: a warning!“Adopting disparate IT solutions across 43 forces is a potentially huge loss of opportunity and is only like to further complicate the range of processes and systems currently in operation. The criminal
law that we are all working to uphold is the same, so why can we not agree common processes to
deliver it?”
Body camera footage needsto replace statements
Handheld terminals lead towithdrawal of pocket note books
MIP - Programme Scope
MIP – Measuring the Benefits (1)
MIP - Measuring the Benefits (2)
NAO: Mobile Technology in Policing
"The roll-out of mobile technology to policeforces was achieved against a tight timescale
and at reasonable cost. However, too little consideration was given to the need for the
devices or how they would be used.
In the majority of forces, the benefits have not so far extended beyond simply allowing
officers to spend more time out of the station.
Amyas Morse, National Audit Office,27 January 2012
Report on Mobile Technology in Policing
The Home Office estimated that this programme will
contribute £125 million tocashable police service savings.
So far, police Forces have declaredcashable savings of just £0.6 million; less than 1% of
the amount invested by the Department in the Programme.
Home Office estimates that some £1.5 billionis spent annually on police ICT which is10% of total Annual spend on policing.
Lean from the Trenches, Henrik Kniberg
“The basic idea is to equip every police car with a small laptop with mobile internet connection, and a web application that allows them to handle all the investigation work around a prosecution directly in
the field.”
RPS (rikspolisstyrelsen), the Swedish national police authority, built & deployed a new digital system called PUST (Polisens mobila
Utrednings Stod)
Agile Project Management in Government (1)CIDS - UK Ministry of DefenceThe “Chapter 33” Solution - US
Department of AffairsSentinel Project – FBIHousing Needs Assessment – AustraliaMOOSE Data Ingest Project UK Met
Office
The strong conclusion is that agile project management works much better in government IT projects than traditional methods … Prioritised results are delivered earlier and in small increments. Learning and proving occurs at every delivery cycle.Foreword by Tom Gilb, Norway
Agile Project Management in Government (2)
“The problem is that it was made into a bigproject rather than being phased in. Maybetaking a few benefits at a time rather than all6 at the same time across HMRC, DWP, Local Authorities with Housing Benefit – it is fiendishly complicated having to calculate these monthly Universal Credit statements that have to be sent to every claimant.
If this had been (rolled) out in amore incremental, agile fashion,and if there had been betterproject management capabilitywithin the DWP”
APM (ProgM)“As a SIG we will improve the way we capture& share knowledge, support development & recognise achievements all the while sign-posting the PPM, & wider community to our prize assets – people & knowledge.
And we want to hear all about your own successes and failures in Programme Management. We really cannot afford to keep making the same old school-boy errors. Sharing knowledge & experience is how we will learn!”
Message from Chair, April 2013
APM Speific Interest Groups
ProgM - Mission
To provide a forum for effective learning and development, that promotes the;
science, discipline, tools & technique
s
of Programme Management
ProgM - ConversationsIs this project successful?Share the success with members!
@ Mention to notify a group or person
Attach multiple files Attach web links & embed
videos from URLs# Tags Express your emotions
ProgM - Group work
ProgM – event planning
(#apmmore4less)
ProgM – webinars & increasing our digital
footprint
ProgM – virtual meetings
ProgM - working effectively as a virtual
team
Thank you
Questions?
Projectplacewhere projects succeeds