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City of London Corporation
Case Study
Peter Lisley
Assistant Town Clerk
Rebecca West Corporate Programme Manager
City of London Corporation
Where did we start?
Constrained
capital resources A project process
failure
Member-led
review 2009-
2010
New project
arrangements
introduced
October 2011
Review Findings
Expertise &
good practice
in pockets
Decision-
making process
complicated
“Strategic fit”
not assessed at
corporate level
early enough
No overview of
all projects & a
lack of
adequate
management
information
No systematic
learning from
projects
Delivery
fragmented
with little
interaction &
sharing of best
practice City of London
Corporation Project
Management
Governance
1. Projects Sub-Committee
2. Town Clerk through:
• Peter Lisley, Assistant Town Clerk
• Corporate Programme Office
3. Chief Officers through:
• Project Director/Head of Projects
• Department Project Teams
Ele
cte
d M
em
be
rs
Court of Common Council
Policy and Resources Committee
Projects Sub-Committee
Finance Committee
Spending Committees
Co
rpo
rate
Chief Executive
Assistant Town Clerk
Corporate Projects Board
Corporate Programme Office
Finance, Legal
De
pa
rtm
en
ts
Chief Officers
Project Directors
Head of Projects
Department Project Teams
What did we do?
Challenges
Lots of change at same
time
Ensuring elected
Members engaged at
right time
Fear of corporate
intervention
Resources
Data quality
Reluctance to change
Where are we now?
Improved communication about projects, especially problems
Monthly programme reports to Projects Sub-Committee
Corporate overview of all projects within scope
Better consistency in decision-making about projects
Greater scrutiny of individual projects is leading to savings
Learning lessons from projects and celebrating success
Where next?
Ironing out wrinkles
Tough resource
allocation decisions
Development of
project community
Looking ahead and
building pipeline
Reflecting on City’s
project delivery model
Looking at monitoring other projects
e.g. change projects in same way
Lessons
Drive from the
top is critical
Start simple, build strong
foundations and a good
reputation
Unmoveable dates
are useful Terminology is not
important
Departmental
diversity is ok
Articulate clear
benefits for all
involved
Talk to people,
particularly the
difficult ones!
Don’t underestimate
the amount of support
people will need
Any Questions?
Contact Details
Peter Lisley
Assistant Town Clerk
Email: [email protected]
Rebecca West
Corporate Programme Manager
Email: [email protected]