partnering to deliver an integrated programme at awe presented by awe, 23 nov 2016, tadley

© British Crown Owned Copyright 2016/AWE

Welcome


Partnering to deliver an integrated programme at AWE

23 November 2016

An informative and interactive evening with the

Association of Project Management community

AWE.co.uk


Agenda Welcome and Introduction

Joe Adams, AWE Director of Programme and Supply Chain Management

Graeme Nicholson, AWE Director of Programme

The Role of the Programme Management Office (PMO)

Andrew Nicholson, AWE Head of Programme Management Office

Programme Management Approach

Steve Teasdale, AWE Head of Programme Performance Management

Finance and Business Management Approach

Jeff Maple, AWE Programme Business Controller and Finance and Business Management

Q&A

Helping our journey from good to great


Introduction to AWE

Graeme Nicholson


Fast facts AWE has played a crucial role in national defence

and nuclear security for over 60 years

We provide and maintain warheads for Trident to ensure the UK continues to have a credible and minimum nuclear deterrent

We are a centre of excellence in science, engineering and technology

Using our unique nuclear skills and technical expertise we develop and deliver national nuclear security and counter-terrorism solutions for UK government

AWE is a Government-Owned Contractor-Operated (GOCO) organisation operated by a joint venture of Lockheed Martin, Serco and Jacobs Engineering on behalf of MOD

Underpinning continuous at sea deterrence and national nuclear security


Our sitesAldermaston

(709 acres)Fully nuclear licensed

Burghfield(215 acres)Fully nuclear licensed

Blacknest

(Five acres)

Coulport

Two nuclear licensed sites and a scientific support facility – approx. 5,500 employees


Our skills and expertise

AWE provides expertise to support the UK’s nuclear defence and national security


Programme and Project Management

Joe Adams


The Role of the Programme Management Office (PMO)

Andrew Nicholson


External environment

Election

2015

Strategic Defence and

Security Review 2015

Austerity drive

Defence Reform Act 2014

MOD customer confidence

Customer budgetary

pressures

Value proposition

Pressure on

public finances

Cost-effective and efficient solutions

Innovative technical activities to drive value in the programme

Structured flexibility with customer

Programme integration

Transforming our business into a Programme Management Office (PMO)


Moving to a Programme Management Office

Delivering value for money and best practice thus increasing confidence

Collaborative approach and integration with customer

Greater visibility and forward looking

Prioritisation, balancing resources and strong culture

Getting to programme certainty and applying rigour and discipline

Infrastructure

investments Complex

and specialist

programme of

work

Legacy

culture

issuesHighly

regulated

Large

technical

breadth

Mature

matrix

organisation

Critical

resources

Budgetary

pressures

Inefficiencies

across

programme


Purpose and moving to a PMO

Transparency

Constructive insight

CollaborationData verification

Process compliance

Intelligent analysis

No surprise culture: collaborative working and transparent reporting


PMO expectationsWorking as a team for the benefit of the business

Customer

Shareholders

AWE Capabilities, Services and Staff

Key operating principles are:

Decisions are fact based, evidenced and communicated

Good governance and best practice

Culture of open communication

Programme performance against business objectives

Deliver our commitments and drive continuous improvement

Change and configuration control

A shift in culture


Programme Management Approach

Steve Teasdale


Partnering to deliver The Programme Management Function (PMF) was

established in 2013

The PMF team is accountable for:

Managing and developing AWE programme management skills

and capability

Providing competent project managers to AWE programmes and projects

Developing, integrating and implementing programme management processes

Delivering programme management training including earned

value management

Delivering perfect programme performance in a complex technical environment


Planning Improvement Team review

The PMF conducted a review of processes and their application in 10 selected projects to determine readiness to implement an Earned Value Management (EVM) system

* for illustrative

purposes only

Initiate

Plan

Deliver

ControlPro

cess

Maturity TrackerLow High

WBS

OBS

IMP

IMS

WAD

EVM

Starting our journey


EVM maturity

Opportunity for more consistent approach

to programme management:

Work Authorisation

Planning (IMP)

Scheduling (IMS)

Budgeting

Project reporting and variance analysis

An EVM system

Identified need for earned value training * for illustrative purposes only

You can’t manage what you don’t measure, you can’t measure what you don’t plan


Benchmarking and key lessonsReview Learn Improve (RLI) activities were conducted

Go back to basics

Programme control begins with a great plan

You can’t manage what you don’t measure, you

can’t measure what you don’t plan

Training is part of the solution

Train as many people as you can

Train from the top down

People deliver projects: you can’t change the process without supporting the people


Infrastructure

investments

Technical

breadth

Changing the project processes

Different processes for different projects

Before – over 250 process documents

One set of processes for all projects

Now – fewer than 50 process documents

One

Project

Lifecycle

One

Reporting

Standard

One

Project Controls

Standard

One

Project Delivery

Standard

One

EVM System

One

set of PM

Processes

One

Training

Solution

One

Programme

Baseline

AWE

Programme

Performance

ManagementCritical

resources

Legacy

cultureHighly

regulated

Matrix

organisation

Budgetary

pressures

Inefficiencies

across

programme

Complex

programme

From complexity to delivering with a common approach


Supporting the project people

Training needs analysis

Awareness training

Expert training

Practitioner training

(examined)

Over 1,000 trained

over two years:

AWE staff

contractors

customers

Training is creating the foundation for the solution


Partnering to deliver EVM outcomes

* for illustrative purposes only

Summary assessment (before)

* for illustrative purposes only

Summary assessment (now)

The projects we deliver are unique but the way we deliver projects is not


Finance and Business Management (F&BM) Approach

Jeff Maple

Spiral 1

ISS

FWC

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Spiral 1 1.20 1.10 0.96 1.01 0.84 0.85 1.08 1.10 #ISS 1.06 1.02 0.88 1.08 0.96 0.96 0.96 1.22

FWC

Approvals 0.84 0.85 1.27 0.99 0.80 0.70 1.10 0.86 #

Comp

Supp

0.99 1.07 1.01 1.07 0.97 1.02 1.01 1.08Future

Tech

Manf

Uplift

0.92 0.66 0.65 0.12 0.78 0.64 0.55 0.14 #

AASH

&TLA

1.15 0.95 0.76 1.09 0.94 0.91 0.92 1.35P3i - J

TD

Prod Cert 1.53 1.56 1.04 1.02 0.87 1.01 1.33 1.01 #P3i - M

k4a 1.00 4.72 4.87 1.00 0.00 0.00 0.00 0.00

Proj Mgt 1.00 1.25 1.24 10.90 1.00 1.55 1.48 17.95 #Boat 4

0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00YTD

Month

YTD

Month

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Apr-16May-16

Jun-16Jul-16

Aug-16

Spiral 1 SPI/CPI Trend

SPICPI

Target

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Apr-16May-16

Jun-16Jul-16

Aug-16

In Service Support SPI/CPI Trend

SPICPI

Target

2.57

1.42

-6.00-5.00

-4.00-3.00

-2.00-1.00

0.00

1.00

2.00

3.00

4.00

SVCV

SV/CV m

0.24 0.04

-6.00-5.00

-4.00-3.00

-2.00-1.00

0.00

1.00

2.00

3.00

4.00

SVCV

SV/CV m


Artefacts – Framework

Business and Government Interactions

How and When (Structures, Organisations)

Integrated Master Schedule (IMS)

Basis of Estimate (BOE)

Organisation Breakdown Structure (OBS)

Work Breakdown Structure (WBS)

Responsibility Assignment Matrix (RAM)

What

Statement of Work

(SOW)

Integrated Master Plan

(IMP)

Pro

gra

mm

e P

erf

orm

ance

Manag

em

ent

Syste

m

(PP

MS

) S

tan

dard

MDALs Government Furnished Assets (GFA) Requirements


Artefacts – Control accounts

A consistent structure to effectively manage the cost, schedule and scope


Artefacts – Work Authorisation Document (WAD)

WADs capture the following items:

Work scope

Budgets

Period of performance

Approvals

Commercial

PMO

Finance and Business

Management

Control Account Manager (CAM)

WADs define the scope of work between the CAM and the people doing the work


Change Management

Commercial Change Control

Change Control Board

Programme Controls

Change Board

PMO integration of change management critical to programme success


Business rhythm

Programme Delivery Review

Executive Committee Meeting

Site, capital and stockpile review

PMO Visual Management Board

Spiral 1 ISS FWC

Sc

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Spiral 1 1.20 1.10 0.96 1.01 0.84 0.85 1.08 1.10 # ISS 1.06 1.02 0.88 1.08 0.96 0.96 0.96 1.22 FWC

Approvals 0.84 0.85 1.27 0.99 0.80 0.70 1.10 0.86 #

Comp

Supp 0.99 1.07 1.01 1.07 0.97 1.02 1.01 1.08Future

Tech

Manf

Uplift 0.92 0.66 0.65 0.12 0.78 0.64 0.55 0.14 #

AASH

&TLA 1.15 0.95 0.76 1.09 0.94 0.91 0.92 1.35 P3i - JTD

Prod Cert 1.53 1.56 1.04 1.02 0.87 1.01 1.33 1.01 #P3i - Mk4a 1.00 4.72 4.87 1.00 0.00 0.00 0.00 0.00

Proj Mgt 1.00 1.25 1.24 10.90 1.00 1.55 1.48 17.95 #Boat 4 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

YTD Month YTD Month

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Apr-16 May-16 Jun-16 Jul-16 Aug-16

Spiral 1 SPI/CPI Trend

SPI CPI Target

0.40

0.60

0.80

1.00

1.20

1.40

1.60

1.80

2.00

Apr-16 May-16 Jun-16 Jul-16 Aug-16

In Service Support SPI/CPI Trend

SPI CPI Target

2.57

1.42

-6.00

-5.00

-4.00

-3.00

-2.00

-1.00

0.00

1.00

2.00

3.00

4.00

SV CV

SV/CV m

0.24 0.04

-6.00

-5.00

-4.00

-3.00

-2.00

-1.00

0.00

1.00

2.00

3.00

4.00

SV CV

SV/CV m

Customer

Executive

Internal

OBS

Internal

PMO

Supporting a solid foundation


Compliance assurance

Internal Surveillance Review

Initial Baseline Review

Reviewing performance to ensure quality delivery


Summary

Partnering to deliver an integrated programme at AWE

On our journey from good to great!


Q&A

AWE.co.uk

email: [email protected]

We would like to hear from you - please help us on our journey!

This presentation was delivered at an APM event

To find out more about upcoming events please visit our website www.apm.org.uk/events

http://www.apm.org.uk/events