Global Ppm Catalogue

8/10/2019 Global Ppm Catalogue

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Delivering change,sustaining benefitsPortfolio andProgrammeManagement (PPM)

Service Catalogue September 2014

www.pwc.com



Introduction

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PPM Service Catalogue

What is this purpose of this Catalogue:

This PPM Service Catalogue presents our suite of PPMservices, which have been developed to address the mostfrequent and significant challenges our clients are facingto the successful selection and delivery of their strategicprojects, as identified through our client experience,industry studies and specialized professional networks.

How you can use this Catalogue:

The content is presented so that readers can learn aboutour suite of PPM offerings through a set of brief service

summaries, detailing our high level approach in each area.

Contact details for our global network of subject matterexperts are included if you require further information orcredentials.

PwC has a global team of Portfolio and Programme Management (PPM) professionals who specialise in designingand delivering complex transformation programmes.



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“Our passion is helping our clients execute their strategy” Choosing the optimal set of projects; effectively executing; and realizing benefits.

The strategic imperative for PPM Our clients are dealing with unprecedented change driven by factors including thepace of change, shift in global economic power, generational changes , an ageingpopulation, the digital economy and the emergence of global players disruptingtraditional sectors.

Results from the PwC 2014 Global PPM Survey, demonstrate that some important issues have notchanged across the four surveys undertaken by PwC over the past 10 years. With input from a crosssection of industries and geographies, the Survey demonstrates many challenges are related to basicproject management elements: poor estimates; changes in scope; and poorly defined goals as top

reasons why projects overrun. Something needs to be done differently to resolve this trend. Moreeffective execution can be accelerated by embedding professionalism, standardising tools andmethods and leveraging the right PPM expertise.

The survey reinforces the importance of more mature programme and portfolio managementapproaches and building capability to gaining competitive advantage. The leading organisations arenow focused on PPM capabilities throughout the full capital allocation lifecycle:

Invest - Portfolio ManagementImplementing mature processes and frameworks to select the right projects, that: are fully

aligned to the strategy; that optimise the return on investment; and that strike the right balance between running, protecting, and growing the organisation.

Execute –Programme and Portfolio Delivery Improving the management and delivery of projects, programs and overall portfolios in bothtraditional and ‘agile’ ways, as well as the maturity of project risk management including theoriginal parameters of time, cost and quality.

Realise – Managed Benefits delivering intended outcomesStructuring the identification, quantification, management and ultimately realisation of

benefits; and ensuring these form both the foundation of individual business cases and are a

key input to the iterative process of selecting the right portfolio of projects.



“We are seeing high performing enterprises formalising two key aspects of theirbusiness: (1) The relationship between the 'run' and 'change' function and (2) Theexplicit linking of the business strategy to the transformation portfolio”

The model above has been developed based on input from multiple clients, business competencies and sectors as a communicationtool for client executives. This model helps position:

• Changing versus running a business: the differing considerations and approaches necessary when considering ‘Run theBusiness’ and ‘Change the Business’ functions;

• Macro influences: changing external factors which impact the business (positively or negatively);

• Embedding strategy: the activities behind successfully embedding strategic imperatives into the business;

• Measuring performance: the necessary metrics and processes for determining the fitness of current business operations andthe effectiveness of delivering change and,

• Embedding change: the important processes and interactions to be considered when designing, constructing and embeddingchanges into business as usual.

Run the business Change the business

MacroInfluences

Measurementand re- balancing

Strategy andCorporate

Governance

PortfolioManagement

Operate andRealise

Programme &Project

Delivery

Measurementandrefinement

Deploymentand acceptance

Alignment andprioritisation

Measurementandre-balancing

PPM in context

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Portfolio Management A function dedicated to supportingdelivery of a portfolio's aggregated

benefits through insightful reporting,appropriate resource allocation and controls and cyclic re-prioritisation.

Portfolio Aligning strategy to project selection,benefits optimisation and investment.

Project Project

Programme Implementation of a set of related projects or workstreams to deliverbusiness outcomes and benefits.

Programme Management A central function to provide visibility

and allow control of all programme or project activity being undertaken toachieve change.

Project A short term set of activities to deliverone or more outputs in accordance witha specific business case. A particular project may or may not be part of a programme. Project



Contents

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Introduction 2

Services 7

Portfolio Management 8

Portfolio Delivery 10

Portfolio Optimization 12

Change Portfolio Operating Model Design 14

Programme and Project Delivery 16

Programme Mobilization 18

Programme Maturity Assessment 20

Technology Enablement 22

Agile Execution 24

Programme Recovery 26Programme Assurance 28

Operate and Realise 30

Benefits Management 32

Capabilities 34

The 12 Elements of Delivery Excellence 36

Clear Scope 38

Engaged Stakeholders 40

Governance E nabled Decision Making 42

Focused Benefits Management 44

Manage d Risks and Opportunities 46

Smart Financing 48

Delivery Enabling Plans 50

Active Quality Management 52

Agile Change Control 54

Integrated Suppliers 56

High Performing Teams 58

Embed Lifecycle Assurance and Learning 60

Enablers 62

Methodology 64

Tools 65

Networks 66

People 67

Global Leadership 68

Team 69

Credentials 70

We help clientsdevelop frameworksto ensure they INVEST in the right projects

We help clients to EXECUTE effectivelyand to mature theirdelivery capability

We help clients tobetter manage and REALISE theintended benefits of those investments



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Portfolio Management

45% of respondents report thatportfolio performance is not regularly reviewed by key stakeholders so that italigns with the organisation’sstrategy.*

*Source: 4th Global Portfolio and Programme Management Survey, PwC 2014

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Implementing mature processes andframeworks to select the right projectsthat are: fully aligned to the strategy;that optimise the return oninvestment; and that strike the right

balance between running, protecting,and growing the organisation.

We work with our clients to developappropriate frameworks and processesto manage the ongoing selection andrefinement of investments to ensurethe link between strategic objectivesand portfolio selection is maintainedand enhanced.

Invest

The Portfolio Delivery service bringstogether into a single pointinformation to support balanced andinformed risk and reward decisionmaking.

The Portfolio Optimization servicehelps to make sure that the client’s

portfolio is aligned to the businessstrategy.

The Change Portfolio Operating Model Design service assesses anorganisation's ability to deliver changeand recommends improvements



Managing value


Governance

Operate andRealise

Programmeand Project

Delivery

PortfolioManagement

Maximising value

*See page 36 for details of the 12 Elements of Delivery Excellence

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Change Portfolio Operating Model Design Designs the operating model which enables the organisation toachieve the changes necessary to deliver it’s business strategy

Portfolio OptimisationOptimizes the selection and prioritization of programs within the portfolio to help the organization efficiently achieve its strategy

Portfolio Delivery Builds a portfolio management framework with its constituent governance, processes, tools and people



Portfolio Delivery“Design, build and deliver a portfolio management functional framework with itsconstituent governance, processes, tools and people”

Overview

This service offering combines the work of assessment (maturity) benchmark,design of optimal framework, anddeployment of portfolio managementprocesses. It provides a single pointthrough which the organization candeliver the portfolio by making balanceddecisions on risk and reward.

Portfolio Delivery engages with seniormanagement at the strategic planninglevel, the annual budgeting and reportingprocess cycle, and establishes protocols

for critical business decisions andgovernance structures, focusing on theoperational performance and therealization of benefits for Programsacross their entire lifecycle.

Client issues

• Ineffective and slow decision making,due to imbalanced governancestructures between Run the Businessand Change the Business functions

• Focus on financial prioritisation without assessing non-financial

factors (such as risk reduction, staff satisfaction, client satisfaction orenvironmental impact)

• Functions are not aligned to theportfolio and business needs, and oftenhave an unclear scope.

• Change within the organisation, suchas a new management structure or ITsystem, is affecting existingprogrammes and projects. Thisrequires a review of processes andapproach to identify improvementareas

• Some functions are not integratedacross the enterprise, resulting inshortage of available resource and bottle necks that cause schedule delays.

Process and approach

Step 1 –

Assess and mobilize

Step 2 –

Construct

Step 3 –

Operate

• Confirm Portfolio Drivers

• Conduct “As Is” assessmentof existing portfolioactivities

• Select Tool (optional)

Focus on:

• Governance

• Financial Management

• Benefits Management

• Resource Management

• Monitor, support, andadjust the portfolio

• Report andConsolidateperformance metrics

• Build further capability and capacity to deliverpipeline

• Share learning andlessons

• Hold session(s) tounderstand portfoliosponsorship, how currentframework aligns (or not) with strategic initiatives andhow it is governed?

• Review and assess maturity of the current TargetOperating Model for theportfolio, e.g. operatingmodels, spend/resource/

project portfolios anddefinitions of spend.

• Compile lessons learned ,define strategicopportunities andobjectives.

• Define portfolio drivers andattributes, and ownershipmodels/functions.

• Re-establish the portfoliomanagement andgovernance function’s role,objectives, priorities and

portfolio KPIs.

• Complete a business casefor investment in tools andresources.

• Appoint key team members(in governance forum/s egsteering group) and securetheir availability.

• Select the most appropriatetools to support themanagement of theportfolio. (optional)

Work with relevantstakeholders to adopt andsustain new workingpractices by:

• Establishing a consistentprocess to manageexpectations, report onsteering decisions, andportfolio data;

• Develop incentives forsenior management and

employees to fulfill theirnew roles and achievetheir KPIs;

• Building consistentprocesses and approachesfor active management of the programs, and projectsthat support eachportfolio;

• Clearly re-defining theroles and responsibilitiesof the target operatingenvironment model;

• Building the detailedcapability and capacity plan for the next year;

• Establish target operatingmodel and run pilot/s of process, tools andgovernance forums;

• Perform manual andautomated reporting cyclereports for improvement ;and

• Develop, modifying or

configuring the portfoliotool to support themanagement of theportfolios.

• Execute portfolioreporting fromPrograms includingmanagement of risks,issues, dependencies,changes and benefits;

• Consolidate and reporton performancemetrics and review Benefits for realisation;

• Continuously improve

prioritization of portfolios andinvestments;

• Hold ongoing portfolioand Program reviews;

• Provide support whererequested oridentified;

• Manage the PPMimprovement plan andfacilitate learning; an d

• Re-define portfolio

targets and KPIs toreflect internal andexternal changes andlessons learned.

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Benefits of programme mobilisation

• Develops strong enterprise governance to allow a balance between Runthe Business and Changethe Business

• Takes a consultative approach to ensure the right parties are involved upfront and ongoing throughout the lifecycle

• Builds strong collaborative leadership by removing organisational barriers and improving communication

• Identifies synergies and manages risks, issues and interdependencies

• Ensures portfolio and PPM tools are fit for purpose.

• Provides independent advice and data analysis that can be used to track the business case of programmes and projects.

Critical factors for service success

• Senior sponsorship with a willingness to lead collaboration across theenterprise.

• Understanding of the current portfolio and its delivery challenges.

• Utilization of standards and tools such as PPM software.

• Clear and valuable portfolio key performance indicators.

• Utilization of leading practice where it can add value.

• Regular reviews of the resource, project, application, infrastructureportfolio and Programs.

The team

Portfolio Lead

An experienced PortfolioManagement Lead specialised inoptimizing enterprise portfolios andmanaging senior stakeholderexpectations.

Strategic Planner

A strategic planner with portfoliorationalization planning experience

and expertise running portfolio andprogram optimization metrics.

PPM Specialists

A team of experienced PPM staff withthe following areas of specialism:

• PPM maturity

• Portfolio maturity

• Governance and steeringcommittee reporting practices

• stakeholder communicationsand management

• PPM tools and Portfolio Analytics

Portfolio Delivery engages with senior management at the strategic planning level

providing a single point through which theorganization can deliver balanced decisionson risk and reward across your organizations

portfolio.

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Portfolio Optimisation

OverviewThe outcome of PortfolioOptimisation is a portfolio that isaligned to the business strategy focusing on:

• Identifying all programs withinthe scope of the portfolio;

• Design of optimal frameworks

• Evaluating the alignment between business strategy and portfolioprioritization criteria;

• Assessing the current portfolioagainst constraints (e.g.resource/budget) and targets (e.g.Target Operating Model); and

• Effective deployment of portfoliomanagement processes

Client issues

• Incomplete understanding of theportfolio picture (all currentprograms).

• Imbalance between mandatory,tactical and strategic programs.

• Lack of insight into business caseand benefits baseline versus the

benefits to be realized.

• Lack of alignment andcommunication between changesto the enterprise strategy and thechange portfolio, leading tomisdirected investment in theprograms.

• Poor visibility of the portfolioperformance against baselines.

• Sub-optimal governancestructure, without sufficientauthority and insight to cancel orpause programs.

“Optimizes the selection and prioritization of programs within the portfolio to help theorganization efficiently achieve its strategy”


Step 1 -

Assess portfolio scopeand construct

Step 2 -

Design and buildoptimisation scenarios

Step 3 -

Test and sign off portfolio roadmap

• Create full programlist with core details

• Assess gaps inevaluation criteria andconstraints

• Run optimizationscenarios againstdefined criteria, andconstraints. ConductScenario workshops

• Share and sign off optimized scenario

• Initiate, cancel orcontinue portfolio

• Conduct a workshopto establish the

business strategy, breadth of thetargeted portfolio,

governance roles andresponsibilities.

• Investigate thecurrent scope of theportfolio, translatestrategy and TargetOperating Model intoprioritization criteriaand decide uponthresholds.

• Investigate any

delivery constraints,e.g. budgets, resourcecapabilities andoverall manpower.

• Review currently employed tools andpreferred methods –establish whichadditional tools are

required.

• Establish central datarepository and filingstructure for theportfolio.

• Run scenario modeling workshops.

• Determine format forportfolio reportingdashboards andschedule.

• Define a clear route fordecision making outsideand inside of theportfolio.

• Provide agreed numberof scenarios andanalysis.

• Test scenariosprovided withleadership team.

• Refine scenarios,

constraints andprioritization criteriaas necessary.

• Sign off optimizedscenario.

• Activate initiationprocesses for new program business

cases

• Cancel and closedown misalignedprograms.

• Hand oversustainable portfolioprioritizationprocess to client.

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Benefits of the Portfolio Optimization

• Strengthen portfolio boundaries by better understanding all “in-flight” Programs.

• Maximize value of the portfolio against defined enterprise strategy (including financial and non-financial benefits). This will include a

balance of programs that are:

- Exploratory – Targeted on innovation and scrutinizing new ways of operating the enterprise (R&D);

- Strategic – Focused on building capability to fulfill strategicobjectives in future years. Typically limited financial and non-

financial payback in the current annual planning cycle ; and- Tactical – Deliver operational improvements that directly impact

in-year objectives.

• Maintenance – Sustaining systems, processes and resourcerequirements.

• Governance – Creation of an efficient governance and controlsstructure which maximizes the value of the portfolio against businessstrategy.


• Senior leadership support in the run and change business functions.

• Clear articulation of strategy, measurable objectives and successcriteria.

• Sufficient delineation between change and run the businessfunctions but with joint governance (embed governance withsufficient authority to make program cancellation decisions).

• Agreed definition of mandatory change.

• Skilled resourcing in the Portfolio Management Office to run thePortfolio Management processes.

The team

Portfolio Lead

An experienced Portfolio ManagementLead specialised in optimizing enterpriseportfolios and managing seniorstakeholder expectations.

Strategic Planner

A strategic planner with portfoliorationalization planning experience andexpertise running portfolio and programoptimization metrics.

PPM Specialists A team of experienced PPM staff with thefollowing areas of specialism:

• PPM maturity

• Portfolio maturity

• Governance and steering committeereporting practices

• Stakeholder communicationsand management

• PPM tools and Portfolio Analytics

The Portfolio Optimization is a robust method of strengthening the alignment of strategy tobusiness outcomes, and maximising the value

from the organisation’s total change activity.

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Change Portfolio Operating Model Design

Overview

The PwC Change Portfolio OperatingModel Design service assesses anorganisation's ability to deliver changeand recommends improvements by reviewing:

• Governance of the portfolio;

• Planning, reporting and managingchange, and the supporting systems;

• Skills and resources available todeliver change;

• Organisation and managementprocesses needed to support andsustain an effective change delivery function;

• Methods, tools and knowledgemanagement which support delivery;and

• The results achieved by the changeteam and how/why these might vary from the objectives of the business.

Client issues

• Misalignment of the change portfolio

with the needs of the business and thecorporate strategy

• Unmanageable volume of change/unacceptable impact on the business

• Duplication of effort/wrong order of execution/fragmented andcontradictory initiatives

• Skills gaps resulting in no change,poor change, or wrong change

• Late or expensive change, or change which is not needed by the time it isdelivered

• Difficulty in managing change e.g. dueto inconsistent methods, tools,systems and measures

• Barriers to change such as too muchfocus on ‘mandatory’ change, oroverburdened SME resources

• Suspicion that competitors are betterat change and the organisation is being left behind the market

Step 1 - Mobilise Step 2 - Assess Step 3 - Design

• Engage with sponsors andkey stakeholders to rapidly understand thefundamentalsof theorganisation and thechange delivery function

• Deploy the team quickly toassesskey aspects of change delivery capability

• Desktop assessment of key data e.g. skills and resources,methods, tools and systems

• Interviews with key people:change practitioners, theircustomers, and teams such asstrategy, businessarchitecture, operations, andprocurement

• Analyse and report onthe findings; draw outstrengths on to build on

• Recommend actions toimprove performanceand value. Focus onimprovements which can

be made quickly and withmost impact

• Refine the change TOM

Work with the sponsor(s)and key stakeholders to:

• Understand the businessstrategy, change horizon,and drivers for change inthe business and theindustry;

• Understand operatingmodel of the changedelivery function(s) e.g.global vs divisional,communities of practice;

• Understand the delivery model e.g. changeorigination process,planning, resourcingprocess, stakeholderengagement model,reporting and changedelivery processes;

• Understand the peoplestrategy e.g. leadershipapproach, comms process,people proposition,internal/external mix of

staff, training andqualifications;

• Conduct a skills survey toevaluate the as-iscapability of the delivery teams e.g. specialists vsgeneralists, areas andlevels of expertise; and

• Prioritise areas forassessment based onstrengths, and thepresenting issues and their

likely causes

Work with relevantstakeholders to :

• Complete a review of governance arrangementsand how they work inpractice;

• Conduct interviews withchange staff and key stakeholders, to evaluate theeffectiveness of delivery inpractice; provide early feedback on themes e.g. in

relation to the operatingmodel, delivery model,people strategy;

• Analyse the interviews toidentify areas for discussionregarding related functionse.g. Finance, Procurement,Operational Risk,Outsourced or offshoredteams/functions;

• Analyse the skills survey andpull out key messages;

• Complete a desk top review of methods, tools,knowledge management,and training;

• Complete the assessmentphase, and agree on asuitable format for providingthe analysis and findings;and

• Create a strawman changetarget operating model andconsult with key stakeholders

Work with the sponsor(s)and key stakeholders toidentify findings andrecommendations whichenable realistic andprioritised actions:

• Governance, planningand managementinformation;

• Organisation,leadership, comms, andmanagement of people

and resources;• As-is skills analysis

and overview of potential gaps;

• Performance, andstakeholderfeedback/observations;

• Systems – portfoliomanagement, financialtracking and forecasting,resource management,reporting;

• Knowledge managementand training;

• Industry context andcomparators, goodpractice examples;

• Summary of themes andpriority areasfor action; and

• Articulate the changetarget operating modeland a suggestedimplementation plan

“Designs the operating model which enables the organisation to achieve the changesnecessary to deliver it’s business strategy”


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Benefits of the Change Capability Assessment

• Provides insight into the key strengths of the change delivery team andthe priority areas for improvement

• Offers a point of view based on collaboration, experience and workingclosely with stakeholders

• Actionable and prioritised recommendations, based on identifying rootcauses to real measureable gaps in performance

• Flexible approach to scope, so that emerging areas of priority can beassessed in more detail where required

• Findings set in the context of the business strategy and the role of the

change delivery function in the organisation

• Change Target Operating Model articulated and stakeholder acceptanceenabled through consultation, collaboration and focus on addressingkey themes for improvement

• Roadmap/plan give clear guidance on how to implement the improvedChange Operating Model


• CEO, CIO, COO sponsorship with a willingness to lead collaborationacross the enterprise

• Understanding of the current portfolio and its delivery challenges

• Access to the business strategy and measures of performance of thechange function

• Realistic and pragmatic approach to providing insight and value, basedon experience and appropriate scope

• Access to ‘neighbouring’ teams and the customers of the change team inthe business

The team

PwC will provide a successful andexperienced team to deliver theChange Portfolio Operating ModelDesign service.

Assessment Lead

Will work with senior leadership tofacilitate focused collaboration and toagree findings which enable realisticand prioritised action to increase thelikelihood of achieving successful

change.

Design Team

Will provide the breadth and depth of change operating model designexperience appropriate to the specificneeds of the organisation and key sponsors.

Networks

The Change Portfolio OperatingModel Design service can also includeassessment of ‘neighbouring’ teams

such as portfolio management.

The PwC Change Capability Assessment establisheswhat the client needs to do to enable delivery of strategic change, by highlighting priorities for developing the change delivery team, its role and

focus, and its operating model and supportinginfrastructure.

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Execute

The Programme Mobilization serviceprovides targeted recommendations onimproving portfolio operations.

The Programme Maturity Assessment service provides recommendations as tohow the organisation can improve itsprogramme management.

Agile Transformation enables the

flexibility that recognizes the importanceof speed and diversity in the way we work.Increasingly, organizations are breakingthe mold of applying a single, “one sizefits all” approach to projects.

Program Recovery supports alternativeproject approaches as our organizationalrealities are frequently complex and may require more drastic actions for success.

Project Assurance service helps navigatethe risks of transformation programs toenable the execution of their strategiesand realization of the intended benefits.

Programme and Project Delivery

60% of Executives versus only 36% of their staff viewedprogrammes as successful*.

*Source: 4th Global Portfolio and Programme Management Survey, PwC 2014

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We help our clients improve theircapability to manage and deliver projects,programmes and portfolios of work.

To do this we gain a deep understanding of the types of initiatives they areundertaking and plan to undertake, theenvironment and constraints under whichthey operate and their current and desiredlevels of capability.





Programme Mobilisation

Overview

Programme Mobilisation is designedto help you set the tone and pace of

your programme, and to point theprogramme in the right directionfrom the outset.

PwC will work with you to developthe maturity of your PMO so that youare able to get to a level of controlsuitable for the complexity of yourprogramme. PwC will draw on our

“12 Elements of Delivery Excellence”,and deploy the tools, methods andgovernance models that will provideassurance that your programme is

being delivered in a controlled way.

PwC will help develop the maturity of your PMO so you get the insight youneed to take decisions and ensure

your programme remained focusedon your strategic priorities.

The service is designed to be rapidly implemented and therefore isespecially beneficial when yourprogramme is time-critical or of high value.

Client issues

You’re embarking on a complex new programme and want to demonstrateto your stakeholders that you’re incontrol of delivery from the outset.

You have a programme underway but you don’t feel fully in control due to:

• lack of visible sponsorship;

• not getting the information youneed to take key decisions aboutthe programme;

• risks are not properly understood;

• delivery timescales are unclear;

• lack of confidence about whetherthe programme’s on track to meet

your strategic aim or deliverexpected benefits;

• costs are spiraling;

• slow to react quickly to new

opportunities or challenges; and

• different messages being receivedabout the status of the programme.

Step 1

Set up the Programme Management

Office

Step 2

Build programme maturity

Rapidly mobilise the programme team

Assess current PMO functions and

introduce standard project management

tools & processes

Ensure an initial 30-day plan is in place to

keep delivery focused while the PMOis being set up

Introduce controls to minimise delivery

risk

Provide intelligent reporting to help you

make informed decisions

Keep the programme focused on delivering

business benefits

Embed the PMOin your organisation

• Establish organisational chart to define

‘as is’ state and project hierarchy

• Review currently employed tools and

preferred methods – establish which

additional tools are required

• Run workshops to:

• establish roles & responsibilities

• scope the programme and delivery

outcomes

• plan activities and agree priorities

• identity key risks

• Populate standard project documents

such as risks and issue registers

• Identify key stakeholders & suppliers

and understand how they interact with

the programme

• Establish a central repository and filing

structure for programme

documentation

• Undertake a technology needsassessment

• Determine the format for programme

reporting and agree reporting cycle

arrangements

• Define the decision-making process

• Deliver an overarching 30-day plan

based on the different priorities from

each functional area

• Establish processes to control changesto the scope, cost, quality and benefitsof your programme.

• Understand interactions anddependencies with your third party suppliers.

• Define how third-party suppliercontracts will be controlled, andmanage their deliverables and invoicing

processes.• Introduce cost reporting as a standard

part of regular progress reporting.

• Assess steps required to develop aperformance scorecard to enhancepotential for successful delivery.

• Introduce the concept of quality toindividual work-packages.

• Establish a communication strategy toensure your stakeholders get the rightmessages at the right time.

• Develop delivery-enabled plans.

• Baseline the Project InitiationDocument (PID).

• Discuss recommendations forembedding the PMO into yourorganisation.

• Communicate good practice andprovide on-the-job coaching to yourteam to build your future PMO in-housecapabilities.

“Establishes an ‘intelligent PMO’ with the governance, processes, tools and methods to provide the insight, control and maturity to deliver your

programme efficiently”

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Benefits of programme mobilisation

• Demonstrates effective leadership, focused on programme direction

• Provides confidence in your programme’s progress and ability to deliver

• Quickly gains control over your programme by deploying a customised set of programme management tools and processes

• Provides a framework that increases the chances of finding dependencies andcommon interests across projects

• Enables you to act on new opportunities and control changes to the programme

• Eliminates multiple versions of the truth by creating a single point of control forproject documentation

• Enables you to make the decisions at the right times by providing intelligentreporting information


• Active engagement from your senior leadership team - being available whennecessary, support with stakeholder buy-in and ensuring the right people are inattendance at key workshops

• Agreement around the vision and objectives of the PMO

• Access to all appropriate documentation so our team can understand yourprogramme’s current set-up

• Support across all business units for using the standard programme managementmethods and tools put in place by the PMO

• Commitment from your programme lead to resolving issues rapidly

The team

We’ll provide a successful and experiencedteam tailored to the needs of yourprogramme:

PMO Lead

An experienced PMO Lead specialised inrapid PMO deployment across complexprogrammes and senior stakeholderengagement.

Specialist Planner (optional,depending on complexity)

A planner with MS project expertise andfurther expertise of a project server such asCA Clarity or Primavera.

PMO Specialists

A team of experienced PPM staff with thefollowing areas of specialism:

• risk management

• project planning

• stakeholder communicationsand management

• benefits management

• financial modelling

• governance and reporting

• e-tools deployment

• best practice advice and coaching

The PMO sets the foundations for effectivedelivery…however the real benefits are seenwhen the PMO is mature enough to provideinsights into the status of your programme

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Programme an Project Deliver



Delivery Maturity Assessment

Overview

This service assesses the effectiveness of an organisation’s delivery capability from three perspectives: insight, controland efficiency. These can be measuredthrough five levels ranging from:

• Level 0: Non-existent – Noidentifiable management in place withno influence on project success; to

• Level 5: Optimised – A leadingpractice standard with appropriatestakeholder involvement, which playsa critical role in the success of portfolio/programme management.

Our assessment specialists will review the Portfolio/Programme Managementfunction against benchmarked standardsand known good practice to prioritiseareas of focus.

Client issues

• Recent programmes have failed todeliver the expected outcomes and benefits and a review of the delivery capability and maturity is required.

• Poorly defined portfolio scope andinadequate change control. Thisresults in poor alignment of programmes and projects to theenterprise strategy, which can result in wasted resources.

• Inconsistency and a lack of standardised approach to the delivery of programmes and projects, and theirinterdependencies, lead toinconsistent reporting andmanagement information, resulting inin sub-optimal decision-makingregarding portfolio/programme

performance.• Current capability to achieve the

strategy is not understood, which canlead to highly ambitious strategiesthat cannot be delivered, resulting instakeholder dissatisfaction.

• Limited oversight of interdependencies and synergiesacross programmes.

• Lack of centralised control aroundfinancials and resources.

“Our diagnostic tool assesses the maturity of the delivery capability for a portfolio/programme and creates actionable recommendations, specific to the client business context”

Step 1 - Mobilisationand definition

Step 2 - Review and analysis

Stage 3 - Reportingand next-steps

• Agreed review scope andplan

• Resource plan detailingroles and responsibilities

• Document request list

• Interviewees list

• Minutes from interviews

• Log / audit trail of documents received andreviewed

• Initial findings andrecommendations fordiscussion

• Adjusted work plan (if appropriate)

• Final report

• Executive summary

• Executive briefing slides asrequired

• Lessons learned report

• Agree scope of review basedon the 12 Elementsframework

• Agree work plan and rolesand responsibilities

• Agree methodology andreport template

• Set up ProgrammeMaturity Assessment on-line tool

• Gather key projectdocuments (business case,plan, risk log, progressreports etc)

• Agree interviewees (key stakeholders, programmemanager, PMO staff,suppliers etc)

• Review projectdocumentation against best practice to identify and assess key risks tothe programme / project

• Interview stakeholdersand projectmanagement teammembers to establishtheir expectations andhear any issues /concerns

• Communicate any serious issues or risksimmediately to ensurethat quick resolutioncan be sought

• Enter responses toquestion set ondiagnostic tool andgenerate automated

report to supportanalysis

• Document observationsand discuss initialfindings andrecommendations withclient team

• Prepare draft report forclient feedback

• Develop final report

• Prepare executivesummary / briefings asrequired

• Perform a lessons learned workshop with the clientteam

*See page 36 for details of the 12 Elements of Delivery Excellence.

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Benefits of the Delivery Maturity Assessment

• A client can understand the current maturity and management capability todeliver the portfolio/programme, and use this to inform decisions relating to therisk exposure (e.g. a high complexity/scale delivery with low maturity would besubject to significant risk).

• Independent advice and independent data analysis.

• An organisation can gain insights into its delivery effectiveness either by comparing parts of the organisation with each other or by comparing itself withpeer organisations.

• Clearly articulated opportunities for improvement, prioritised to achieve therequired capability to deliver the portfolio/programme successfully.

• A process improvement plan, presenting a clear way to develop PPM withsolutions that can be adopted across the wider organisation.

• Recommendations that allow good practice to be embedded and taken forward,giving the client the capability to deliver the portfolio/programme.


• Knowledge of what is to be achieved from the maturity assessment.

• Full access to the required organisational and PPM information is critical inorder to assess the maturity of the PPM capability in the entire organisation andits overall approach to PPM.

• Clear communication of the benefits of a maturity assessment within the clientorganisation.

• Senior level and employee engagement.

• Focus on impact timescales.

• Understanding the risk profile of the current portfolio/programme of activity.

The team

PwC will provide a successful andexperienced team, fully enabled toperform the Delivery Maturity Assessment.

Engagement/Assessment Lead

The engagement lead will work together with senior management to complete thematurity assessment, agree priorities andagree actions to start to improve thematurity score.

Specialist Maturity Assessors

An experienced group of maturity assessors will be deployed who haveexpertise in the key areas to be assessed,for example:

• Leadership and governance;

• Prioritisation / delivery planning andexecution;

• Performance and benefits;

• Tools and technology; and

• Portfolio/programme verticals, e.g.Technology, Financials and Operations.

Subject Matter Experts

Some assessments will require uniqueinsights into areas of the enterprise, suchas creativity, human resource design andeffectiveness, IT function effectiveness,innovation or product development. Thesespecialists can be drawn from across thefirm.

The Delivery Maturity Assessment will establish the client’s current capability todeliver the portfolio/programme, determinethe maturity level and prioritise opportunitiesto deliver successfully.

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Agile Delivery An iterative, incremental and collaborative process of delivery or managing any workwhere solutions evolve in dynamic environments.

22


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Putting agile delivery into practice involves establishing the right process andenvironment to foster and enable a new way of working.

Overview

PwC's approach to agile delivery will enable clients to realise valueincrementally across projects andprogrammes, specifically:

• Introducing the agile principlesinto a part of the organisationand enabling it to grow.

• Tailoring the agile model to align with its culture.

• Establishing a hub to promote

collaboration and sharedownership across functionalteams.

• Focusing on delivery, providingleading indicators andtransparency to leadership,empowering team members, anddelivering on time and to cost.

• Improving quality,demonstrating control and early delivery of value.

• Standardising delivery roles,responsibilities and techniques.

• Breaking complex problems intomanageable components andincreasing responsiveness tochanging priorities.

Client issues

• Clients are often uncertain of theoptimal solution early in thedelivery lifecycle.

• Projects and programmes aretypically inflexible and slow torespond to changingrequirements, scope and evolvingpriorities.

• Cross-functional teams not working in collaboration, causingsilos and miscommunication.

• Business value is not realiseduntil the end of a project orprogramme.

Stage 1 - Mobilise and

initial analysis

Stage 2 - Establishing the

right processes and

environment

Stage 3 - Delivery

Review current state delivery

methodologies and

techniques.

Embedding agile delivery,

roles and responsibilities.

Iterative delivery, value

realisation and continuous

improvement.

• Understand the project or

programme level vision,

objectives and priorities.

• Assess the maturity,

culture and daily practices

of the team.

• Assess current processes,

techniques andenvironment.

• Perform skills analysis

and identify any skill

gaps.

• Review / develop case for

change.

• Agree the organisation

and delivery model

(appropriate level of

rigour).

• Communicate with

stakeholders, set

expectations and gain

commitment into new

ways of working.

• Roles and responsibilities

defined and training

needs identified and

delivered to core team.

• Establish a hub (including

governance and

processes) enabled with

an agile operating

rhythm.

• Agree risk and issue

management approach.

• Requirements analysis;

produce initial backlog

and release plan.

• Identify and manage

risks and issues.

• Iteration planning;

prioritise requirements

using MoSCoW, agreeiteration “sprint” backlog.

• Daily stand up meetings

“scrums”.

• Execute the iteration

“sprint” which involves a

development cycle with a

sub-set of design, build,

test and deploy.

• Conduct quality review

and lessons learnt from

iteration “sprint”.

• Present workingdeliverables “show and

tell” to “product owner”

and stakeholders.

• Ongoing review and

continuous improvement

based on team velocity

data.

Ongoing business sponsorship, commitment and collaboration

Ongoing review, learning and continuous improvement



Benefits of agile

• Early indication of risks – High visibility of project progress,obstacles, risks, issues and dependencies.

• Greater stakeholder engagement – Business stakeholders areengaged throughout the project (not just the beginning), and have theopportunity to provide feedback and shape the product.

• Strong collaboration and team work – Cross-functional highperforming, and self-organising teams allows better utilisation of resources, team autonomy and empowerment.

• Strong client relationships and trust – Incrementally designingsolutions with the client allows relationship building relationships and

the ability to gains trust.

• Control over timescale and budget – Greater control overtimescales and budget, with focus on prioritising scope, requirementsand to deliver on time.

• Rapid realisation of value and benefits – Products are deliveredat the end of each Sprint and early in the process.

• Greater flexibility – Ability to revise and refine scope (outside thecurrent “sprint”).

Critical factors for execution success

• Customer satisfaction through early and continuous delivery of valuable products.

• Effective responsiveness to change for the customer's competitiveadvantage and evolving requirements.

• Deliver working products more frequently, with a range of weeks tomonths, with a preference to the shorter timescale.

• Business people and developers working together daily throughout theproject in a collaborative approach.

• Build projects around motivated individuals to give them theenvironment and support they need, and trust them to get the job

done.• The deployment an efficient and effective method of conveying

information to stakeholders and within the project or programmeteam.

• Continuous attention to quality and good design enhances agility.

• At regular intervals, the team reflects on how to become moreeffective, then tunes and adjusts its behaviour accordingly.

The team

PwC’s agile team has the business andtechnology experience to help clientsdeliver their business scope anddeliver immediate business valueusing PwC’s approach to agile.

Our team of professionals consist of agile project management specialists

with strong track records of leadingand delivering agile project andprogrammes .

Central to the agile team is the ProjectManager. They are usually the mostsenior full-time member of theimplementation team. They willprovide alignment between theproduct owner business stakeholdersand the delivery team by overseeingthe reporting mechanisms to enhancethe development process.

The delivery team also incorporatestraditional roles such as functional,

technical, architecture, quality andinfrastructure leads (depending on thesize of a project a single team membercan take on multiple lead roles),

business analysts and developers withthe skillsets in agile to collaborate in ahigh performance agile teamenvironment.

All of these individuals comprise thePwC agile team. With their deep agileexpertise and industry experience,they will help clients get the most

value out of their business goals.

PwC’s agile service brings flexibility to clients and enables

greater collaboration, resulting inthe delivery of rapid, incremental business value

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“Our four phase Project Recovery framework identifies alternative project approaches and strategies, which can place a project firmly back on trackand salvage the current and future Investment.”

Programme Recovery

Overview

Our senior experts will takeimmediate actions in order toaddress very critical issues first,the goal is to buy time tomethodically improve theproject's longer-term prospects.

The service assess your project‘scurrent state to identify problemareas, then perform a root cause

analysis to design point solutionsfor rapid recovery and correction.

Our senior experts will identify alternative project approachesand strategies to help salvage

your project investments. Withtheir experience and knowledgeour senior experts will performimmediate actions in order tostabilize the project and to buy time to methodically improve theproject's longer-term prospects.

Client issues

• fixing and sustaining scope

• clearly defining expectations

• defining tasks

• Lack of coordination with relatedefforts

• No clear Mission. Goal, Vision,Objective or Direction

• Lack of focus

• Little recognition of post-implementation benefits

• Projects fail to deliver what wasoriginally promised

*See page 38 for details of the 12 Elements of Delivery Excellence.

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Step 1 - Stabilize Step 2- Analyze

• Recognize the issue andengagestakeholders/leadership.

• Identify and secure key

resources and assets

• Access to why it went wrongand where it fit within thestrategic focus of theorganisation.

• Identify and shore up priority operational processes.

• Maintain progress on criticaltasks and manage the key stakeholders‟ relationships

• Define/agree short termscope to continue &/ordiscontinue

• Buy time to methodically improve the projects longer-term prospects

• Stakeholder and project teamengagement, so that there isthe will to make it work, andclear way forward.

• Evaluate actual status

• Initiate and estimates tocomplete

• Create a mitigation plan• Review PMO (People

Processes and Systems)

• Identify both root-cause& go forward risk

• Re-assess / prioritizeobjectives, businesscase, benefits, revenues,& costs.

• Re-assess change &knowledge management& operational processes/controls

• Review Lifecycledeliverables

• Review defects logs

D e l i v e r a b l e s

• Stabilized environment• Quick-Wins• Regular Executive

summary reports andpresentations

• Detailed AssessmentReport

• Mitigation Plan• Risk Inventory • Interdependency Map




The team

Engagement Lead

• Collaborating with the seniorleadership throughout the wholeproject secures a fast andsuccessful project recovery . Thelead coordinates delivery of theproject on a day to day basis,ensuring it remains aligned and

fulfills the defined milestones.

Senior Experts in Project Recovery

An experienced group of project –and program management expertshaving a track record of successfulrestructuring and deliveringmission critical projects andprograms. With 10+ years of experience our expert team willidentify all the immediate actions

needed in order to stabilize theproject and to buy time tomethodically improve the project'slonger-term prospects.


Some engagements will requireunique insights into areas of theenterprise, such as creativity,human resource design andeffectiveness, IT functioneffectiveness, innovation or

product development. Thesespecialists can be drawn fromacross our competencies.

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Step 3 - Reposition Step 4 - Action

• Update Business Case &Benefits Planning

• Revise and re-baseline plan

• Introduce revised projectmanagement processes(including governance andassurance).

• Replace, Augment andSecure Resources

• Update requirements tracingto revised benefits/businesscase

• Introduce revised technicalmanagement

• Update requirements tracingto revised benefits/business

case• Introduce revised technical

management

• Put in action planschanges developed duringrepositioning

• Continued managementdiligence and assurance toensure that the causes of the original crisis are notrepeated in therepositioned project

D e

l i v e r a b l e s

Critical Success Factors

• C-Level sponsorship with a willingness to lead collaboration across the enterprise

• Strong Top Level Management support

• Commitment of project team and all stakeholders

• Prioritization and focus on immediate actions

• Understanding of the current project and its delivery challenges

Process and approach (con’t)


• Revised project plan

• Mature status reporting

• Regular Executivesummary reports andpresentations

• Steering CommitteePresentations

• Regular assessmentreports

• Regular Executivesummary reports andpresentations

• Steering CommitteePresentations





Process and approach The team

PwC will provide a successful andexperienced team to deliver theservice.

Engagement Lead

Will work senior leadership tofacilitate focused collaboration and toagree findings which enable realisticand prioritised action to increase thelikelihood of achieving successfulchange.

Senior Experts in Project Assurance

Our team are all fully trainedaccredited in our globalmethodologies and also haveexperience in delivering programs toensure recommendations areexperienced based and pragmatic.


Supporting our core project assuranceteams are experts in the industry,

products or processes at the heart of the projects.

Critical success factors

• Supplementing the core Project Assurance capability should be experts that are familiar with the product orindustry processes at the heart of the transformation business case.

• Processes should be agreed to ensure recommendations are monitored.

• Review areas must be based on the dynamic and evolving profile of the projects.

• A degree of independence from the delivery team is mandatory however strong relationships with the team areimportant to ensure transparency and understanding.

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Step 3 – Conduct reviews Step 4 – Report findings

Reviews come in the form of both deep dives into specificrisk areas, and holistic reviewsof program controls. Typically they will be via:

• Desktop document review of key program information.

• Interviews with key projectstaff, either individually orin small groups.

• Liaison with other risk andassurance teams.

The reviews will report key findings, priority areas forimprovement, good practicerecommendations andlessons learned, along withan action plan forimplementation whichidentifies action owners anddeadlines for completion.

Project assurance can assist the full range of stakeholders including those who sponsor,govern and manage a project, program, or

portfolio to understand the likelihood of success, and give practical and experiential advice and insights.

The standard global methodologies are the ‘Project AssuranceFramework’ (for deep-dives) and the ‘12 Elements of ProjectManagement Excellence’.






Managing value

Maximising value

*See page 36 for details of the 12 Elements of Delivery Excellence

Benefits Realisation

Structuring the identification, quantification, management and realisation of benefits; and ensuring these form both the foundation of individual business cases and are a key input tothe iterative process of selecting the right portfolio of projects.

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Governance

Operate andRealise

Programmeand Project

Delivery

PortfolioManagement



Overview

The key driver of programs and projects is thedesire to deliver value or benefits to anorganisation. Benefits Management ensuresthat an understanding of available benefits formsthe basis of all investment decisions andcontinues to be the focus to maximise realisationof benefits during and post implementation.

Benefits Management

30

Step 1 – Identify Step 2 – Plan

• Identify and agreeprogram or projects benefits

• Create benefit maps toalign benefits toorganisation’s strategy as well as the initiatives that will create the capabilitiesto realise them.

• Create benefits profile toidentify preliminary measures, risks,assumptions, ownershipetc. for each benefit.

• Update business case with benefit profiles.

• Create BenefitsManagement Planaddressing who, when andhow the benefits will be

realised along with plansto manage associatedrisks, assumptions anddependencies

• Undertake baselinemeasurement/agreefrequency for re-measurement.

• Create Benefits Register.

• Establish Benefits

Management roles andgovernance including aBenefits Manager role.

Effective benefits management ensuresthat:

• The benefits of a project or program areunderstood, articulated and aligned with theorganisations strategic objectives;

• There is clear accountability and transparency for the realisation of benefits, that includes

business ownership;• Program delivery aspects are arranged to

ensure a continued focus on benefits realisationthroughout the life of the program as well as

beyond;• Forecast benefits are achievable & continue to

represent value for money; and• The focus on, and realisation of benefits is not

lost with transition to BaU.

Client issues We support our clients in addressing thefollowing challenges;• The program is ‘delivered’ on time and to

budget but the benefits are not realised asexpected.

• The program is focused on deliverables ratherthan delivering benefits.

• The interdependencies with other programsand how benefits are allocated across projectsclaiming the same benefits are not clear orunderstood.

• Business ownership and accountability for benefit realisation is not clear.

• The governance, culture and behaviours of theprogram team do not support effective benefitsrealisation.

• Data to support benefits management is notavailable.

• Benefits are not clearly measured or reported.• Benefits are realised but not sustainable.


“Delivering value through focused, informed and fact based decision making.”



31

Step 3 – Execute

• Execute BenefitsManagement Plan

• Use lead indicators to driveperformance

• Capture and leverageemergent benefits andmitigate any dis-benefits

• Take corrective action asappropriate

• Update BenefitsManagement Plan, ProgramManagement Plan andBenefits Register

• Assess benefits realisationeffectiveness

• Use lag indicators to measureoutcomes

• Compile and documentlessons and feedback intoinvestment decision makingprocess

• Implement corrective actions

• Report results

Benefits of our approach

Our approach provides our clients with:

• A clear understanding of the benefits and how these drive strategic achievement;

• A firm understanding of how these benefits will be measured throughout the life of the programand beyond as well as who owns them;

• Clarity on if benefits are being released and what rate to support senior decision making;

• An understanding of whether or not programsand projects continue to be viable in thecontext of the benefits available

• Ensures that the project is delivered and thatthe benefits are sustained afterimplementation.

Our benefits management approach moves

benefits realisation from the periphery to theheart of program delivery.


Operate and Realise



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When considering the effectiveness of aprogramme or portfolio's delivery structure thereare three main themes PwC investigates, namely:Insight, Control and Efficiency. These areexpanded below:

Insight We assess the fitness-for-purpose of programme/portfolioinformation flows anddecision support systems. In practical terms, thisinvolves a detailed assessment of the governancestructure (e.g. meeting structure, roles andresponsibilities, management cycle), themanagement reporting (e.g. usage of trendedmetrics/data, subjectivity, correct mapping of reporting to governance meetings, robustness of underlying MIS) and the communications andstakeholder management processes (e.g.communications strategy, internal/externalstakeholder maps, benefits ownership).

Control

We assess the maturity of core programmemanagement processes, their inputs and outputs.In practical terms, this involves a detailedassessment of what is being delivered (e.g. benefits, requirements, assumptions, scope,quality), when is it being delivered (e.g. criticalpath, dependencies, milestones), how is it beingdelivered (e.g. budgets, resources) and what may impact delivery (e.g. risks, issues, opportunities).

Efficiency

We assess the extent to which the delivery organisation is optimised. In practical terms, this

involves analysis of the delivery model (e.g. usageof external suppliers, most appropriateuse of resources - and their skills and capabilities,framework for training/up-skilling), supportingsystems (e.g. extent of shared supporting systemusage [Clearquest, Project Server, Test Directoretc], level of automation, single source of truth)and usage of standard approaches (e.g. consistentdelivery methodology, common processes, sharedtemplates).

Capabilities

High performing project organisations

deploy approx 20% more key PMO

capabilities than comparable low-performing organisations

*Source: The State of the PMO - 2007-2008 A Benchmark of Current Business PracticesCenter for Business Practices (CBP) Report

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The 12 Elements of Delivery Excellence

All of our work is underpinned by practical experienceWe know there are many dimensions to the effective delivery of programmes. If undertakenwell, the 12 Elements of Delivery Excellence can contribute significantly to overall success.

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The 12 Elements

of Delivery Excellence

Delivery -enablingplans

Clearscope

Governance-enablingdecisionmaking

High-performingteams

Managedrisk andopportunities

Smartfinancing

Active quality management

Embeddedlifecycleassuranceand learning

Engagedstakeholders

Focused benefitsmanagement

Agile changecontrol

Integratedsuppliers

Element Our capability

Clear scope

The scope of the programme isdefined, complete, communicatedand agreed and it supports theobjectives of the business strategy.

• Define design principles and gather business and functional requirements.

• Align scope to business strategy securing commitment from key stakeholders.

• Articulate constraints and dependencies confirming scope to be included.

Engaged stakeholders

Identifying and managingstakeholders so that they arecommitted, appropriately informedand contribute to the success of theprogramme.

• Identify and assess the stakeholders who are impacted or will be influencers to the realisation of theprogramme benefits. Map stakeholders to the programme’s outcomes and benefits.

• Develop and deliver tailored stakeholder change interventions and communications to support the delivery of programme benefits.

• Track stakeholder alignment with the programme’s vision and deliver interventions when necessary tomaintain that alignment.

Governance-enabling decisionmaking

Enabling leaders to govern withconfidence, making timely decisionsusing high quality managementinformation.

• Understand the organisation’s appetite for change and identify who will sponsor and drive the programme.

• Provide structure, processes, forums and procedures to control programme operations including escalationchannels.

• Define roles and responsibilities to incorporate strong leadership and challenge.

• Create efficient reporting and identification of issues based on accurate information with the decisionsrequired highlighted and impacts identified.



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Element Our capability

Focused benefits management

Developing a realistic business casesubjected to an appropriate level of challenge with benefits clearly defined,owned and tracked.

• Identify quantifiable benefits at the outset of the programme and create a framework to review andtrack achievement.

• Develop measureable benefits with clear targets, baselines and monitoring mechanisms. Establishownership of benefits.

• Achieve agreed outcomes and sustainable change rather than simply delivering milestones andprogress.

Managed risks and opportunities

Making certain that there are effective risk identification processes in place and that thekey risks are mitigated and opportunitiestaken.

• Understand the organisational approach and appetite to risk management. Implement customisedgovernance.

• Establish formal risk identification, assessment and mitigation processes, reporting key risks todecision makers and managing impacts. Produce measures and controls to identify and manage risksand opportunities.

• Understand the financial aspects of risk acceptance versus mitigation.

• Identify opportunities from risks to improve programme outcomes.

Smart financing

Establishing the budget and associatedpolicies, processes and reporting standards

for effective cost estimation, programmefinancial management and reporting.

• Benefit from PwC’s experienced Corporate Finance team that has specialist skills in business cases,payback periods, software capitalisation and innovative fund draw-down.

• Establish programme costs, secure financing and run financial management processes, including cost

control and reporting within programmes. Identify innovative funding approaches.

• Establish programme financial policies and procedures. Provide visibility on financial performance of in-flight programmes.

Delivery enabling plans

The plans in place must be realistic,achievable, understood and bought into by key stakeholders and suppliers.

• Develop robust, fully resourced delivery plans which set out an efficient route to delivering an agreedscope and associated outcomes, lay out the key milestones, recognise dependencies and illustrate thecritical path. Generate multiple views of plans appropriate for their use and audience.

• Manage plans to reflect the dynamics of the environment, by acting on risks, issues, changes to budgetand scope and the realities of programme delivery in a changing environment.

• Deliver against a plan by making sure that the appropriate resources, information and direction isprovided to the programme team and that reporting and governance allows timely decisions.


An agreed quality plan has been developed based on appropriate standards, it iscommunicated and the right behaviours are

in place.

• Develop a robust Quality Strategy and a workable Quality Plan, and utilise them.

• Develop detailed product-level descriptions and acceptance criterion and use them throughout theprogramme. Use ‘Voice of the Customer’ techniques to articulate customers' needs.

• Establish tailored quality planning methodologies, tools, techniques, document management and

configuration control mechanisms. Manage deviations from the required quality standards.

Agile change control

A formal process is in place for controllingchanges to programme scope according tothe programme’s principles and this has been communicated to the programmestakeholders.

• Tailor and implement good practice change control to the specific programme needs. Minimise bureaucracy around change control to respond swiftly to dynamic environments.

• Establish a suitable level of governance to allow efficient and effective decision making.

• Assess the impact of changes on time, budget, quality and benefits.

• Control, approve and communicate changes and secure compliance with the process.

Integrated suppliers

An effective approach has been taken toengage with suppliers, including adequategovernance of their activities.

• Match supplier selection to programme goals as part of an integrated value chain.

• Develop and deploy a consistent approach and common programme language between suppliers anddelivery teams.

• Implement governance and reporting that provides a genuine view of programme health, as shared by all suppliers across the delivery team.

• Create an environment that fosters a strong, single team approach across multiple suppliers.

High performing teams

The programme team is highly motivated,has the right blend of skills andpersonalities and the organisation supportsthe team to deliver.

• Create a programme organisation with a clear definition of roles/responsibilities and escalation paths.

Help staff the programme with high quality people, and provide coaching as appropriate.• Communicate the programme vision to the programme team and other stakeholders.

• Determine who is Responsible, Accountable, who needs to be Consulted and who needs to be keptInformed (RACI).

• Create knowledge and skills to maintain high performance after the change is complete.

Embedded lifecycle assurance andlearning

A clear assurance plan has been defined which outlines the nature, timing and extentof planned assurance, quality reviews andembeds learning.

• Capture lessons learned throughout the programme and create mechanisms to address those whichcontinue after programme closure.

• Identify issues with existing programme structures and create improvements to manage them andincrease the chance of success.



Clear scope

Overview

Defining and agreeing a clear scope is akey building block for the successfuldelivery of any programme; clarity andconsensus is critical for success.

A clear scope defines the boundaries of aprogramme’s activities and therefore setsthe parameters against which to baselineplanning, monitoring and tracking of benefits. PwC works in collaboration withour clients so that the scope of aprogramme is clearly defined, complete,communicated and agreed and it

supports the objectives of theprogramme throughout its lifecycle.

We work with clients to:

• Define design principles and gather business and functional requirements;

• Articulate constraints anddependencies confirming scope to beincluded and,

• Align scope to business strategy securing commitment from key stakeholders.

Process and approach We work with you to customise the process for defining and agreeing scope; thisprocess will depend on the size and complexity of the programme and the itsenvironment. The typical stages are:

Step 1

Define high-level scope

Step 2

Develop scope statement

• Confirm programme objectives anddeliverables and ProgrammeSponsor.

• Gather key information to informthe scope design, typically fromoriginal business case.

• Engage senior stakeholders tounderstand expectations of the

programme and prioritise.

• Document and agree deliverablesconsidered in scope.

• Identify interdependencies withinthe programme and dependencies

with other programmes or parts of the organisation.

• Document areas that are consideredout of scope, e.g. organisational

functions or processes.• Document areas that are considered

out of scope, e.g. organisationalfunctions or processes.

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“The scope of the programme is defined, complete, communicated and agreed and it supports the objectives of the business strategy”

Our approach is differentiated because:• We believe gaining clarity and aligning scope with

business strategy is at the heart of programme

success;• We engage with senior stakeholders up front and

throughout your programme’s lifecycle so that it delivers to their expectations.;

• We focus your programme on its agreed scope bycontinual reference back to it throughout the

programme’s lifecycle and,• We facilitate an agile approach to scope

recognising that programmes operate inchanging environments.



Step 3

Confirm scope with key stakeholders

Step 4

Manage scope

• Cross-check scope statement with programme objectives and business strategy.

• Share scope statement withProgramme Sponsor and obtaininitial sign off.

• Agree with Sponsor theappropriate senior stakeholdersto consult.

• Share scope statement withsenior stakeholders to gaininput and agreement, andcomplete the process of aligning with business strategy.

• Gain sponsor sign-off oncescope agreed and finalised.

• Once programme delivery isunderway, refer back to scopestatement during governancemeetings and reportingmechanisms to make sure scopeis managed and avoid ‘scopecreep’ i.e. scope expansion without formal agreement orresource considerations.

• For scope revisions, engage withthe change control processes toefficiently and effectively managethe change.

• For scope revisions, engage withthe change control processes toefficiently and effectively manage the change.

Client issues

• Programme fails to deliver to theclient’s expectations.

• Programme planning and delivery have initiated without a clear andagreed scope.

• Programme stakeholders are not clearon the remit or boundaries of theprogramme.

• Confusion within the programme onthe scope and when the programme isdue to end.

• ‘Scope creep’ where the scope of theprogramme has expanded without aformal agreement, impactingprogramme resources, timeline and budget.

Benefits

• Programme direction is defined fromthe start to optimise focus, resourceefforts and achieveon-time delivery.

• Clarity from the start on the outputsrequired during and at the end of the

programme.

• Alignment of senior stakeholders onscope and what is expected to bedelivered by when.

• Scope is successfully managed throughchange control, resulting in anincreased probability of on-time andon-budget delivery.

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Engaged stakeholders

Overview

Large scale complex programmes areinherently difficult to deliver. Achievingthe programme’s objectives and benefitsrequires stakeholders to be engagedthroughout the programme lifecycle;their support is integral to its success. When programmes are vulnerable,decisive stakeholder management isrequired to mitigate design andimplementation risks.

Effective engagement is a two-way process, focusing on dialogue,

understanding and feedback.


• Identify and assess the stakeholders who are impacted or will influence therealisation of the programme benefits;

• Map stakeholders to the programme’soutcomes and benefits;

• Develop and deliver tailoredstakeholder communications tosupport the delivery of programme benefits and,

• Track stakeholder expectations and

alignment with the programme’s vision and deliver course correctionactivity when necessary to maintainalignment.

“Identifying and managing stakeholders so that they are committed, appropriatelyinformed and contribute to the success of the programme”

Process and approachOur approach to stakeholder engagement focuses on identifying stakeholders andmaintaining their support and alignment to the programme and its intended benefits.The typical stages are:

Step 1 -

Identify, Assess, Map and PrioritiseStakeholders

Step 2 -

Develop Stakeholder EngagementStrategy and Plan

• Understand the historical and culturalcontext of the programme and establishthe organisation’s drivers for change.

• Gather relevant background on key stakeholders from the programmesponsor, e.g. likely reactions to theprogramme.

• Map stakeholders according to theirimpact on change and their level of

interest , support for, and influenceover the programme.

• Define the level of engagement with theprogramme. Typically there are threelevels: Enrol, Engage, Inform.

• Develop an engagement andcommunications strategy using thestakeholder analysis completed inStage 1; this determines the nature of the programme’s engagement withthese stakeholders. The strategy definesthe level on which communication andengagement occurs.

• A stakeholder engagement delivery plan

is created that is linked to key activitiesin the programme plan (see Delivery enabling plans).

Our approach is differentiated because:•

We maintain the focus on the people throughout the programme lifecycle from inception to benefitsrealisation so that they remain continually aligned and supportive of the programme;

• We proactively plan for and deliver tailored stakeholder communications that help build critical support for change and,

• We integrate stakeholder management at workstream, project, programme and portfolio levels to make surethat stakeholder engagement remains at the heart of thechange initiative.

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Step 3 -

Develop Key Messages and TailoredInformation

Step 4 -

Engage Stakeholders and MeasureSuccess

• Communication messages aredeveloped.

• Key messages are aligned to each majorstakeholder group.

• Supporting materials (e.g. FAQs,Sharepoint, websites, posters etc) areprepared.

• Review time is built the communicationplan so into that programme sign-off foreach communications message isachieved.

• Communications are deployedaccording to the plan.

• Success of the communication messagesis evaluated, including any movement of stakeholders’ support for theprogramme. The engagement strategy isupdated accordingly.

Client issues

• Stakeholders are not bought-in to theprogramme’s vision and there ismisunderstanding of the benefits thatchange will bring.

• The change programme is operating without involvement from the business and there is a lack of businessaccountability for the programme’soutcomes.

• Programme sponsorship becomes weaker during the course of aprogramme and the programme startsto lose momentum.

• Programme resources do not seethe benefit of working on changeprogrammes (sometimes on top of their ‘day job’). The activities that they are involved in are not prioritised andthe schedule slips and cost increasesas a result.

Benefits

• Stakeholders are more accountable forthe programme’s success, which drives

long-term sustainability of theprogramme’s benefits.

• Early identification of risks andeffective response planning throughproactive and transparentcommunication channels.

• Greater realisation of programme benefits by making sure thestakeholders remain aligned with theprogramme’s objectives.

• Enhanced confidence in programmes being able to deliver.

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Governance enabling decision making

Overview

Effective governance of a programme isfundamental to successfully delivery andalignment with organisational strategy and direction.

Defining governance arrangements early and comprehensively creates clear rolesand responsibilities at all levels andallows for effective and timely decisionmaking throughout the duration of theprogramme.


• Engage senior management, and

identify who will sponsor and drivethe programme;

• Assist the senior management team inthe development of a programme vision;

• Advise senior management teams of the programme decision makingapproach and rhythm, includingprogramme progress gates and sign-off requirements;

• Establish a change control processesand procedures;

• Establish the most appropriate

composition of key governanceforums, such as programme boards,and propose potential programmehierarchies;

• Develop efficient reporting and highquality management information (MI)for effective monitoring;.

“Enabling leaders to govern with confidence, making timely decisions using highquality management information”

Process and approachThe process for establishing governance varies depending on the size and complexity of the programme and the degree of associated risk. The typical stages are:

Step 1 -

Engage with Sponsor, Identify Stakeholders and Build ProgramTeam.

Step 2 -

Design Governance Structure andMeeting Schedule

• Develop effective decision making andsupporting governance structure .

• Understand how the program aligns tothe organisation’s strategic objectives

• Engage the senior management teamand Programme Sponsor.

• Identify key stakeholders; customers,suppliers, investors etc.

• Establish programme team.

• Incorporate existing rhythms intodesign, as appropriate.

• Establish a governance structure thatenables programme delivery.

• Design governance review processesand key programme stage/milestoneapprovals (i.e. tollgates)

• Define and communicate governanceterms of reference (ToR) and theprocess for escalation.

• Establish governance meetings, rhythmand reporting requirements.

• Design reporting templates to supportthe meeting rhythm.

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Our approach is differentiated because:• We appreciate the difference between running the

business and changing the business, and the healthytensions that exist;

• We structure programme governance so that decisions are taken rather than postponed;

• We underpin decision making with high-quality,real-time management information rather thanbureaucracy and,

• We drive your programmes forward through clear vision and strong leadership.





Focused benefits management

Overview

Benefits management focuses on clearidentification, planning, tracking andrealisation of programme benefits fromthe outset and early benefits delivery wherever possible.

Benefits management is not merely atechnique for investment justification but should be an integral part of programme delivery so that all aspects of the programme are designed anddelivered with benefits realization inmind.

We work with a client team to:

• Identify quantifiable benefits at theoutset of the programme and create aframework to review and track achievement;

• Develop measureable benefits withclear targets, baselines and monitoringmechanisms.

• Establish ownership of benefits.

• Achieve agreed outcomes andsustainable change rather than simply delivering milestones and progress.

Often benefits are only considered at thestart and end of a programme. In orderto successfully embed the change in theorganisation it is important to plan forand maintain a focus on benefitsthroughout the programme.

“Developing a realistic business case subjected to an appropriate level of challenge withbenefits clearly defined, owned and tracked”

Process and approachOur approach to stakeholder engagement focuses on maintaining their support andalignment to the programme and its intended benefits. The typical steps are:

Step 1 -

Identify Benefits

Step 2 -

Plan for Benefits Realisation

• Establish Benefits Framework thatdetails the approach and structure of how benefits will be managed.

• Identify and confirm the stakeholders who will be impacted by the change and whose involvement and commitment will be required.

• Confirm the organisational strategy andthe alignment with the investmentobjectives of the change program.

• Identify benefits that will result fromachieving objectives through thecreation of Benefits Profiles .

• Develop the Benefits Dependency Mapsthat links benefits to the expectedinvestment objectives.

• Complete baseline of benefits.

• Complete stakeholder engagement planto align benefits to stakeholder groupsimpacted by the program.

• Update Business Case with BenefitsProfiles.

• Develop a Benefits Realisation Plan.

Our approach is differentiated because:• We have expertise in benefits realisation in a broad

range of sectors and recognise the different applicationof benefits approaches across sectors;

• We insist on and drive for our clients the need for business ownership of benefits;

• We bring portfolio thinking to benefits so that they caninform investment decisions and,

• We have expertise in embedding benefits capability inour clients so they can lead .

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Step 3 -

Execute Benefits Realisation Plan

Step 4 -

Handover Benefits Management

• Communicate and formaliseresponsibilities for benefitsmanagement

• Report progress of benefits realisationin programme performance reports tothe programme steering committee.

• Monitor the impact of risks and issueson benefits realisation.

• Monitor delivery against the benefitsrealisation milestones in the plan.

• Monitor the impact of changes arisingthrough change control on benefitsrealisation.

• Provide support to the teamundertaking stage gate reviews todetermine whether the required benefits have been delivered.

• Manage benefits in design by ensuringcapabilities in the design are linked to benefits.

• Manage benefits in implementation by monitoring and reporting progressagainst the benefits to be realised.

• Complete benefit reviews as an integralpart of programme management whichinforms decision-making to ensure that benefits can be delivered.

• Track benefits realisation and taking

corrective action, where required.

• Providing input to post-implementationprogramme/project reviews.

• Complete post-implementation benefitsreviews.

• Identify who will have leadershipresponsibilities for the on-goingoversight and management of benefitsrealisation;

• Identify who will have responsibility fortracking, monitoring, measuring andreporting activities;

• Support the establishment of appropriate governance structures forthe benefits managers within theorganisation;

• Brief and train on the tools used tomanage benefits, including thehandover of tools that will continue to be used after programme closure; and

• Handover status of benefits, with

documented arrangements for actionsto be achieved for the organisation torealise the intended benefits.

Client issues

• The programme is delivered on timeand to budget but the benefits are notrealised as expected.

• The business case is poorly constructed and it fails to articulate what the real value or benefits aremeant to be.

• The business case is well-constructed but is not referred to during theremainder of the programme.

• There is a strong delivery mindset but

the outputs are not tested during theprogramme to ensure they are fit-for-purpose.

• There is no entity responsible forowning the benefits managementprocess.

• KPIs are not in place to measure whether the benefits are realised.

Benefits

• A clear understanding of whatinvestment objectives exist for theprogramme.

• Clear articulation of what business benefits will result from theachievement of these objectives.

• Firm understanding of how these benefits will be measured and whoowns them.

• Strong linkage between benefits and what needs to change in theorganisation to realise them.

• Change ownership and measures of the achievement.

• The programme is delivered and thatthe benefits are sustained afterimplementation.

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Managed risks and opportunities

Overview

Risk and opportunity management is theidentification and management of thedownside (risks/issues) as well as theupside (opportunities) of potential futureevents in a programme environment.

Effective risk and issue managementminimises the likelihood of detrimentalevents occurring, reduces the impact thata detrimental event would have if itoccurs and resolves issues that already have occurred. Effective opportunity management will assist with the

identification of opportunities beyondthe programme and thus will helpmaking choices that enhance theeffectiveness of the delivery.


• Produce measures and controls toidentify and manage risks andopportunities;

• Establish formal risk identification,assessment and mitigation processes,reporting key risks and issues todecision makers and managingimpacts;

• Understand the financial aspects of risk acceptance versus mitigation and,

• Identify opportunities from risks toimprove programme outcomes.

Process and approachRisk and Opportunity Management is an integral part of managing a programme. Afterdeveloping /implementing risk/issue & opportunity management processes,identification is undertaken throughout the life of the programme.

Step 1

Governance and Processes

Step 2

Identify and Review

• Review existingorganisational risk/issuesand opportunitiesmanagement arrangements.

• Establish central control of the risk, opportunity andissue register. Identify

owners. Establish a culturefor proactive identificationand open discussion of risk.

• Establish tools formeasuring, recording andtracking risks and issues.

• Determine programme risk appetite and levels of risk tolerance, in terms of outcomes, cost, resources

and timescales.• Define criteria and means for

escalating risks/issues

• Agree risk and issuereporting forums.

• Review the existinginformation through desktopstudies and team workshopsto collate the known risks.

• Assess the programmedelivery plan for harddeadlines, key events and

structure of activities tounderstand dependenciesand areas of potential conflictordelivery failure.

• Establish risk categorisation,probability factors, impactratings and risk proximity measurement.

• Consider external factors that

could detrimentally impactthe programme and how these can be accounted for.

• Outcome will be identifiedrisks, issues andopportunities framed in theupdated governance process

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“Making certain that there are effective risk identification processes in place and that the key risks are mitigated, issues are dealt with and opportunities are taken”



Step 3

Mitigation

Step 4

Monitor and manage

• Developing mitigationmeasures and build theseinto delivery plans.

• Assessing the impact of mitigation options andconsiders alternative actions.

• Considering contingency options and identify budgetand timescales for these to beapplied.

• Identifying timescale formitigation actions so thatactions can be prioritised andeffectively planned.

• Identifying mitigation actionowners and appropriateengagement.

• Assisting and encouragingprojects/workstreams toidentify and regularly review potential new risks;

• Maintaining the Risk andIssue Log to act as a centralrepository for programmerisks and issues which shouldincorporate risks to theachievement of benefits;

• Providing risk and issuereports and other statisticsfor inclusion or escalation inexecutive dashboards/programme performancereports for use by theprogramme leadership;

• Close risks and releasecontingency funding whenthe risk passed or escalate to

an issue, if this occurs.

Client issues

• Many programmes do not considerrisks from outside the programme;they can be a source of surprises thatare detrimental to the programme.

• Identified risks are not managedresulting in inadequate mitigation.Cost to deliver increases.

• Risk and issue logs are often complexand not effective for communicatingthe scale of risks.

• Financial impact of accepting or

mitigating risks is not assessed,resulting in poor decision making.

• Absence of clarity around who isresponsiblefor risks and opportunities and theirmanagement, who needs to beconsulted or informed of risks/issuesand the planned mitigation activities.

Benefits

• Measures in place to keep theprogramme on track. Resources areappropriately applied.

• Consistent approach to identifying andrating risks, which increases theprobability of successful delivery.

• Identified risk budget and timedependent budget decision points formitigation/contingency actions and budget release.

• Effective MI and reporting of risks.

• Identification of opportunities toimprove delivery.

• Effective filtering and escalation of risks provides focus for senior

management.

• ‘Order from chaos' through cleardocumentation of risks and controls,removing ‘fire fighting’ of unexpectedrisks.

<Programme / Project Name> Risk Dashboard asat

Current Risk Rating Numberof Open Risks

Number of Open Long

Term Risks

Number ofOpen

Medium Term Risks

Number of Open

Immediate Risks

Extreme 0 0 0 0

Very High 0 0 0 0

High 0 0 0 0

Moderate 0 0 0 0

Low 0 0 0 0

R ar e U nl i ke ly P o ss ib le L ik el y A lm os t C er ta in

Severe 0 0 0 0 0

Major 0 0 0 0 0

Medium 0 0 0 0 0

Low 0 0 0 0 0

Insignificant 0 0 0 0 0

Executive Risk Programme/Project

Management RiskFunctional Risk Resource Risk Organisational Risk Technical Risk

Number of Issues

O C

0 0 0 0 0 0

D

e g r e e

o f I m

p a c t

Likelihood of RisksOccurring

Reporting Dashboard

Number of Open Risks

Number of Closed

Risks0 0

15/04/201111:13

Number of Risksthat

became Issues 0

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Our approach is differentiated because:• We drive risk management by ensuring all risks have an

active owner and associated action plan;• We manage the upside (opportunities) as well as the down

side (risks/issues);• We identify risks and opportunities beyond the programme

to minimise unforeseen impacts;• We plan the best risk by risk strategy; reduction,

mitigation, acceptance, elimination or transference and.

• We assess financial risk impact to ensure contingency isappropriate.



Smart financing

Overview If programme costs become out-of-control or are significantly higher thanexpected, the programme may no longer be viable or cost effective . As a resultsponsors may consider abandoning theeffort or significantly changing theProgramme Scope.

As part of the case for change,costs/benefits of the programme should be identified in the Initial Business Case.The PMO's role includes establishing,managing and reporting on the

programme budget, in conjunction withthe Programme Accountant where onehas been appointed.


• Establish programme costs, securefinancing and run financialmanagement processes, including costcontrol and reporting within programmes;

• Identify alternative and innovativefunding approaches to overcomefunding constraints;

• Establish programme financialpolicies and procedures, working intandem with the PMO and financefunction where necessary. We verify that they are appropriately implemented within programmes;

• Provide visibility on financialperformance of in-flight programmesand the impact of options for haltingexisting projects or integrating new programmes;

• Benefit from PwC’s experiencedCorporate Finance Function that hasspecialist skills in business cases,

payback periods, softwarecapitalisation and innovative funddraw-down and,

• Implement effective benefitsmanagement, Discounted Cash Flow,Earned Value (EV) processes andMonte Carlo type simulations.

“Establishing the budget and associated processes/standards for effective cost estimation, financial management and reporting”

Process and approachProgramme costs and budgets should be managed throughout the programme life cycleto ensure that the expected benefits accrue to the organisation within the specifiedfinancial constraints. The typical stages are:

Step 1 -

Develop Budget

Step 2 -

Develop Financial Management

• Develop a budget for theprogramme including template tocover normally included costs.

• Develop bottom up budget using

cost estimation approach topromote accuracy and adequatelevel of detail.

• Validate against Business Case tooptimize against your cost baseline.

• Establish tailored forecastingprinciples to align with and supportorganisational needs including any

budgeting assumptions in line with your Project Charter.

• Set up program accountingarrangements in line with eachstage or release.

• Develop Financial Management

Strategy and Plan in line withagreed program scope ensuring toaddress areas such as policies,systems, roles and responsibilities,

base-lined budget and costs, budgetprofile and financial reportstructured for the organization andaudiences.

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Our approach is differentiated because:• We can identify alternative and innovative funding

approaches;• We bring corporate finance expertise e.g. tax

efficiency and software capitalisation;• We have a bottom-up cost estimating

model and,• We understand financial earned-value

management.



Step 3 -

Implement and Manage Finances

• Monitor actual cost againstforecasts

• Conduct analysis of variances andrecommend ways to exploitopportunities .

• Conduct periodic reviews to ensurethat the financial information iseffective and supports informed

decision making and ensure follow up.

• Generate and submit Financialperformance reports to the Sponsorand relevant governance bodies inthe approved formats, includingagreed KPIs.

• Identify and manage financial risks within the overall program mix.

Client issues

• Programmes are initiated withoutadequate financial rigour, requiringunplanned funding downstream.

• Inadequate cost control processes andskills leading to inadequate fundingand quality and/or delivery problems.

• Lack of current and forecasted costinformation, leading to inability toprioritise or allocate resourceeffectively for the best return.

• Inability to foresee financial risks and

prepare contingencies which threatens viability of key initiatives.

• Disconnect between the initial benefitscase approved and the benefitsrealisation process in practice.

• Cost overruns negate hard-won benefits already achieved.

Benefits

• Financial discipline allows accurateplanning and budgeting.

• Focus on financial benefits allows

better prioritisation of effort andallocation of resource for the bestreturns.

• Avoid cost overruns, failure to delivertangible value, losing sight of originalaims and budget freezes and cuts.

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Delivery enabling plans

Overview

Plans are at the heart of programmedelivery; they bring together delivery teams which are often comprised of people and organisations that are notused to working together, and providethe detailed route map from theprogramme ‘s start to the finish.

Plans are living documents which must be constantly updated and referencedduring programme delivery .

A programme is a means of creating andembedding change within anorganisation. The plan needs to cover both the delivery of the desiredprogramme outcomes and how thoseoutcomes translate into organisationalchange that delivers the planned benefits.


• Develop robust , resource-balanceddelivery plans which set out anefficient route to delivering agreedscope and associated outcomes, lay out the key milestones, recognisedependencies and illustrate the critical

path. We generate multiple views of plans that are appropriate for their useand audience;

• Once the delivery plan is agreed andaccepted, establish the baselineagainst which the status will bemeasured and reported;

• Maintain and manage plans to reflectthe dynamics of the environment, by acting on risks, issues, changes to budget and scope and the realities of programme delivery in a changingenvironment and,

• Deliver against a plan by making surethat the appropriate resources,information and direction is providedto the programme team, and thatreporting and governance allowstimely decisions to be made.

“Plans must be realistic, achievable and bought into by key stakeholders. They are livingdocuments that guide programmes through change to a successful outcome”

Process and approachThe process for programme planning can vary depending on the size, complexity andpoint in the lifecycle of the programme. The typical stages are:

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Our approach is differentiated because:• We integrate our programme plans into the wider

strategy of the business to ensure alignment;• We anticipate change and develop a flexible and agile

planning approach to maintain plan currency and,• We design plans to deliver the programme within

agreed time-frames and the delivery of benefits beyond programme completion.

Step 1 -

Develop high-level programme plan and Outputs

• Confirm scope, programme boundaries and desired outcomes of programme.

• Create a project dossier, providing adescription of all the programme’sprojects.

• Identify and schedule the high-levelphases and activities highlightingthe programme’s high leveldependencies and allowing initialmilestone sequencing.

• Agree approach to planning (e.g.agile, rolling wave, gated process orother) before starting.

• Agree planning tolerances andcontingencies.

• Identify and document assumptions thatunderpin development of any plans.

• Agree the approach to transition, i.e. how the programme outputs will allow theorganisation to embed them intooperational outcomes that will deliver theplanned benefits.

• Identify key deliverables required toachieve programme milestones.

• Identify component projects required toproduce deliverables.

Organisation’s

Vision

Programme

ProgrammeBenefits

Program meBlueprint

ProgrammeStakeholders

ProgramBudget

ProgrammeRisks and issues

IntegratedSuppliers

ProgrammeTracking

Program mePlan

Projects



Step 2-

Schedule Project Work

Step 3 -

Manage and Maintain Plans

• Develop and set the baseline forthe master schedule, usingtechniques such as Product

Breakdown Structure, Work Breakdown Structure and criticalpath analysis.

• Allow for contingency andtolerances within schedule basedon the risk profile of the activities.

• Schedule phases of work anddeployment approach as required.

Very large programmes may require a “rolling-wave” approachto progressively establish detailedschedules.

• Manage delivery against plans ateach level via programme, work stream and project reporting and

governance structures.• Manage variations through change

control procedures,re-planning as required.

• Avoid re-setting baselines unlessthere are formally agreed changesto scope or costs, or as a result of external dependencies or factors.

Client issues

• Planning takes place in isolation of theprogramme and/or key stakeholders,typically resulting in misaligned plans which do not align to the overallprogramme or shared goal.

• Plans no longer represent the reality of the programme.

• Plans are presented in too much or toolittle detail, inhibiting decisionmaking, leading to paralysis or poorly considered decisions being taken.

• Insufficient flexibility built intooriginal plans, so slight changes todelivery result in complicated andtime-consumingre-planning exercises.

• Plans stop at the delivery of outcomesand do not cover transition of thoseoutcomes into the organisation’soperations and benefits.

Benefits

• Confidence that plans are fit-for-purpose as a result of logical, bottom-up development leading to clearoutcomes, milestones and outputs.

• A flexible approach to planning whichavoids excessively risky planningassumptions, for example “zeroschedule float”.

• Plans illustrated at various levels of detail to suit the needs of stakeholdersand delivery teams.

• Collaborative approach to planninghelps to secure the buy-in of all parties

involved.• Clear view of the actual status of the

projects and overall programme ascompared to the baseline.

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Overview

Active Quality Management is a processfor providing assurance and validationthat a programme’s outcomes meetcustomer expectations. It focuses theeffort made in delivering a programmeon meeting the expectations and needsof the client, and involves thedevelopment and agreement to a quality strategy and plan. Its success requiresquality-focused behaviours that supportindividual outputs or programmeactivities being performed such that they

collectively deliver the expectedoutcomes or benefits.


• Develop a robust Quality Strategy and a workable Quality Plan andutilise them;

• Use ‘Voice of the Customer’ techniquesto clearly articulate customers' needsand perceptions of the end productor service;

• Develop detailed product-leveldescriptions and acceptancecriterion and use them throughout

the programme;

• Establish tailored quality planningmethodologies, tools, techniques,document management andconfiguration controlmechanisms and,

• Embed a quality mindset and establishthe correct quality focused behaviours.

“An agreed quality plan has been developed based on appropriate standards, it iscommunicated and the right behaviours are in place”

Process and approachThe quality management approach will need to be tailored to the size, complexity andnature of the programme outcomes. We work with you to customise the process to yourneeds. The typical steps are:

Step 1 -

Develop the Quality Strategy

Step 2 -

Develop the Quality Management Plan

• Conduct a review to determine theclient’s key expectations for thechange initiative.

• Determine the programme principlesfor managing quality and the associatedhigh-level process.

• Review the organisation’s existingquality management processes, rolesand responsibilities, systems and behaviours and determine if they areadequate. If required, agree changes.

• Finalise and agree a Quality Strategy.

• Develop a list of the critical elements of the programme that are subject toregular quality review.

• Define the approach, process, timingand responsibilities for reviewing andsigning-off programme deliverablesor outcomes.

• Define the approach for ensuringintegrity of the agreed outcomes.

• Define the approach for making changesto baselined deliverables.

• Determine the criteria for successfulcompletion of one phase/stage andcommencement of the next.

• Create a Quality Log which sets out thequality milestones and deliverables.

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Our approach is differentiated because:

• We use ‘Voice of the Customer’ techniques to clearlyarticulate customers' needs up front . These needs aretranslated into agreed Quality Criterion that are used toassess the quality of the programme’s outputsthroughout the programme and,

• We continuously check that a programme is delivering tothese quality criterion and do not hesitate to implement decisive actions where required.



Client issues

• Programmes fail to deliver theexpected outcomes and benefitsor these are not in line withcustomer expectations.

• The link between organisationalstrategy, customer expectations andthe change programme is broken.

• Lack of focus or documentation of thecustomer’s expectations. No definitionof how programmeoutputs are linked to meet theoverarching expectations.

• Huge investments of time and coston delivering programme outcomes without the appropriate level of authorisations in place orgate/stage reviews.

• Limited or no programmeassurance and/or validation.

Benefits

• The effort and expenditure indelivering a change initiative meets theexpectations and needs of thecustomer or organisation.

• Provides a clear baseline for deliveringconsistent high quality outputs and amechanism for enforcing thesestandards.

• Activities are all conducted in line withexpectations such that, when outputsare implemented, they collectively deliver the expected programmeoutcomes and benefits.

• Validates that the change initiative isdelivering to the agreed quality

criterion, before it is too late.

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Start

Specify the Product

Buildthe Product

Compliantwithproduct

description?

Rework

product/investigate

andaddress

cause

Baselined

Product

Quality Control

No Yes

Write productdescription

According toproduct description

Step 3 -

Implement and Review Quality Process

Step 4 -

Manage Quality Defects

• Communicate the Quality ManagementStrategy and Plan, the associated rolesand responsibilities.

• Roll-out formal and informal training inQuality Management.

• Provide support to the teams indeveloping plans in line with the Quality Plan. This may involve the developmentof detailed product descriptions.

• Schedule regular quality reviews andinterventions, including continuousimprovement cycles.

• Enforce quality management throughthe programme governancearrangements and displaying the rightleadership behaviours .

• Assess quality against previously establish standards.

• Determine degree of impact onprogramme in terms of time,dependencies and risk.

• Work to determine appropriateremedial action with owner in line withChange Controls and Governance.



Agile change control

Overview

Programmes typically require correctionsdue to risks, dependencies, new developments and opportunities.Programmes require a controlled changeprocess for defining, authorising,managing and communicating changesto an existing programme. Failure can bethe result of uncontrolled changes or toorigid a regime that is resistant to change. Agile change control therefore aims toidentify a balanced path between thesetwo extremes and allow an efficient, well-

governed and responsive process. We work with clients to:

• Tailor and implement good practicechange control to the specificprogramme needs;

• Minimise bureaucracy around changecontrol to respond swiftly to dynamicenvironments;

• Establish a suitable level of governance to allow efficient andeffective decision making;

• Assess the impact of changes on time,

budget, quality and benefits;• Control, approve and communicate

changes and secure compliance withthe process and,

• Maximise the sponsor’s investmentfrom the impact of adverseenvironmental changes.

Process and approachChange control arrangements are used to manage changes to scope, requirements(business and technical), deliverables and intended benefits that impact theprogramme/project baseline scope, timing or cost.

Step 1

Identify approach and process

Step 2

Identify change and raise changerequest

• Identifying current approach andadapting change control processesand procedures where necessary.

• The re-designed change controlprocess will:

• ensure appropriateidentification, communicationand authorisation of changes;

• enable people to raise a change

request;

• explain how to assess theimpact of each request;

• explain how to assess thepriority of each request;

• ensure that clear lines of accountability andresponsibility for approvingchange are defined;

• define how quickly and how often changes need to be

considered.

• The programme manager or designauthority identifies whether thetype of change is to quality (outputs), resource or schedule.

Agreed tolerances will determine whether a formal change request isrequired.

• Minor variations in scope may becontrolled by projectmanagers within their individual

work streams.

• The requester or project managerestimates the likely impact to the

work stream and across theprogramme.

• For a formal change request to beraised, the steps to followed are thatthe required documentation iscreated and the submission processis followed.

• The change request will be

documented in a change log.

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“A dynamic process is in place for controlling changes to programme scope and hasbeen embedded with programme stakeholders”


• We understand change is healthy for a programme;

• We bring knowledge of agile change control processes frommany sectors;

• We work with you to understand the need for change authorisation and management;

• We recognise a well governed change process does not need to bebureaucratic and,

• We use change management and acceptance criteria to suit the needs of the programme.



Step 3

Impact Assessment

Step 4

Communicate and action changes

• Governance structure is put in placeto review the change request. This isoften a design authority, theprogramme manager, changesponsor along with any identifiedSMEs who are impacted.

• This governance authority undertakes timely triage of changerequests to identify their urgency and priority;

• The programme impact is assessed,resulting in either approval,rejection, reject and re-submit orescalation. Impact assessmentscompleted must make specificreferences to impact on benefits and

business case;

• The governance authority ensuresthat follow-up actions areprogressed (e.g., where a steeringcommittee asks for additionalinformation or asks for alternativesto be considered).

• Decisions are communicated andthe change request is closed.Documentation is filed and theprogramme change log is updated.

• In addition to the systematicmanagement of change requests,the change control arrangementsshould be subject to a periodicalanalysis and should be changed

based upon trends and volumes.Typical areas to be monitored are:

• The degree of control projectmanagers have over theirprojects;

• Issues relating to the quality of planning and cost estimating;

• Lack of clarity regarding theplan and what people aredoing.

Client issues

• Programme plans incorporateuntested assumptions or fail toidentify all critical risks.

• Work streams course-corrected withoutadequate communication.

• Dependents are not aware of changesin other parts of the programme,affecting their ability to deliver theirown outcomes.

• Programmes are unprotected from

significant change influences outsideof their control (e.g. due to competing business priorities).

• No understanding or linkage between proposed changes and impacton benefits.

• Programmes fail to communicate andmanage changed expectations with key stakeholders.

Benefits

• Helps programme absorb a

high rate of scope change in acontrolled fashion.

• Clarity of roles and responsibilities inrelation to change controlauthorisation and management.

• Identifies and manages emergentprogramme risks and opportunitiesrequiring change.

• Maintains focus and productivity of programme and organisationresources on key priorities.

• Maintains tight stakeholdermanagement in relation to the statusof changes.

• Supports strong focus on benefitsrealisation and associated businesscase.

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Integrated suppliers

Overview

Organisations operate inenvironments where one or morecore supporting activities, such asIT, are often fulfilled by an externalor internal supplier. These suppliers

bring technical and/or marketplaceexpertise in addition to programmeresources.

Having Integrated Suppliers iscritical for the delivery team to work in unison and allows the wholeprogramme to deliver efficiently.


• Match supplier selection toprogramme goals as part of anintegrated value chain;

• Develop and deploy a consistentapproach and commonprogramme language betweensuppliers and delivery teams;

• Design and implementgovernance and reporting thatprovides a genuine view of programme health, as shared by all suppliers across thedelivery team;

• Create an environment thatfosters a strong, single teamapproach across multiplesuppliers and,

• Minimise risk of delivery failureduring programme delivery andmaximise success in operation.

“An effective approach has been taken to engage with ‘suppliers’ (internal or external)including adequate governance of their activities”

Process and approachIntegration of suppliers should be an early consideration in initiation of a programme.Typical stages of ensuring supplier integration are:

Step 1 -

Develop Supplier Management

Step 2 -

Implement Supplier ManagementProcesses and Procedures

• Agree a consistent programmemanagement approach forsuppliers.

• Assess cultural fit of potentialsuppliers and client team.

• Review supplier managementprocesses including element suchas; potential for conflictingrelationships, management of intellectual property rights andsupplier dependencies.

• Review contractual approach tosuppliers to understand the existingarrangements and makerecommendations.

• Implement and train on suppliermanagement processes. This can

be done in parallel with otherprogramme managementprocesses.

• This should be considered as arepeatable process, based on how and when new supplierrelationships are established withinthe progamme.

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• We foster a collaborative, delivery based approachbetween client and supplier teams;

• We aid the client in securing the maximum benefits from their multi-disciplinary suppliers and,

• We help define the most effective delivery model and contractual arrangements.



Client issues

• Critical programme activities andprojects fail to be successfully delivered due to ambiguity betweensuppliers and client organisation.

• A blame culture can easily perpetuate with suppliers blaming delivery failureon each other or on the projectmanagement practices of client.

• Client does not have a true and honest view of programme health, risks andissues.

• Suppliers do not feel part of anintegrated team.

• Different programme approaches andmethodologies employed by suppliers.

• Unaddressed integration challengesleads to protectionism withinindividual suppliers.

Benefits

• Client and multiple suppliers workingas one delivery team.

• Programme challenges more likely to

be resolved across team rather thansuppliers hiding behind a shield of contractual boundaries.

• Client has clear and true view of progress and issues and can quickly address and respond as a result.

• Increased confidence inprogramme delivery.

• Collaborative approach, securingstrong buy-in of all suppliers andfostering best outcome approach toobjectives, ensuring client gainsmaximum knowledge return.

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Step 3 -

Manage Suppliers

Manage suppliers includingresource identification andselection; contracting and supplierinduction.

Contract performance management which needs to be right sized to fitthe engagement size and needs.

Ongoing relationship managementto support team integration anddelivery effectiveness.

Exit procedures to ensure a properprogramme close out , knowledgetransfer and sharing of lessonslearned.



High performing teams

Overview

In a high performing team everyoneunderstands who is doing what, why,how and when. Clear roles andresponsibilities and sharedunderstanding and ownership of theprogramme vision are essential elementsof this. Programme roles are staffed withpeople that possess the authority,responsibility, knowledge and experienceto make timely and effective decisions.


• Create a programme organisation witha clear definition of the roles/responsibilities and the relationshipsthat need to exist between them;

• Help staff the programme with highly motivated people with the authority,responsibility and knowledge to be effective;

• Communicate the programme visionto the programme team and educatethe rest of the organisation asappropriate;

• Agree how reporting and escalation

paths operate in order to supporteffective decision making;

• Develop an understanding of resourcerequirements throughout theprogramme life cycle: when they will be needed; whether the role is fulltime; where the individuals should be based; and the limitations of theprogramme budget and,

• Create knowledge and skills tomaintain high performance after thechange is complete.

“The programme team is highly motivated, has the right blend of skills and experienceand the organisation supports the team to deliver”

Process and approachIntegration of suppliers should be an early consideration in initiation of a programme.Typical stages of ensuring supplier integration are:

Step 1 -

Develop Resource Management Plan

Step 2

Develop Programme OrganisationStructure

• Understand the organisation’sexisting structures, processes andprocedures.

• Develop a resource managementplan that ensures that theprogramme will be appropriately staffed. The resource managementprocess will describe how therequired resources will becommissioned, on-boarded and

effectively managed.• Develop a preliminary programme

organisation structure, includingpreliminary roles andresponsibilities, so that theprogramme team can be organisedeffectively.

• Build on the preliminary programme organisation structure,use updated information from theprogramme plan and throughconsultation with key individuals ateach level in the hierarchy todiscuss and agree the scope of theirresponsibility, suitability (technicaland managerial skills andexperience, etc.) and any additional

roles needed to support them.• Create a RACI chart to bring clarity

to which positions are Responsible, Accountable, Consulted orInformed for defined work elements and activities.

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• We run detailed PPM skills assessments and develop bespoke training curricula for client organisations;

• We design training & knowledge transfer into all of our client engagements;

• We work with the client to design a balanced delivery model (including offshore,consulting and in-house resources);

• We leverage repeatable organisational structures, standardised roles and responsibility definitions and,

• We deploy repeatable tools & processes to optimise resource allocation.



Step 3 -

Implement Resource ManagementPlan

Step 4 -

Manage Resources Throughout theProgramme Lifecycle

Once the programme resourcerequirements are clear, implement

the resource management plan by:• Identifying required resources;

• Identifying available resources(including those already within theprogramme team);

• Matching available resources withthe skills needed and identifyingany gaps;

• For each skills gap identified,determine the action to be taken;

• Document proposed resourcing

arrangements and outstandingresource needs and,

• Action the agreed arrangements tostaff the project as required. Gapsor lags in this process are carefully monitored as a source of risk forthe programme.

• Use the appropriate managementstructures and reporting processes

to make sure resourcesare delivering.

• Conduct entry and exit interviewsto ensure shared understandingand capture lessons learned.

• Update the programmeorganisation structure, roles andresponsibilities during the course of the programmeas it evolves.

• Boost resource performancethrough coaching andskills/knowledge transfer.

Client issues• An inappropriate team is put in place,

due to a lack of understanding of theskills or knowledge required.

• Lack of clarity around the roles andresponsibilities required to deliverthe programme.

• Conflict over resource availability and accountability.

• Lack of balance between enabling aprogramme to take shape throughshared vision and expertcommunication versus letting othersshape the programme.

Benefits

• Robust understanding of the skills andexpertise required to fulfil differentprogramme roles before commencing recruitment or

appointments.• Getting the right resources.

Confidence that the team have theright skills, knowledge and authority to deliver the benefits of theprogramme.

• Maximising the benefit of each resource.

• Clarity over roles and responsibilitiesto aid decision making andreduce bureaucracy.

• Collaborative working, team building,alignment of vision and appropriateresourcing to achieve programmesuccess.

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Embedded lifecycle assurance and learning

Overview

Programme sponsors need to understandthe likelihood of programme success,have adequate information to makedecisions and be capable of implementing necessary improvements.

Embedded Lifecycle Assurance andLearning provides clarity on theprogramme’s status, viability andalignment to the business case. Itdetermines the level to which aprogramme is being managed effectively,is in line with policies and procedures,

and whether it is under control and ontarget to achieve its benefits.

Assurance and learning can be both‘formative’; lessons learnt fromassurance during the programme can beused to improve its development anddelivery, and ‘summative’; summarisingachievements to date, along with theresources associated with their delivery.

The key difference between lifecycleassurance and quality management isthat the former is concerned withreviewing the programme at a strategic

level, whilst the latter deals with thequality of the programme’s outputs.


• Capture lessons learned throughoutthe programme and createmechanisms to address those which continue after programmeclosure and,

• Identify issues with existingprogramme structures and createimprovements to manage them andincrease the chance of success.

“A clear assurance framework has been defined which outlines the nature, timing and extent of planned quality reviews and embeds learning”

Process and approachEmbedded Lifecycle Assurance and Learning provides a clear view of the programme’sstatus. The typical steps are:

Step 1 -

Identify Assurance and LearningNeeds

Step 2 -

Plan for Reviews

• Identify assurance needs and includethem in the programme plan e.g.reviews at critical stages in the lifecycleto make sure that the programme doesnot continue to the next stage unless itmeets certain criteria.

• Identify assurance timing and scopeusing factors such as number of stages,key events and reporting requirements.

• Develop assurance plan in collaboration with programme plan development.

• The assurance plan will be reviewedthroughout the programme because thefocus and timing of assurance may change as the programme movesthrough its lifecycle and responds to achanging environment.

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• We enable management to showcase achievements to date as well as identifyingareas for improvement;

• We integrate all sources of assurance and develop a framework that avoidsunnecessary repetition or duplication of work;

• We enable the programme to quickly identify the issues that matter and dosomething about them and,

• We take a constructive, forward looking approach which helps drive delivery



Step 3 -

Conduct Reviews

Step 4 -

Report Learnings

The Programme Management Diagnosticis a tool which runs a health-check on thegovernance and management of any programme. Input data is obtained fromprogramme documents such as progressreports, PID and plans, as well asinterviewing key staff and stakeholders.

Reviews may include an assessment of:

• The business case;

• Current stage work;

• Supplier selection;

• Progress made to deliver benefits;

• Risk management;

• Progress against the plan, includingfinancials and timelines;

• Next stage plan and,

• Strengths, weaknesses and gaps incontrols that could be improved.

• The reviews will report key findings,priority areas for improvement, bestpractice recommendations and lessonslearnt, along with an action plan forimplementation which identifies actionowners and deadlines.

• The report and its underlying findingsmay also be Red/Amber/Green (RAG)rated to reflect the significance of findings and the likely impact on theprogramme’s success of taking or nottaking mitigating action. The RAGrating also provides a baseline against which to measure improvement.

• At the end of a stage, the report willinform the decision of whether toproceed, close, pause or recycle.

Client issues

• The delivery of the programme andassociated activities are inefficient,costly and time consuming.

• The PMO and programme controls areineffective and disproportionate to thesize of the programme.

• Mistakes and inefficiencies are notdiscussed, lessons are not recorded ortranslated into actions to furtherenhance the delivery of this programme.

• Training is ineffective.

Benefits

• Clear line of sight over whether theelements that are fundamental tosuccessful programme delivery are inplace and operating effectively.

• Identification and mitigation of risksto successful delivery are present in aprogramme’s sponsorship, businesscase and benefits plan, governanceand reporting arrangements,contracting and supply chain

strategies, commercial anddelivery skills, funding andresourcing and overall programmemanagement approach.

• Capture of learning that could be usedin this or other similar programmes inthe future.

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At PwC, we pride ourselves in being ableto deliver the benefits attributed to eachservice on time, to the highest quality and in a cost efficient manner.To do this, we have industry leadingtools and a structured methodology,delivered by exceptional people.

Methodology When working for you, we leverage orglobally consistent TransformFramework,. Transform allows us tooffer you proven set of methods andtools born of best in class thinking fromacross our network of practitioners.Following Transform allows us to deliver

you value in the way we order ourthinking, so that we thoroughly understand your challenge, design the

most effective solution and implement it with efficiency.

Tools We use tools to enhance the control,insight and efficiency of informationflow to better inform decisions. We haveused our vast experience to develop arange of in-house tools that can betailored to the clients need and ITmaturity. We also have specialists withexperience designing, implementing andoperating third party PPM tools.

Networks and PeopleOur practitioners have industry recognised PPM qualifications. Teamsare shaped with a combination of PPMspecialists and industry experts toprovide the skills appropriate to theengagement. The Global Programme andProject Management Community provides a platform for sharing of ideas,

which is critical to the development of our people.

Enablers

55% of PM professionals say that theirorganisation provide too little time forPPM training and development.*

A project staffed with uniformly very low-rated personnel on all capability and experience factors would require11 times as much effort to complete theproject as would a project team withthe highest rating in all the abovefactors.**

*Source: 4th Global Portfolio and Programme Management Survey, PwC 2014 **Source: Software Engineering Economics, Prentice Hall, Englewood Cliffs, NJ, p431,Boehm B (1981)

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Methodology“ Transform” is our global methodology and framework for delivering all aspects of client programmes from strategy through to implementation”

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Overview

Transform is more than just a methodology that defines how we deliver our projects. Transform is also a framework that:

• Connects our different skills, processes and experiences to capture the most value possible for our clients;

• Gives us a consistent language and approach through which we can work together to serve global clients seamlessly across borders and,

• Offers a proven framework for delivering end-to-end results that are sustainable long after implementation programmes arecomplete.

How Transform helps us deliver our services

• A thorough and detailed methodology. Behind each of the 5 stages that anchor Transform are a number of delivery modules, each of which has clear tasks and steps. Teams are able to use the methodology as a whole, or extract and develop thoseareas that are appropriate to the engagement.

• A repository for best practice tools and templates. You can benefit from tried and tested tools shared and available totailor to specific industry, competency and client operating environments so teams can quickly find the most appropriateexamples to your situation. Teams can then use these as a basis to innovate a suite of tools and templates that are targeted toparticular client needs.

• Programme and Benefits Management is a Core Delivery Module meaning that we believe this cross life cycle content isabsolutely required and should be embedded into every engagement. The services provided out of the Programme and BenefitsManagement content is critical to your success.

• A link to more specialist PwC methodologies. Scope specific modules provide our teams with access to more specific skillsand methodologies, beyond the usual remit of PPM, which may be appropriate for the specific engagements type you require PwCto support.



Tools“Our tools are housed within the Transform Framework to improve the speed and quality of our data capture, analysis and reporting”

Overview

It is estimated that nearly 60% of an average Programme Management Office’s (PMO’s) effort is spent on manual activities thatcould benefit from partial or full automation.

• PwC has developed appropriate tools to automate processes at the heart of programme and portfolio delivery. Given the varying nature of individual projects, programmes and portfolios we have developed a range of solutions that focus onpragmatism and functional completeness.

• Our enabling tools are fully aligned to, and accessible through, the Transform Framework. Our experienced PPM practitioners will make sure these tools can be mobilised quickly and efficiently.

How our tools help us deliver our services and capabilities

Service aligned

• Programme and Portfolio Management Diagnostic Tool – An Online diagnostic, used on over 300 complex Clientprogrammes, which assesses and benchmarks Clients’ PPM capability against the wider dataset.

• Enterprise Portfolio Management – We have a number of Global Partnerships with leading software firms that haveexperience in large PPM solution deployments e.g. HP PPM, CA Clarity, Oracle Primavera and Microsoft Project Server.

• Sharepoint (E-Tools) – A repository, covering core functional PPM elements (e.g. RAIDs), which supports rapid PMO

mobilisation.

• Portfolio Optimisation tool - This system allows configuration of the strategic drivers (portfolio prioritisation criteria) andconstraints to determine a number of optimised scenarios.

Capability aligned

• Transform-aligned Templates and Plans - Transform contains a series of tools that have been developed, tested andrefined by PPM specialists. These range from risk and issue logs to standard status reporting templates.

• Strategic Tools Analysis - The competency also has specialists in wider programme/portfolio management tools, who cansupport clients in undertaking an assessment of their ‘as is’ practices/architecture, undertake a gap analysis and recommend arange of ‘to-be’ solutions.

• Automated Planning – This automated ‘Plan on a Page’ takes Excel-based milestones and dependencies, as an input, andconverts them into a presentation-ready programme/project plan.

• Scoping Tools – We can share scope/requirements management solutions from basic Excel trackers to full tools to track requirements through benefits.

• Automated Reporting –The production of an automated scorecard which supports identification of key delivery risk areasaround cost, schedule and RAIDS.

Example Tool - Diagnostic Tool Example Tool - Automated Reporting

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People“Our people are our most important asset. They help organizations run and deliverchange initiatives in the most efficient and effective way”

Overview

• Each sub-competency is made up of technical PPM specialists and PPM generalists with specific industry experience. We investheavily in the development of our people through training, knowledge sharing and providing opportunities for externalnetworking and professional accreditation.

• Depending on the services being delivered, scale and complexity of the client issue(s), the most appropriate team is mobilised.

How our people help us delivery our services to you

Our PPM team collectively possesses a broad spectrum of experience across industry sectors and project-related skills. This matrixof capabilities gives our team the ability to understand more closely the unique PPM challenges within specific industries while alsoidentifying opportunities for cross-industry learning and thought leadership. The foundational aspects of our PPM community, which we believe set us apart from our competitors, are:

• Training – we have a strong focus on training within PPM. Nothing replaces real day-to-day client experience but we feel astrong background on industry practice and certification enhances our delivery capability. This includes external qualificationsuch as: PRINCEII, PMP, MSP, MoR and PgMP;

• Knowledge - we understand the efficiency that can be gained by reuse and refinement of our good practices. This gives our teama tangible advantage when working with clients as we have developed a reputation for high quality, accelerated deployment. OurPartner and Director team actively drives the global PPM agenda by participating in keynotes, learning seminars and thoughtleadership (whether for top executives or the wider PPM community);

• Accreditation - corporate and individual memberships allow our PPM competency to be engaged with, and contribute to, the wider PPM community which benefits our clients as we engage on your behalf. Professional accreditation, such as ISO 9001,certification that our quality management system has recently been awarded by BSi, demonstrates a level of PPM expertiserecognised externally to PwC; and

• Networks - the PPM competency maintains a strong network of working relationships across the wider PwC business andexternally. We understand that leveraging our internal or external networks magnifies the value we can deliver to clients and weuse those networks actively.

“Over 91% of the team have one or moreexternal PPM qualifications”

“The competency can draw on nearly 1000 years of individual project management experience”

“Through our network of PPMpractitioners we are able to offer youdeep skills and experience fromacross a variety of Services Lines andgeographies”

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Global PPM Leadership Team“Our partners’ have vast experience in delivering large-scale, complex change provides

PPM Client Teams with a formal decision support network”.

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West Cluster/USA PPM Competency LeaderFederal

Global PPM Competency Leader (UK)

Randy Loyer Sandie Grimshaw

Mobile: (240) 682 6409Direct: (703) 918 1164 [email protected]

Mobile: +44 (0) 77383 10355Direct: +44 (0) 207 804 [email protected]

West Cluster/USA PPM Competency Leader Productsand Industrial Services

Stephen Moysey

Mobile: (703)431 3232Direct: (703)918 [email protected]

West Cluster/USA PPM Competency LeaderHealth Industries

East Cluster PPM Competency Leader (Australia)

Paul Tenuta Kevin Reilly

Mobile: (708)205 0564Direct: (312) 298 [email protected]

Mobile: +61 (4) 2376 0896Direct: +61 (2) 8266 [email protected]

West Cluster/USA PPM Competency LeaderFinancial Services

Paul Frank

Mobile: (412)414 7384Direct: (412)355 [email protected]

PPM Competency Leader (West Cluster, Canada)

Carmine Cirella

Mobile:Direct: (416) 815 [email protected]

PPM Competency Leader (Netherlands)

Anton Koonstra

Mobile:Direct: +31 (0) 88792 3303 [email protected]

PPM Competency Leader (Germany)

Serkan Katilimis

Mobile: +49 160 74 35071Direct: +49 211 981 [email protected]

mailto:[email protected]












Team“Our global leaders are supported by a network of experienced PPM practitioners whohave a wealth experience and specialised knowledge in one or more industry sectors.They would be happy to discuss tailoring the services to suit your needs.”

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ichael Cooch – United Kingdomfice: +44 (0) 20 7212 [email protected]

rlos Lopez Cervantes - Mexicofice:+52 55 52 63 57 [email protected]

el Ratan – Indiafice: + 91 124 [email protected]

ark Stämpfli -Switzerland fice: +41 58 792 13 [email protected]

Stephen Cheung - Hong KongOffice: (852) 2289 [email protected]

Raymond Ready - USAOffice: (678) 419 [email protected]

Frank Wittman- USAOffice: (502) [email protected]

Darren Honan– AustraliaOffice: +61 (3) 8603 [email protected]

hannes Joergensen– Swedenfice: +46 (0)723 530264

[email protected]

Gerben Kraak -NetherlandsOffice: +088 792 73 [email protected]

Evgeny Otnelchenko - RussiaOffice: +7 (495) [email protected]

Andrew Metcalfe – South AfriOffice: +27 11 287 [email protected]

Santiago Franco Castro– SpaOffice: +34 915 684 [email protected]

Satoru Nakamura– JapanOffice: +81 80 3364 [email protected]

yadh Al - Najjar– Middle East ice: +966 1211 [email protected]

Gene Alfred Morales– PhilippinesOffice: +63 (2)8452728

[email protected]

Yoann Derriennic– FranceOffice: +33 (1) 56 57 41 11 [email protected]

Vivian Muniz - Brazil Office: +55 11 3674 3883 [email protected]



Credentials

To remain current for our clients and contribute back to thePPM community PwC remains involved with professionalnetworks:

• Chair & Member PMI Certification Governance Council(2003-2008)

• PwC is a PMI Registered Education Provider.

• The only Big Four firm that is a founding member of theProject Management Institute (PMI) Global CorporateCouncil

• Developed and maintains a PwC PPM Global Best Practice ®

database• Is an active member of Association of Project Management

(APM) and Major Project Association (MPA)

• ISO9001 certified (UK practice)

“We have experience working across all sectors and these credential summaries include a selection of recent engagements”

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Administration of a Global Investment Bank

When the bank filed for administration with on and off balance sheet positions of $1.2 trillion, we established multiplePMOs to co-ordinate the large workstreams. This intervention improved the consistency of all aspects of delivery,including programme management and governance, MI reporting against the objectives of the administration, stakeholderengagement and operational support.

International Pharmaceutical Company

The client asked us to programme manage the implementation of a new global shared services operating model. We worked in with them to establish the Programme structure and processes . This involved developing and implementing agovernance framework, developing individual work stream plans and an overall integrated programme plan, establishing aPMO structure and developing a PMO toolkit.

National Education Standards Inspectors

PwC was engaged to undertake the project management and business process design for the £156m outsourcing of theclient’s Early Years Inspection Services. PwC was also involved in the project management of the competitive dialoguephase, which included the development of SLAs and price tariffs.

European Public Transport Company

The client needed to identify opportunities to enhance scalability and procurement. We planned and co-ordinated aqualitative and quantitative data gathering exercise across 10 countries within 5 weeks. This involved detailed projectplanning, daily progress reporting , proactive risk and issue management and engagement of stakeholders across Europe,

speaking multiple languages to deliver.



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Global Manufacturing CompanyThe client had grown rapidly through a period of acquisitive growth which had left it with a collection of businesses which were not fully integrated. PwC worked collaboratively with the senior leadership team to design a vision and future targetoperating model. As the design was being developed, a implementation plan was created, for delivery across 90 sites and32 countries. A tailored PMO was set up with the methods and tools capable of delivering a transformational changeprogramme of this size and complexity.

Healthcare Trust

The Board recognised the need to become more efficient . We supported the delivery of a cost efficient and quality improvement programme. This involved developing improvement plans and establishing project governance andreporting structures.

Administration of a Global Investment Bank

When the bank filed for administration with on and off balance sheet positions of $1.2 trillion, we established multiplePMOs to co-ordinate the large workstreams. This intervention improved the consistency of all aspects of delivery,including programme management and governance, MI reporting against the objectives of the administration, stakeholderengagement and operational support.

Global Insurance Company

To assist the company with meeting regulatory requirements, within a short time frame, PwC’s PPM team worked acrossthe programme to understand the existing plans and develop a bottom-up view of what the client was already delivering. Atthe same time, we worked with client’s senior specialists and PwC’s insurance and Solvency II SMEs, to create a top-down view of what the client needed to do, in order to comply with the Solvency II Directive. A series of workshops was then heldto develop and validate the key milestones and critical path plan.

Global Payment Processing Company

The client agreed the sale of its card payment processing subsidiary. We rapidly mobilised a PMO and providedprogramme management expertise as well as specialist support in key areas. We provided visibility and transparency across the programme by organising and structuring a large number of complex work packages with cross organisationdependencies and managing the multiple demands of the client and the buyers.

National Government

PwC selected and supported ten pilot Public Social Partnerships, each of which consisted of a social enterprise or charity

and a public body. The pilots covered themes from recycling to social care, and involving councils, government agenciesand a prison. The consulting team provided coaching, programme management and specialist support to help the pilotsget established and run for eighteen months.



Documents

Global Ppm Catalogue