Problem: Good project management practices are key to successful project delivery.
A manufacturing company identified the necessity for a significant ICT upgrade involving the execution of numerous programs and projects. To manage this portfolio of initiatives, internal resources had recently transitioned into project manager positions within the newly established PMO. However, owing to their diverse backgrounds, they lacked the essential skills and knowledge required for proficient project delivery. Additionally, there were no established frameworks or methods for project delivery.
Assessing Capability and Implementing a Project Management Framework
Objective: Our client needed to formalise project delivery standards and uplift capability of existing staff with consistent, repeatable practices.
Overview: myP3 initially conducted a P3M3 Maturity Assessment (facilitated) to establish the current ranking of project management capability and developed a roadmap for the target-state objectives.
A Competencies Assessment and a Training Needs Analysis was then performed for the project management team. These assessments enabled myP3 to identify the business needs for a delivery framework and methodology while pinpointing areas where the project managers lacked essential competencies, skills, and knowledge. This, in turn, led to the development of tailored training programs designed to address specific needs and enhance the team’s capabilities.
To ensure the project managers adopted a standardised approach to managing projects, myP3 developed a Project Management Framework that identified an initial investment appraisal process and project Lifecycle underpinned by:
- the development of Project Management Standards for Risks, Issues, Project Change, Planning & Estimating, Scheduling, Resources, Stakeholder Engagement & Communications, Benefits, Financials, Information, and Quality.
- the creation of Product Descriptions including composition and quality acceptance criteria for all required management and specialist project deliverables and associated Templates.
- the establishment of Project Governance Boards, including mentoring of members in their roles and responsibilities as a group and as individuals based on PRINCE2 roles of ‘Executive Sponsor’, ‘Senior Supplier’, and ‘Senior User’.
- the design of standard monthly Project and Program Status Reports to be utilised after establishing project baselines for each approved initiative.
Subsequently, myp3 facilitated classroom training, on the job training, and coaching sessions for project managers in formal project management planning and controls disciplines and techniques.
The framework and practices were successfully embedded, and the business now operates with sustained capability for effective program and project delivery.
Outcome: Projects and programs are more effectively managed using consistent, repeatable practices. This has resulted in the successful completion of two major programs, including an ERP implementation – on time and within budget, along with several smaller projects.
Governance has been simplified with a clear understanding of roles, accountabilities and activities required for all stakeholders including Project Managers, Delivery teams and governance bodies.
Decision makers are fully informed and more confident in the decisions they make.
The business lifted their P3M3 maturity score to 2.7 with a plan for continuous improvement without any ongoing support from myP3.
Broad adoption of the framework and methods for program and project delivery together with a commitment to continuous improvement of practices has been embraced both within ICT and the broader business.