Magnox - APM PM in the Nuclear Industry Event

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Association for Project Management

Business Technology

Our journey from criticality to critical path.

Strategic Programmes
Pete Allen

Nov 2013

Strategic Programmes Improvement Plan - Overview
Supply

PEOPLE

GOVERNANCE

DELIVERY

Demand

Strategic
Control +
Direction

Effective
Arrangements
DEVELOP

•Development
•SRP (Strategic
Resource Part.)

Lead
+
Learn

Knowledge
Management
IMPLEMENTATIO
N

Transition

Functional Health

Sustainable
Assurance

SGRM
Company V&S Panel
PGBs
Optimised
Delivery
PM Management
Group
CDM Co-ordinators
Construction Manager

LEGACY
Italic = Sustaining
Organisation

Project Management L&D programme
Programme lifecycle.

1. Primary Interactions with projects staff – forging
the PM Community.
2. Collection of Gap Analysis criteria.
3. Identification of Needs requirement.
4. Development of the PM Community.
5. Closeout and handover to L&D as BAU

Strategic Programmes
7

Project Management L&D programme –
Corporate Accreditation.
• APM Corporate accreditation achieved for Project
Management Learning & Development programme.
– Magnox ratings against the APM Five Dimensions of
Professionalism were identified as:
•
•
•
•
•

Breadth
Depth
Achievement
Commitment
Accountability

4/5
5/5
3/5
5/5
3/5

(Knowledge)
(Competence Framework)
(Qualifications)
(CPD)
(Membership)

Strategic Programmes
8

Introduction to VELA
•VELA is a joint venture formed between AMEC and
Jacobs to deliver the Magnox Project Management
Resource Partnership
•Three key deliverables....
 1.Provision of Project Management resources to support
Magnox in delivery of Accelerated Decommissioning
 2.Skills development opportunities for Magnox Project
Management Personnel through training, experience and
coaching
 3.Support to the Magnox Resource Transfer Protocol by
providing long term opportunities
Strategic Programmes
9

Skills Transfer & People
Transfer
Committed to supporting
Magnox.
Signed Resource Protocols.
Established and long-term
commitment to UK Nuclear.
Geographical coverage and
secured contracts supporting
socio-economic drivers.
Strategic Programmes
10

Future vision:

• One programme, one approach, one team,
• Delivered by a world class decommissioning project
organisation.

Strategic Programmes
11

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Optimise-GB provides you with a free template for the programme start up document. This is the first phase of a three phased programme methodology. This document is based on MSP, Lean and Six Sigma programme methodologies. The key difference and unique perspective for this methodology is that the programme never closes down but focuses on continuous improvement. This document reduces the number of documents that can often lead to confusion as identified in a number of methodologies. The document sets the reason for the programme in regards to operational strategies, objectives and balanced scorecard reporting. As with most programme management methodologies, the document focuses on the now (Current state / as is) again the future (to be / future state). There are several inbuilt excel templates to boot including objectives weighting mechanisms, SIPOC flow diagrams and business cases. The programme start up phase leads into the Programme Improvement plan, which identifies a number of initiatives to be authorised within the project portfolio. The third and final document in this methodology is the programme delivery report, another template, that reports back on the progress made against the strategic goals. Please contact me should you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz

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This APM event was co-organised by the ProgM and Governance SIGs in conjunction with our good friends at PWC. [Full write up: http://bit.ly/apmpwcsurvey] As Miles Dixon and I introduced the evening, I knew that we were in for some fun as Karl Reilly @karl_reilly_pwc, our host, speaker for the evening and veteran of programme management, let it be known that he would ‘ask the audience’ to send in their votes using software called Poll Everywhere. [You only have to look at the website of this tool to realise just how engaging this can be for a live audience!] As part of my introduction I threw out a couple of challenges. Firstly with the well-known saying ‘lies, damned lies and statistics’ - why should we trust what this survey from PWC says? Also, “Isn’t it rather shocking that out of more than 3,000 respondents from more than 100 countries, only half [50%] agreed that ‘an appropriate baseline exists to measure all benefits for their organisation [projects and programmes]’ If this really is the case how can change commissioners possibly know whether they have got what they wanted in the first place? The 4th PwC Global PPM Survey, conducted in 2014 looked at; trends, challenges, opportunities and opinions relating to the management of portfolios, programmes and projects. During the evening we were invited to vote by text and web on our smartphones [one of those rare ‘don’t switch your phones off’ evenings] on various survey questions. The results and opinions of ‘we happy few’ were compared to those of the much larger global population. So for example. On the question of “Where benefits are set, are they realised?” [Slide 12] illustrates the fact that audience opinion [yellow] is broadly similar with the global view [orange] this certainly wasn’t the same in every case and led to some interesting debate. Sandie Grimshaw, who led the survey team, joined us part way through the session - after a long day at work. She says “The results are both interesting and enlightening, especially when considered with the findings of previous surveys, and also with the results that we find when PWC undertakes maturity assessments around the world on client programmes. I believe our survey findings have provided a fresh perspective for executive teams, as well as giving PPM professionals evidence from which to re-evaluate their priorities and approach to delivering successful change programmes.” Not being one to miss an opportunity, Alan Macklin, ProgM committee member and Deputy Chair of APM Board, stated APM’s desire to be involved in the next survey round 2015/16 as he sees it as an opportunity to extend our own work on Conditions for Project Success. In addition, in a short infomercial, the audience were invited to attend our inaugural APM Benefits Summit [23-25 June] - partially in response to the survey’s findings on Benefits Management uptake! Merv Wyeth

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