Task 1 CCoF Sponsor’s Influence
High Responses for:
• 1. Lack of links between project and the organisation's key strategic priorities
• 2. Lack of clear senior management and Ministerial ownership and leadership
• 6. Evaluation of proposals driven by initial price rather than long-term value for money
• 7. Lack of understanding of, and contact with the supply industry at senior levels
Task 2 Competencies
High Responses for:
· 4. Leadership
· 18. Governance Arrangements
· 24. Business Case
· 27. Benefits Management
Task 3 Project CSFs
High Responses for:
• P1. Continued Business Justification
• P2. Defined & agreed roles & responsibilities
Task 4 Programme CSFs
High Responses for
• M1Remaining aligned with corporate strategy
• M4 Focusing on benefits and threats to them
Jill’s Questions and responses:
Q1. Who has the business case for your programme, and who revisits it?
A1. DfT (from whence the funding comes). It’s very much a ‘must do’ programme and any cost escalations resulting from in-term issues needs to be approved there.
Q2. Please Describe your relationships with the Programme Manager(s); Project Managers and Project Directors.
A2. There are regular physical meetings – experience indicates that this is the best way of gleaning meaningful information, especially issues that have to go through Change Control (at Network Rail level) with Jill’s endorsement.
Q3. What does the Programme Board do that Jill doesn’t do?
A3. Jill gives ‘guidance’ to facilitate control.
Q4. Where dies Jill’s role fit in regard to accountability?
A4. Jill’s role is NT personally responsible for benefits, as she sits in a hierarchy where she is responsible for “getting things right”.
Q5. What governance structures are there for feedback on role performance?
A5. There is nothing formal. Feedback is normally though effective communications – especially directly with Project Managers.
Q6. Please explain your relationship with funding – and trade0offs that may be necessary.
A6. We do NOT have a culture of ‘just inflating the budget’. Jill ensures that the PM’s explore alternative solutions – not just reporting issues. Jill has an ‘interest’ in the budget but not control of ‘every penny’, and has ‘sight of’ change budgets. The problem with this initiative is novel technology with experience restricted to old technology 23 years previous! But the technology is dwarfed by the need to manage stakeholders – in particular English Heritage, who have enormous power. This is HARD.
Q7. To what extent do you have to ‘go to market and obey EU rules for procurement.
A7. We have a number of Framework Agreements that meet most needs (within prescribed limits), and we also have a significant internal capability in Network Rail.
Q8. If you had a ‘magic wand’ how would you use it?
A8. It’s not that bad! It might be used to minimise formal reporting. The big thing is being able to focus on critical relationships. If meetings with HUGE attendances could be focused on a significant few WITHOUT offending people that would be good!
Q9. What Lessons have you Learned for any forthcoming assignment?
A9. For a potential task such as the ‘Reading Independent Feeder’ [of power]:
a. A signed off mandate
b. Immediate meetings with PMs
c. Funding to undertake detailed surveys to understand risks before making unsound assumptions
Q10. What are your recommendations for ‘survival skills’ for new PMs?
A10.
a. know [understand] the project
b. know the critical points
c. don’t just raise issue, but propose suggestions for solutions
d. be open and honest.
Q11. Do you have any suggested skills for a Programme Manager?
A11.
a. Leadership
b. [Setting up and implementing] the Governance structure.
In the current initiative Jill remind the meeting that her programme is nested within the larger West of England Area portfolio/programme – where her programme sometimes takes the lead but sometimes takes a minor role. Here critical liaison is via the Programme Managers.
Q12. Is your role, in effect, that of a ‘critical friend’.
A12. Yes.
Q13. How important is an understanding of dependencies?
A13. Understanding ‘knock-on effects’ is critical – and difficult. We did well in the recent Box Tunnel work, and we will use lessons learned for future temporary closures of stretches of line.
Written Question: (representing a number of conversations)
Based on your experience and knowledge, do you feel that governance structure and accountabilities are the most effective way to deliver the programme outcome and to budget? (Pete Babe)