Managing projects and programmes effectively in the public sector

Published in Government Business Volume 13.11

A commitment to PPM-focused professionalism and competence promotes delivery excellence within the public sector…

Moorhouse Consulting has extensive experience of working on complex public sector programmes. As project and programme management (PPM) specialists, this experience continually reinforces the validity of our professional commitment to PPM excellence. It is this capability, coupled with a collaborative approach, which supports the development and delivery of programmes that genuinely realise value. As an Institute of Management Consultancy Premier Practice, we can also attest to our core value of consulting with integrity. 

We believe that business transformation strategy is only meaningfully delivered through programmed change initiatives. Our primary view of an organisation is as a collection of programmes and projects that, if well designed, link clearly to the corporate strategy and, if well executed, deliver the capabilities and outcomes intended. This is why it is so important when managing programmes and projects that you are not only ‘doing the right things’ but also ‘doing things right’ – in order to bring demonstrable benefit.

PPM issues the public sector typically face

The construct of projects and programmes, as vehicles for implementing strategy, is well established within the public sector. Notwithstanding a number of common delivery anxieties and needs continue to pervade:

• Critical programmes failing to deliver benefits
• Difficulty with prioritising activities against capability and capacity constraints
• An inconsistent organisational approach to project delivery
• A lack of experienced programme managers - needed immediately
• A requirement for independent delivery assurance
• Uncertainty about which programme/project management (PPM) tool to choose
• An over-dependency on external support (i.e. the need to bolster internal capability)

Addressing these issues

• Critical programmes delivering benefits
  If you have a high-profile, business-critical programme of work, there is much to lose if it does not deliver. In 2005 TfL recognised that delivery of their £12b Investment Programme would require new structures and processes at senior levels to ensure adequate visibility. Moorhouse delivered a comprehensive framework to allow the TfL Executive Team to manage strategic risk across its programme – in turn, supporting the delivery of planned benefits to the travelling public.

• Prioritising activities against capability and capacity constraints
  Often, it is necessary to take the ‘helicopter view’ that assesses programmes from a portfolio or strategic-vision perspective.  We call this Portfolio Management - the capability to manage resources, knowledge, skills and leadership collectively in the effective deployment of inter-related projects and programmes to deliver strategic initiatives. Our sophisticated CARP tool helped one client identify and manage critical constraints in a multi-million pound investment programme.

• Adopting a consistent organisational approach to project delivery
  By conducting a PPM diagnostic exercise to compare your performance against ‘best practice’, we can help you understand exactly where you can improve.  During a major transport project, Moorhouse provided a diagnostic service that identified capability gaps and, referencing ‘best practice’ exemplars, set clear and realistic improvement targets.

• Experienced programme managers needed now!
  Often, strategy has been decided and you are waiting for something to happen but you don’t have the right resource.  Moorhouse provides interim programme managers who can grasp the situation quickly, set up programmes to tackle problem areas and transfer skills to help you build your internal capability.  In this way we have supported West Sussex County Council’s performance management programme as well as the pre-Olympic West End Traffic Plans scheme.

• Independent delivery assurance required
  At Moorhouse we can advise you on optimal programme assurance arrangements for your organisation as well as assessing whether the controls and processes currently in place are appropriate for successful delivery. This allows for targeted interventions to ensure your top team has the requisite visibility and control required of critical programmes.

• Which PPM tool to choose?
  It may well be that you have been approached by several vendors and are seeking an objective view on which PPM tool to procure. Beyond the selection of the tool, you may have concerns that it could be poorly implemented.  Moorhouse can support you in defining requirements and standardising information processes.  Of particular importance to you is that we can do this from a position of genuine independence. 

• Internal capability development required
  The need to ‘deliver’ results always requires strong internal PPM competencies. We can provide advice, backed by experience, as to how to improve your staff capability in this core area – designing, developing and supporting delivery frameworks, toolsets and training programmes as required.  In fact, the SPEARMINT methodology we developed in collaboration with Transport for London colleagues won national award and over 1,000 staff have now been trained in its use.

In summary, whatever your concerns, Moorhouse can help you in realising the anticipated value from your strategic plans by supporting:

• the pragmatic translation of strategy into a tailored portfolio of programmes and projects, and

• the successful execution of those programmes and projects to ensure that benefits envisaged in the strategy are actually delivered.

© 2006. Moorhouse Consulting Ltd.  All rights reserved.

If you would like to talk to us call on the number below. Alternatively, click on the consultants email address, provide us with your details and we will call you back. We look forward to speaking to you. Contact: Email: Tel: Esther Harris estherharris@moorhouseconsulting.com +44 (0) 20 3004 4482