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NITHCo / Translink’s Implementation of PPM

NITHCo / Translink’s Implementation of PPM. Presentation to PMO Community 30 th January 2009. NITHCo/Translink Overview. Complex Commercial Organisation (76 million passenger journeys, £150m t/o) Bus Public Transport Services (1400 buses, 50 sites )

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NITHCo / Translink’s Implementation of PPM

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  1. NITHCo / Translink’s Implementation of PPM Presentation to PMO Community 30th January 2009

  2. NITHCo/Translink Overview • Complex Commercial Organisation • (76 million passenger journeys, £150m t/o) • Bus Public Transport Services • (1400 buses, 50 sites ) • Rail Public Transport Services ( 54 stations ) • Railway Infrastructure ( 460 km track) • 4100 staff • Large Property Portfolio (province wide) • Complex Project Activity ( 200+ significant)

  3. PPM Structure MSP AEC (PMBOK) ICT (PRINCE2) PMO

  4. Agenda • MSP • AEC PMBOK • ICT Prince2 • Challenges

  5. PPM Competency Development Board Approval MSP • GCE/Senior Executives - MSP /PMBOK/Prince2 /Gateway Awareness & Foundation • 1 Advanced MSP Practitioner • 4 MSP Practitioners • 6 Accredited Gateway Reviewers • 9 Full Time Construction Project Managers • 30 PMBOK Awareness • 23 Part Time Prince 2 Practitioners • 60+ Prince2 Foundation Level

  6. PPM Policy and Procedural Framework • PPM Procedures & Processes developed and embedded • Major Cultural Change • PMO established & embedded • Project Database aligned • PPM conduit with COE - 40+ RPA’s • 2 Gateway Reviews - Gateway 0 & 3 • First Construction Project selected for Gateway Review • Supplemented by Internal Peer Reviews • Participated in four 3rd party Gateway Review panels

  7. Construction Projects • Background / Policy Framework • Achieving Excellence in Construction • GCCG • Project Management Stages / Flow Chart • Implementation

  8. Development History • Issue 1 Working Draft (12No.) - Oct 2005 • Issue 2 First Full Issue (23No.) - April 2006 • Project Management Body of Knowledge (PMBOK) • Construction Procurement Guidance Notes (OGC) • Issue 3 (26No.) - Jan 2009 • AEC Procurement Guides Issued (2007) • Translink joins GCCG (2007) • Review, inc PRINCE2 (OGC) June – Dec 2008

  9. Policy Framework – Construction Procurement • NI Practical Guide to the Green Book, DFP (2003) • Achieving Excellence Initiative for Northern Ireland • Gateway Review Process • DAO 33/03, 17/04 etc., DFP • Modernising Construction Procurement, NIAO (2005) • GCCG Sustainability Action Plan (2006/08) • CPD Construction Procurement Guide (2006) • Construction (Design & Management) Regulations (NI) (2007) • Common Minimum Standards for the Procurement of Built Environments in the Public Sector, OGC (2008)

  10. Members CPD Translink NI Water Roads Service Education Library Boards, Health Estates NIHE Rivers Agency CoPE Status AEC Champions Sub Groups Sustainable Construction Group (SCG) Procurement Practitioners Group – CWS (PPG) Implementation GCCG Action Plan 2005 - 2008 2009 - 2011 Sustainability Action Plan BuildSafe Action Plan Government Construction Client Group (GCCG)

  11. Maturity Matrix 27 Criteria / 4 Levels Key Areas Programme & Project Management Procurement / VfM Sustainable Construction Buildsafe 76% (2007/08) 84% (2008/09) Project KPIs (New) Client Satisfaction Quality Programme Predictability Budget Predictability Safety Environment Achieving Excellence Assessment

  12. Project Stage Alignment

  13. Implementation • 156 ‘Live’ Infrastructure Projects, 9/10 Full time PMs • Roles & Responsibilities Awareness • Project Management Templates • Translation into Contract Requirements (ITT/PQQ) • Upload onto SharePoint (Infra - Project Control) • Progress Meetings / Stage Gate Review / KPI • Training • Hands On (Project Control) • Sustainability Action Plan Workshop • APM Intro Cert / Practitioner • Construction Contracts / NEC3

  14. Summary • Government Policy (Green Book) • AEC Procurement Guides 2007 • Membership of GCCG • Key Changes to PM Procedures • Alignment with OGC Gateway • Roles & Responsibilities • Project Structure

  15. Benefits Management

  16. Agreed generic benefits profiles : • Value for Money , i.e. cost efficiencies • Income / Revenue, i.e. funds inwards • Compliance (including Obsolescence) The currency for 1) and 2) is financial, 3) considers legislative and regulatory obligations

  17. Reinforced concept of whole life business cases, at programme level; • Benefits - integral part of Business Case • Main changes for the business • Baselining • Benefits Tracking • Benefits Owners (BCMs) - endorsement of change

  18. Issues for Way Forward • Resources PMO v Programme Teams • Business Change Managers/Ownership • Overlapping Projects AEC v ICT Enabling

  19. End of Presentation Thank You

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