In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.

1. Portfolio Management
Creating initial building blocks
APM Conference – 6th March 2014
David Airey – Chief Information Officer &
Head of Corporate Programme Office
www.haringey.gov.uk

2. Creating initial building blocks
 Setting the scene
 Carpe diem – seizing the moment!
 WHAT is straightforward, HOW is the art
 A picture says a thousand words – The Jigsaw
 Road testing the car
 It works!
 Where do you stop?
 Making it Urgent rather than Important
 The journey has started.......L plates on!
www.haringey.gov.uk

3. Setting the scene
 My background
 Portfolio Management in IT
– except we didn’t call it that!
Business is familiar with Portfolio Management
– except they didn’t know it!
www.haringey.gov.uk

4. Project Dashboard June CITB
Improved
Decreased
Same
Business PM
Demand Pipeline- Project Status
New Demand
Start Up/Feasibility
Business
HfH
Contact Centre
PID submitted to CITB
for IT resources
Egress (Secure
Email)
PID development to
begin in July. To be
aligned to the IGB
Delivery
Evergreening
Altiris Project
Agreed as part of
Evergreening. PM
assigned PID in
development
Business
SAP
Procurement
Revised timelines are
complete, due to change
in direction.
Closure
Infrastructure Programme
Mobile Device
Mgt (MDM)
Procurement underway
Funding request to be
made out of CITB
meeting cycle
Desktop Renewal
Phase 2
CCN raised to cover
change in scope to only
purchase laptops
Instant
Messaging
Business Pilot
ALBACS
Upgrade
(Banks Transfer
System)
Projects
Customer
Services
Transformation
Projects recommended
from the Online
Improvement Feasibility
Study
Sharepoint
Community
Housing
PM assigned and PID
underdevelopment
Windows
Server 2003
Upgrades
Agreed as part of
Evergreening. PM
assigned.
Registrars
Online Booking
& Payments
PM assigned
PID approved
Procurement
underway
Single Frontline
Mobile Working
Our Hgy app go-live
planned for July.
Sgl Device PID in
progress. Delay in
overall timescales
Visual Files
Upgrade (Legal
Services –
Case Mgt)
Joint &
Partnership
Working
Re-planning underway
ICON Migration
(Income Payments
MS Lync
Rollout
To be aligned to
SmartWorking
In Scoping
- M3PP
Review
- I-Lap
Review
- Intranet
Refresh
Libraries IT
Review
Review underway
Framework-i
Mosaic
Timescales under
review due to testing
Desktop
Notifications
Request for funding
resource availability
New
Telephone
Directory
Project agreed as part of
IPT Closure. PM assigned
PID approved
HfH EDRMS
(Sharepoint)
Project end date to be
extended to Q3 agreed
at Board
Evergreening
XenApp 6.5
CCN raised to de-scope
project to include
compliance deliverables
only.
Additional Work
Veriscan - (Document
verification system)
ShiftTrack Upgrade (C
S)
Spocc (A&H)
Qmatic Upgrade (CS)
Comino Upgrade
(RB& CS)
4
www.haringey.gov.uk
IP Telephony
Public Wi-Fi
Online
Improvements

5. Project Dashboard June CITB
Improved
Decreased
Same
Business PM
Demand Pipeline- Resource Capacity
New Demand
Start Up/Feasibility
Business
HfH
Contact Centre
Egress (Secure
Email)
Delivery
Evergreening
Altiris Project
Business
SAP
Procurement
Closure
Infrastructure Programme
Mobile Device
Mgt (MDM)
Desktop
Renewal Phase
2
Instant
Messaging
Business Pilot
ALBACS
Upgrade
(Banks Transfer
System)
Customer
Services
Transformation
Sharepoint
Community
Housing
Windows
Server 2003
Upgrades
Registrars
Online Booking
& Payments
Single Frontline
Mobile Working
Visual Files
Upgrade (Legal
Services – Case
Mgt)
Joint &
Partnership
Working
Projects
PM Required
ICON Migration
(Income Payments
MS Lync
Rollout
Framework-i
Mosaic
Libraries IT
Review
New
Telephone
Directory
Evergreening
XenApp 6.5
IP Telephony
Additional Work
Desktop
Notifications
Public Wi-Fi
In Scoping
- M3PP
Review
- I-Lap
Review
- Intranet
Refresh
www.haringey.gov.uk
HfH EDRMS
(Sharepoint)
Veriscan - (Document
verification system)
ShiftTrack Upgrade (C
S)
Spocc (A&H)
Qmatic Upgrade (CS)
Comino Upgrade
(RB& CS)
5
Online
Improvements

6. Setting the scene – Lessons Learnt
 Credibility
 Prove Portfolio Management works in one
area of your organisation
 Use Business advocates to make the case
 Confidence
 Find key stakeholders who have seen
Portfolio Management work elsewhere
www.haringey.gov.uk

7. Carpe Diem!
 Economic climate – public sector cuts
 focus on right things to deliver resident
priorities with reduced resource is critical
 New Chief Executive
 “Programme and project management is
boring but.....”
 Fundamental re-organisation of senior
management team
www.haringey.gov.uk

8. Carpe Diem! – Lessons Learnt
 Top level sponsorship works wonders!
 Traction occurs at times of chaos and
uncertainty
 Expand any opportunity to open the door to
Portfolio Management (just don’t call it that!)
 It needs a dedicated focus to get the ball
rolling
www.haringey.gov.uk

9. WHAT vs HOW?
 The WHAT is straightforward
 common sense – who can argue?
 The HOW is the art and is based on
 Culture....
 Context....
 Put HOW challenges on the table at outset
www.haringey.gov.uk

10. STRATEGIC DIRECTION
Key Business Priorities
Outcomes/Benefits - Critical Success Factors, KPIs (metrics)
Strategic/Transformational
Operational/BAU
Directors’ Group Programme Board
Directorate Business Plans
Performance Management Framework
ACE
Incremental Change
Corporate Resources
www.haringey.gov.uk
Strategy & Performance
Transformational Change
Public Health
Project
Children's Services
Project
Adult & Housing Services
Project
Place & Sustainability
Programme 2 etc
Programme 1

11. Corporate Portfolio Management
Objectives & Scope
 Maintains alignment of Programmes and Projects/Initiatives with strategic
Council priorities as they change over time (which they will)
 Undertakes demand management and ensures that new projects and
initiatives are raised for prioritisation by the Directors’ Group
 Ensures that major changes to Council programmes (scope, time, budget) are
raised to Directors’ Group for approval
 Tracks dependencies and inter-relationships across Council programmes
 Ensure a standard, uniform approach to programme and project management
is adopted across the Council
 Act as a “critical friend” and provide quality assurance on individual
programmes
 Monitors overall organisational capacity & capability to deliver
 Ensures appropriate resources are available to deliver Council programmes and highlights
any skills/resource shortfalls
 Provides transparency and exception reporting to Directors’ Group
www.haringey.gov.uk

12. Benefits
Visibility
Proactive
Decision Making
Confidence in
Delivery
Build Internal
Delivery Capability
www.haringey.gov.uk




Who is working on what, within Directorates/across Council
Inter-dependencies
Skills & capacity to deliver on commitments
Early notification of delivery issues & risks




Identify & address problem areas early
Impact assessment of new initiatives, changes etc
Meaningful & consistent reporting to Directors’ Group
Focus on strategic issues
 Alignment of change initiatives with strategic priorities
 Effective use of resources
 Right resources in place to deliver on desired outcomes
 Develop internal delivery skills within Directorates
 Share best practice across Council
 Knowledge retention

13. Corporate Portfolio Management
Challenges
 Perceived loss of ownership/control at Directorate and Programme level
 Pay lip-service but no real acceptance or appetite for a corporate approach
 Passive resistance
 Historically organisation is high on energy/creativity but low on control
 Inherent resistance to planning – “let’s just get on with it”
 Urgent demands constantly take precedence
 Programme and project management disciplines are often seen as bureaucratic
and boring
 Overcoming scepticism – what will be different this time?
 “Tried before and we never see it through”
 Sounds straightforward but in reality is hard to achieve – are we up for
changing the way we work and will we pull together when faced with
resistance to a structured, corporate approach?
www.haringey.gov.uk

14. What does good look like – “The Jigsaw”
Corporate Programmes
defined &
Outcomes linked
to Corporate Plan
(interdependencies managed)
Projects Register
& Demand
Management
Standard approach to
Programme & Project
Management
www.haringey.gov.uk
Business Unit Plans
fully aligned with
Corporate Plan
Governance
inc
Performance Reporting
Programme & Project
Assurance
Visibility over
BAU & resource
demands
Capacity
Management
Internal Skills Development

15. Lessons Learnt – “The Jigsaw”
 Use pictures not words
 The challenges don’t go away!
 Focus on the How as much as the What
 It’s a major business change programme
 MSP is helpful!
www.haringey.gov.uk

16. Road testing the car
 We proved the approach with key supportive
stakeholders
 WIIFM – gained benefit themselves
 Learnt by doing
 Easier to explain once you can see it
 Short term deliverable management
 Sought advice from others who were further
on the journey
www.haringey.gov.uk

17. “The Wall”
www.haringey.gov.uk

18. “The Wall” – It Works!
www.haringey.gov.uk

19. “The Wall” – It Works!
www.haringey.gov.uk

20. The Good News is .......It Works!
www.haringey.gov.uk

21. “........... However we are facing some challenges
 Making it Urgent rather than Important
 Portfolio Management in a 100 days
 Where do you stop?
 Strategic planning
 Business planning
 Performance management
 Resource and capacity management
 Governance ........
 A major business change programme
www.haringey.gov.uk

22. The journey has started.......L plates on!
 Principle activity that links strategic planning
with strategic delivery
 It will be a key enabler for 2014/15 business
planning, performance management et al
 Turning it Urgent by linking delivery to local
election timetable ..... carpe diem again!
 All help & guidance gratefully received!
www.haringey.gov.uk