The 1990s saw a dramatic increase in the number of people with the job title Project Manager as organisations addressed the problem of an ever changing world through ‘Managing by Projects’. Many organisations adopted the PRINCE2™ methodology as a means to gain some consistency of project management approach across their now swelling ranks of project managers.
With both an increasing need for Project Managers and an increasing number of people claiming to be Project Managers, many organisations like the Highways England based their recruitment and development strategies on certification of project management competence. So for example, huge investment was made in late 2004 (following Nicholls Report), in the establishment of appropriate project management capabilities in the Major Project Directorate. Having a PRINCE2™ Practitioner certificate became an indication of competence (even though it is only an indicator of knowledge).
However, experience has shown that successful implementation of a project management method requires more than just training project managers. A successful organisation requires processes, technology, policies and standards for project management - which also need to be integrated with other management systems for them to work effectively and efficiently.
In the absence of an organisation wide project infrastructure, project results depend entirely on the availability of certain high performing individuals. This does not necessarily provide the basis for long-term or consistent project performance. But, such infrastructure doesn't establish itself overnight. It may take several years; it may take a programme of change to institutionalise.
This is where my project ‘Establishment of Portfolio Control Framework (PCF)’, delivered last year, comes in. In a nutshell, it is the best practice approach adopted by the Highways England to deliver its Capital Maintenance and Renewals Portfolio of works worth circa £1.7bn annually. I developed this to 1) develop Highways England internal Portfolio & Programme Management capability; 2) allow Highways England to be an intelligent client; and 3) drives programme delivery efficiencies.
This significant change project was delivered by me within just 12 months.
So how does it work?
To summarise (see animation):
- First, the Highways England’s suppliers (or Service Providers - SPs) identify the work needs on the network.
- The internal Highways England teams then use Decision Support Tools and IAMIS system (two of other projects I’m delivering) and other information to check and challenge the work needs identified by the suppliers.
- The internal team then develops robust ‘Regional Programmes’ using the PCF guidance.
- Taking a ‘fence to fence’ approach for example, needs identified can be grouped into ‘Projects’, to drive efficiencies.
- The suppliers then develop detailed solutions for the needs identified and approved in the regional programme.
- These solutions are then taken through a ‘Scheme Appraisal’ process and through to construction.
- Where a scheme scores low in scheme appraisal process but where technical solution is sound and overall value of that project is value for money, the Regional Director can approve the project for delivery.
- In this way the overall process provide national control at each stage, whilst retaining local flexibility, reduced bureaucracy and generates efficiencies.
