Report for September 2019

Objectives for 2017-19

Deliverables for 2017-18                                   

Comment

O.1 Review of current processes and documentation.

Embed and document processes and governance so that PM in ITI is not dependant on an individual, by July 2020

15% of Time

D.1.1 Publication : Start to Finish lifecycle for a project showing methodology, governance and associated processes

D.1.2 Publication : End of Month reporting  

D.1.3 Publication : Annual Planning Process  

D.1.4 Better Intra-Divisional Co-operation on ITI projects

D 1.1 In place, needs reviewed

D 1.2 In place, needs reviewed  

D1.3 Aim is to have a agreed AP timetable in place for 20-21 planning

D1.4 Continue with the monthly ITI Managers meeting, reviewing and refining the regular agenda

O.2 Review of Standards, Tools and Techniques

The last year as seen the development of ITI’s project brief and deployment checklist.

ITI PM’s have also had demos of Jira, Testrail

15% of Time

D2.1 Standard document for ITI Financial monitoring and reporting for projects

D2.2 Governance of Major Project

D2.3 Actual Capture 

D2.1 Work with Stephen Rackley to bring in a revised Financial Planning Document for Projects. and to embed the regular financial overview of projects 

D2.3 The Major Governance Toolkit will be employed on at least one major project - CIS014 Network Deployment.

D2.4 Pilot and Rollout of JournyX

O.3 Enhanced Programme and Portfolio Management

Current programme and portfolio monitoring and governance is quite light.

This should be stepped up.

30% of Time

D3.1 More time on programme management by MF

Work more closely with fixed term PMs and Section Heads on the programme planning and resourcing

D3.2 Portfolio Reporting Work with Director on wider, higher engagement  with key ITI management processes and activities

D3.3 Improved programme and portfolio reporting CIS - minimal programme in 19-20 DST - minimal programme in 19-20 W10 - programme management via programme board RSS - programme management via SG ENT - programme management by Gail Devaney  

D3.1 How can the Programme Level contribute to overall project management 

D3.2 Working with Director on higher management level activities D3.3 Provide reports to show KPI, progress, delivery D4.4 More active participation in programme boards and steering groups, and more close working with PMs

O.4 Act as a Local PMO Liaison

5% of Time

D4.1 Coordination with ISG PMO to ensure ITI keep to good practise as set by PMO and also input into the PMO for ITI, including end of month reporting to SLT

Continue

O.5 Line Management and management of Contract PMs

10% of Time

D5.1 General Admin : Recruitment, management, training, familiarisation, admin of PM’s - creation of an effective PM team

Continue

O.6 Project Management

25% of Time

Assumption is MF will run no more than two (major) projects at any one time 

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