Maddison Ward Talent Led Programmes Public

Programme Management Course

Version 1.0

February 2008

Talent Based Programmes

2Copyright © Maddison Ward 2006

Different types of organisation

Hierarchical Traditional [Alexander the Great/Adam Smith]

The Army

Government

Competency (Talent) High “projects” focus, low “business as usual”

CapGemini

Accenture

Bechtel

Product Commodity focus, low “consulting”

Microsoft

OracleProduct lifecycle

Project outcomes

Steady state / BAU


Challenges with a hierarchical organisation

Inflexible

Long chains of command to the top

Poor communications

Potential for conflict of priorities if mixing project and BAU work

Matrix management

Who owns the “final say”?


What is a competency led / talent-based programme?

CompetencyPool

CultureBehavioursLeadershipTrainingIncentives/RewardPeer ReviewsMonitoringEnvironment

QUALITY

Team of people with a common set of skills (or talents)

Potentially supporting many projects as well as business as usual

Has a competency leader, accountable for ALL the resources in the pool (including contractors AND consultancy resources)

Commonly alsoreferred to as aTALENT POOL

WHAT ARE WE TRYINGTO ACHIEVE?

Separate the deliveryof the TASKS from themanagement of the

SKILLS! (why?)


How do talent pools support projects & BAU?

Operations Support

Programme(& PMO?)

Portal Development

TechnicalArchitecture

Busi

nes

s A

s U

sual

Pro

ject

A

Pro

ject

B

Pro

ject

C

Testing

RESOURCES

RESOURCES

RESOURCES

RESOURCES

RESOURCES

Full time Part time Mix, FT/PT


What is a competency leader accountable for?

Testing Busi

nes

s A

s U

sual

Pro

ject

A

Pro

ject

B

Pro

ject

C

SIT TestPerf Test

Fix TestWork packages

Skill levels in the competency pool

Number of resources in the competency pool

Sufficient to meet the needs of projects & BAU

The “HR” in the competency pool

Common procedures

Pay / Conditions

Training

QUALITY OF ALL WORK PACKAGES DELIVERED


What is a project manager accountable for?

Busi

nes

s A

s U

sual

Pro

ject

A

Pro

ject

B

Pro

ject

C Scope of the delivery

Time & Budget for the delivery

The resource needs of the project

Management of the project plan, risk, issues etc.

QUALITY OF WORK PACKAGES DELIVERED TO THE PROJECT

Requrmts

Implemnt

Report

Test

Design

Build


Decision making?

Service DeliveryManager Project Managers

CompetencyLeaders

Head of Programme ( Head of Service) (Head of Practice)

Almost no hierarchy Improved communications Fast decision making

HR

Governance(compliance)

Client /Business

Busi

nes

s A

s U

sual


What is the role of the Head of?

The head of programme / practice works with HR to set the overall organisation policy framework and sets the competency leaders goals & objectives – (Suggested JVB 8)

Competency leaders will also work with HR for their competency (L&D, objectives, disciplinary, for example), but head of practice has overall “accountability”

The head of programme / practice works with client / business to set the overall vision & direction for the service and ensure the outcomes are going to be met

Project Managers will also deal with client/business and governance/compliance to drive out the detail, but head of practice has overall “accountability”

The Head of “” should have no more than 10 direct reports. Otherwise, the reporting needs to be subdivided.

Business as usual is treated in a similar way to any other project. BAU only differs because it has no “end”.

Service Delivery Manager has additional accountability to ensure the availability and quality of the SERVICE being delivered. This is why he has a slightly elevated position to other project managers (other PMs effectively delivery to the SDM) – suggested JVB 7


How do people feel they are making career progress?

Each JVB has a defined salary range (and/or day rate) specific to the competency Skill level titles are consistent across competencies The JVB’s don’t indicate hierarchy, they indicate level of skill attained and expected The skill levels in each JVB for each competency are defined and “HR” objectives

aligned to them ALL personnel, including consultants and contractors have a JVB & a competency

Testing

Job Value Band 1 - Trainee

Job Value Band 2 - Junior

Job Value Band 3 - General

Job Value Band 4 - Senior

Job Value Band 5 - Consultant

Job Value Band 6 Principle (Competency Head /

Competency Leader)

TESTER

TESTER

TESTER

TESTER

TESTER

Skill level Competency

Jobtitle

Job Value Bands


Can there be “sub-groups in competencies?

Still sits within the existing competency framework. A JVB 5 (in this example) is accountable for each sub-group Could be subgroups of skills or geographies (but NOT projects/programmes) Still one overall accountable person for the talent pool Skill levels/JVB’s and competencies consistent across the organisation, however

salary levels may be different based on different geographies. Procedures, quality should ALSO be consistent

Job Value Band 1 - Trainee

Job Value Band 2 - Junior

Job Value Band 3 - General

Job Value Band 4 - Senior

Job Value Band 6 Principle

(Technology Services Practice Head)Skill level Competency

Jobtitle

Sub-groups

DBA Unix

ServerNetwork

Technology Services

Technology Services

Technology Services

Technology Services

Job Value Band 5 Consultant

(Team Leader, Server Talent Pool)


How do objectives get evaluated / bonuses assessed?

Balanced Scorecard

SKILL LEVEL / LEARNING OBJECTIVES / BEHAVIOURS

25% annual bonus

UTILISATION

25% annual bonus

DELIVERY

25% annual bonus

CLIENT / BUSINESS RELATIONSHIP

25% annual bonus

Competency led objectives(set once per annum)

Project / Delivery led objectives(one for each project)

Utilisation is a hard measure and most often is targeted at the competency – - if someone is good, the projects will want that individual, therefore they will be well utilised- accountability for utilisation targets for the overall competency is with the competency leader


How does governance fit in?

PMO

Architecture Design Board

how is this comprised?

Who has the final say?

Assurance & Governance functions

Who is accountable?

Role of Portfolio Management


Organisation top-tips?

There is no right or wrong way to organise a programme.

The more the programme fits into the existing organisation structure, the easier it will be to make work

Programme organisation charts are frequently a nightmare (as they are highly political and are often at odds with the company org-structure).

It must be absolutely clear to everyone in the programme:-

Who reports to who for pay & conditions

Who has the final say on decisions

Who is authorised to give me tasks to do

Everyone, including all contractors and consultants should know where they fit and have consistent objectives

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