Agenda
• The Victim’s Voice
• Vision
• Strategic Context & External
Environment
• What we did
• How we did it
• Complications & Barriers
• What didn’t go so well
• Project Outputs & Outcomes
• Benefits
• What made this a success?
TOTAL POLICING
The Vision
“to deliver an estate of video interview suites that is
fit-for-purpose, enables future digital working and
achieves high levels of victim care, whilst offering
best value to the MPS”
Date Arial 14ptTOTAL POLICING
What we did
(to follow …combination of a ‘risk bow tie’ & a ‘benefits map’.
A great one-page briefing tool)
Date Arial 14ptTOTAL POLICING
PROJECT
Victim Suites
New digital equipment
Upgrade buildings &
furniture
Redesigned estate
Suspect Suites
New digital equipment
Upgrade buildings &
furniture
Mobile SolutionBest use of technology
Capability for future networked
solution
Online booking system
Crime reporting system updated
Project Structure
SRO
ProjectManager
Victim Suites –Strand Lead
Suspect Suites – Strand Lead
Digital Justice –Strand Lead
Booking System & Project Support –
Strand Lead
ProcurementSubject Matter
Specialists
Project Manager for IT
Project Manager for Construction
START
END
Aborted 1st
procurement
Fight for
project
survival
Deputy
Mayor
approves
financing
Planning &
successful
procurements
Implementation
– the easy bit!
Scope
increases
Roadmap (2011-2016)
Two
projects
merge
• 19 different Boards and Committees to
engage with! To seek authority to
continue &/or to obtain decisions
• Corporate & portfolio management
lesson – look at the governance
experience from a project’s perspective
to streamline & remove unnecessary
‘checks & balances’
• Interview estate across London is now fit-for-purpose since 1829
New IT & renovations at 246 interview rooms across 70 buildings (52 victim suites in 37 buildings & 194 suspect rooms in 51 buildings)
• Project within budget
• Scope met and exceeded
• Mobile equipment identified, purchased & part of MPS catalogue
• Rationalising of equipment types & maintenance arrangements
• Fewer call outs to faulty equipment
• Diversity/Inclusion – child furniture, extra PTZ, wheelchair accessible
• Fewer victims of crime provided with a poor service
• Internal and external stakeholders satisfied
• Capability delivered for future digitalisation of police IT
• Upgraded crime investigation database & online booking system
Benefits (the legacy)
• Public safety increased
• Improved victim care and victim satisfaction
• More efficient and effective use of resources and time
• Able to exploit digital working & e-CJS
• Reduced risk of reputational damage to the MPS
TOTAL POLICING
Requirements Management(or “get right what you should doing”)
Process of capturing, analysing and testing stakeholder
wants and needs
Four main steps:
1. Gather requirements from stakeholders (free text
questionnaire)
2. Analyse - look for overlaps, gaps and conflicts
3. Justify the requirements - distinguish wants from
needs. Look at value (e.g. Triangle)
4. Make a decision (project board)
Stakeholder Management(or “persuade people to work with you & get buy-in”)
Systematic identification, analysis, planning and
implementation of actions designed to engage with
stakeholders
Four main steps:
• Identify stakeholders
• Assess their interest and influence
• Develop comms plans
• Engage and influence stakeholders (especially key
decision makers – in advance of decision meetings!)
Leadership(or “drive the thing through”)
The ability to establish vision and direction;
influence & align others towards a common purpose and
empower and inspire people/teams to success
• Transactional vs Transformational (“tight / loose” and
situational)
• Complicated by matrix management
• Attention to detail and grip
• Hearts & minds – ‘telling the story’
• Don’t accept ‘no’ for an answer
• Be resilient and be a pain!
Challenging external
environment
Benefits
Complexity of project & effective
project management
Value to society
This presentation was delivered at an APM event
To find out more about upcoming events please visit our website www.apm.org.uk/events
Top Related