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Making Transformation A Reality

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Making Transformation A Reality

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  1. Making Transformation A Reality Rachel McClure – Industry Principal Public Services, SAP APJ Danny Ho – Sales Director, SAP Hong Kong Glyn Evans – Director of Transformation, Birmingham City Council, UK Robert MacDougall, Head of Global Benefit Realisation, HCL Axon September 2010

  2. Agenda “Making Transformation A Reality” • Birmingham City • From business case to benefit realization • Focus on defining and delivery of outcomes • Redesigning front line service delivery • Critical Success Factors • Delivery Models for Transformation – How They Operate. • Discussion & Questions

  3. “Birmingham City Council’s Transformation Programme is the largestand most ambitiousprogramme ever undertaken by a local authority in the UK.” Stephen Hughes, Chief Executive, Birmingham City Council

  4. Birmingham TransformationGlyn Evans – Corporate Director of Business Change Birmingham City Council - UK

  5. AgendaMaking Transformation a Reality- Why?- How?- What?

  6. Background

  7. Birmingham • The City • 1 million citizens, culturally diverse, relatively young • 391,000 households, 30% social housing • Cradle of industrial revolution but suffered from decline in manufacturing • Reinventing itself around knowledge and service economies • Excellent recent record of attracting private investment • The Council • The largest UK local authority • Inventor of modern municipal Government • 120 councillors, Cabinet model of government • 40,000 non-teaching employees • An annual budget of US$5.4 billion • 5000 customer facing staff • Over 1000 locations – US$2.2bn property portfolio

  8. Pressures • Financial • National public sector squeeze • Local politicians’ desire to keep council tax low • Government Expectations/Agenda • Efficiency & Reform • Place Based Budgeting • Customer Expectations • Improved services • Better customer experience/ more ‘joined-up’ for effectiveness • Partners/Public/voluntary Sector • Shared data • More ‘joined-up’ for efficiency • Demographics • Aging population • Young city

  9. Better jobs Greater efficiency Improved services Vision & objectives 15% productivity gain Top decile performance

  10. Less than half of transformational change programmes achieve their objectives The challenge • Lack of leadership and engagement at senior levels • Inadequate resourcing (capability and capacity) • Methodological failures

  11. How We DeliveredLeadership & governance

  12. Cabinet Programme boards established by Cabinet Programme plans approved by Cabinet Individual business cases approved by Cabinet Each programme board has - Cabinet member sponsor - CMT member sponsor Not quorate unless at least one is present Programme Board Programme Board Programme Board Project Project Project Project Project Project Project Governance

  13. How We DeliveredCapacity & capability

  14. Establishing a partnership approach

  15. Strategic ICT partnership Service Birmingham is a 10 year Strategic Partnership between Birmingham City Council and Capita, with the principal focus on the provision of cost effective, world-class ICT services, and supporting the Council in achieving its Business Transformation objectives. Enabling Transformation Business Transformation is the way that the council will achieve a major improvement in it's performance, delivering better services more efficiently and meeting the ambitious goals of the Council Plan Delivering ICT Service Birmingham aims to transform the council's use of technology, firmly placing it as a leader within local authorities. The initial ICT programme is designed to deliver a world-class ICT infrastructure for the future delivery of services

  16. How We DeliveredMethodology

  17. The public sector value chain Elements People, Property, IT, Goods and Services Organisations Management Service Design Quality of Life Results Services Interventions $ INPUTS INPUTS PROCESSES PROCESSES OUTPUTS OUTPUTS OUTCOMES OUTCOMES $ How to save How to save Choose the most effective Use evidence Stop doing things • Demand less input by: • Remove duplication • Redesign • Lean Mgt (cut rework) • Cost effective access • Reduce complexity • Coproduction Cut supplier prices Cut overheads Cut staff costs Sell assets Increase income Prioritise Limit priorities Remove outcomes

  18. CHAMPS2Change Management in the Public Sector • Single language • Consistency of approach • Repository of best practice • Reduce duplication of effort • Minimise risk & cost • Method for business transformation rather than incremental change

  19. The Transformation Journey Vision-led Benefits-driven • A broad, aspirational image of the future that an organisation is aiming to achieve. VISION • The result of change and its effect on customers, employees or efficiency. OUTCOMES • Measurable improvement resulting from an outcome. What difference the change will make. BENEFITS Strategic Need Strategic Outcome

  20. CHAMPS2: a common sense approach ‘What do we want to Transform?’ ‘Where do we want to get to?’ ‘How are we going to get there?’ ‘What is the new service/solution & how will it operate?’ ‘Creating new service/solutions & building supporting systems’ ‘Proving the new service/solution works as designed & getting the business ready to use it’ ‘Embedding the new solution & stabilising the Business’ ‘Making sure the Benefits are achieved’

  21. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation ‘What do we want to Transform?’ ‘Where do we want to get to?’ ‘How are we going to get there?’ ‘What is the new service/solution & how will it operate?’ ‘Creating new service/solutions & building supporting systems’ ‘Proving the new service/solution works as designed & getting the business ready to use it’ ‘Embedding the new solution & stabilising the Business’ ‘Making sure the Benefits are achieved’

  22. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation Stage 0.1. Stage 0.2 Stage 0.3 Stages Stages Stages Stages Stages Stages Stages Stages Stages Stages Stages Stages A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y A C T I V I T Y How To More Info Template Example

  23. CHAMPS2: a common sense approach Transforming Public Services Initiating Change Realising Benefits Identifying & Planning Transformation Transforming Services Transformation Initiation Visioning Shaping & Planning Design Service Creation & Realisation Proving & Transition Stabilisation Benefits Realisation Strategic Outcome Strategic Need Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7 Programme & Project Management Provides a repository for best practice as it is developed within the Council Ensures quality & consistency across the transformation programmes Reduce the cost of delivery and implementation Helps manage programme risk Adds rigour to programme costing Reduces rework & reinvention Provides a structured & professional approach to transformation Improves programme planning

  24. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 0: Transformation Initiation • (What do we want to transform?) • Strategic need • Strategic Outcomes • Strategic Benefits • Key product: Strategic Business Case

  25. Phase 0: Transformation Initiation Start Agree Approach for Phase 0 0.1 Engage Leadership Determine Strategic Need Determine Strategic Outcomes Develop Strategic Business Case (SBC) EXECUTIVE GATE 1.1 0.6 STRATEGIC BUSINESS CASE (SBC) 0.3 0.4 0.5 0.2 Phase 1 0.2 0.2 0.1

  26. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 1: Visioning (Where do we want to get to?) • Vision • Outcomes • Future Operating Model • Key product: Outline Business Case

  27. Phase1: Visioning Phase 0 Agree Approach for Phase 1 Define Vision & Outcomes 1.1 1.3 Develop a Future Operating Model (FOM) Develop Outline Business Case (OBC) Engage Visioning Team EXECUTIVE GATE 1.1 1.7 1.5 1.6 1.2 Overview of Current Business FUTURE OPERATING MODEL OUTLINE BUSINESS CASE (OBC) Phase 2 1.4

  28. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 2: Transformation Shaping & Planning • (How are we going to get there?) • Programme scope • Logical design • Solution selection • Planning the Programme • Key product :Full Business Case • Benefits: Identified

  29. Phase 2: Shaping & Planning Phase 1 Agree Approach for Phase 2 2.1 Shaping and Scoping Define Benefits Preparation for Logical Design Logical Design Solution Selection Complete Detailed Analysis of Current Business Define Programme Scope & Objectives PB GATE PB GATE 2.4 2.7 2.5 2.6 2.2 2.3 Structuring the Programme Programme Planning & Costing Develop Programme Governance & Strategies Develop Programme Structure Develop Full Business Case (FBC) EXECUTIVE GATE 2.12 2.10 2.8 2.9 FULL BUSINESS CASE (FBC) 2.11 Phase 3

  30. Benefits lifecycle • Each benefit needs an owner from the business

  31. Type of Benefits? Non–financial - customer satisfaction, reputation Financial Cashable - delivering same for less money Non-cashable - delivering more for same money

  32. Benefits lifecycle More detailed as move through phases

  33. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 3: Design • (What is the new service/solution & how will it operate?) • Detailed design: • Process • Organisation • Technology • Functional Specifications • Key product: Design Blueprint • Benefits: Validated

  34. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 4: Service Creation & Realisation • (Creating the new service/solution & building supporting systems) • Creating: • New organisation • Policies, standards, procedures • Technology components • Testing: • Unit testing • System testing • Integration testing • Benefits: Validated

  35. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 5: Proving & Transition • (Proving the new service/solution works as designed & getting the business to use it) • Solution acceptance by the business: • User Acceptance Testing (UAT) • Operational Acceptance Testing (OAT) • Preparation for implementation (“Go live”): • Training • Data preparation • Implementation plan • Going live • Benefits: Enabled

  36. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 6: Consolidation • (Embedding the new solution & stabilising the business) • Stabilisation of solution • Handover of support to the business • Post implementation review • Programme closedown • Early benefits: Realised

  37. CHAMPS2: a common sense approach Strategic Outcome Strategic Need Phase 0 Transformation Initiation Phase 1 Visioning Phase 2 Shaping & Planning Phase 3 Design Phase 4 Service Creation & Realisation Phase 5 Proving & Transition Phase 6 Stabilisation Phase 7 Benefits Realisation • Phase 7: Benefits Realisation • (Making sure the Benefits are achieved) • Benefits realisation: • Benefits realisation plan • measuring Benefits • Improvements: • small changes - follow Business Support Processes • projects – follow Business Management Processes • in line with Vision and support Benefits realisation • Benefits: Realised

  38. CHAMPS2: a common sense approach Business Transformation programme Non-transformational programme Project portfolio Small project Proof of concept Transformation Initiation Visioning Shaping & Planning Design Service Creation & Realisation Proving & Transition Stabilisation Benefits Realisation Strategic Outcome Strategic Need

  39. Flexible programme structure 6 7 Programme 6 Programme & Project Management Time 4 5 4 5 4 5 7 3 0 1 2

  40. External Interest in CHAMPS2 • 900 registered members • 42 countries • Thriving on-line forum • Interest in Birmingham experience • National accreditation body including CHAMPS2 in their portfolio (alongside ITIL & Prince2) • UK Office of Government Commerce (OGC) acknowledge CHAMPS2 as complementary to Prince2

  41. The future of CHAMPS2 • Using CHAMPS2 on a wider range of projects • Internal training programme • External training provided by training organisations • CHAMPS2 accreditation provided by APMG: - Foundation - Practitioner • Publishing CHAMPS2 manual and handbook • Offering CHAMPS2 services to other organisations • CHAMPS2 used on collaborative projects between organisations • Endorsement of CHAMPS2 by OGC

  42. Find out more www.champs2.info

  43. CHAMPS2deliverybenefitsforBirmingham … • A proven & consistent, benefits-driven, delivery approach for Business Transformation programmes • A single language for all those involved in Business Transformation across all functional boundaries and client and consultant teams • Full integration of solutions for the Business Areas: • Best Practice Programme Management • Programme Governance • Business Process Design – not just improvement • Change Management • Organisational Change • Training

  44. CHAMPS2deliverybenefitsforBirmingham … • A truly holistic approach to managing significant business & technical change - delivering full end to end governance of change • Risk prevention for major Business Transformation programmes- helping to minimise risk and maximising opportunity • Fully tailorable solution and a framework for continuous improvement • Provides a ‘Comfort Blanket’ for the Business and Quality Assurance for the Programme Management teams • A non-prescriptive guidance framework for delivery teams and prevention of unnecessary duplication of effort across the entire lifecycle of a BT programme

  45. What We Delivered

  46. Realising more than US$3.1 billion of benefits (US$2.41 billion cashable) over ten years for an investment of US$1.03 billion What we are doing An excellent service that delivers homes to be proud of; providing quality housing that meets the needs of everyone in the city Providing first class sustainable environmental and leisure services that improve people’s quality of life now and in the future Environment Housing Improving outcomes and life chances for all children, particularly vulnerable children through early intervention Expanding direct choice for adults in need of care to better meet their needs in the 21st century Adults Children, Young People & Families Achieving significant savings through better procurement, an "Amazon.com" style of ordering, greater compliance with corporate contracts and more consistent financial information Putting the customer first ; a single record allowing integrated responses to customer needs, easy tracking of service requests and better service standards Customer First Corporate Services Transformation Workspaces that support agile working and provide a better staff environment to help deliver improved services to our customers Helping the Council to make best use of its people resources and improve performance through live management information and corporate behaviour standards Improving the way that we create, manage and use our wealth of information Excellence in Information Management Working for the Future Excellence in People Management

  47. What we are doing Environment Housing Adults Children, Young People & Families Customer First Corporate Services Transformation Excellence in Information Management Working for the Future Excellence in People Management

  48. Children’s Adults Housing Environment Transforming Public Services Initiating Change Realising Benefits Identifying & Planning Transformation Transforming Services Transformation Initiation Visioning Transformation Shaping & Planning Common Design Service Creation & Realisation Proving & Transition Consolidation Continuous Improvement Strategic Outcome Strategic Need Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7 Programme & Project Management Excellence in Information Mgt Customer First Corporate Services Working for the Future Excellence in People Mgt Programme progress

  49. Excellence in People Management Realising US$446 million of benefits (US$229m cashable) over ten years for an investment of US$125 million Corporate Services Transformation Realising US$1.3 billion of benefits (US$800m cashable) over ten years for an investment of US$224 million Working for the Future Realising US$865 million of benefits (all cashable) over twenty five years for an investment of US$401 million Customer First Realising US$495 million of benefits (US$304m cashable) over ten years for an investment of US$270 million Children, Young People & Families Realising US$114 million of benefits (all cashable) over ten years for an investment of US$66 million Adults & Communities Realising US$343 million of benefits (US$250m cashable) over ten years for an investment of US$65 million

  50. What We DeliveredCustomer First