Effective Programme Management in the Partnered Support Environment

1
Effective Programme Management in the Partnered
Support Environment

• Dr Sean Tait MAPM
• Wing Commander Des Cook RAF
• Defence Project Management Conference 2006
• - Project Leadership in a Complex World
• RUSI, London 10 October 2006

2
Partnered Support

• The complex change
• Challenge
• Response
• Success
• Programme leadership
• Executive level
• Local level
• Lessons for DIS

3
The Strategic Challenge - Irrevocable Change

• End-to-End rationalisation
• Logistics CofG
• Industry roll-forward to Main Operating Base
• DLO Strategic Goal 20 operating cost reduction
• Paving the way for DIS

4
Our Local Response - JUMP

• Joint Upgrade and Maintenance Programme
• Military imperative
• No choice but to change
• Improved availability

5
JUMP - Does It Work?

• Maturity 2 years
• On time
• 40M savings
• In-Service Date met for Harrier GR9 / T12
• Operational surge

6
Effective Programme Control

• Using the contract as a control tool.
• Gainshare
• Accounting for operational surge
• Is partnering too cosy?

7
Executive Level Leadership

• The need for change was accepted by all
• The nature and pace of change was not commonly
  understood at the outset
• Misunderstanding leads to frustration
• Frustration leads to confrontation
• Confrontation leads to intransigence
• Relevance to Harrier environment required

8
Executive Level Leadership Aligning The Vision

• Aligning a strategic vision for Harrier was
  essential
• Overt stakeholder buy-in on all fronts became a
  key enabler
• An effective structure to communicate a single
  vision proved invaluable

9
Executive Level Leadership Choosing Local
Leaders

• Senior leadership construct deliberately aligned
  to GR9 model
• Senior leaders put in place with endorsement of
  strategic leaders
• Senior leaders empowered to realise strategic
  vision
• Manager implementers put in place to work detail

10
Senior Leadership Change Construct

• Plan the change
• Bite size chunks
• Project focus (a series of activities to instil
  confidence)
• Demarcation of accountability
• Joint leaders drumbeat
• Build the culture
• Co-location
• Team building activities
• Cross organisational tasking

11
Senior Leadership Pitfalls

• Inferred knowledge issues with co-location
• Manage Stakeholder perceptions of disorganisation
• Segregation of money and implementation
• Timeliness of IS/IT
• Day job pressures

12
Senior Leadership Success Signs

• People turn up
• Common language
• Team pride in the project
• The senior leader isnt needed
• The doubters come on board
• Confidence of Executive Leaders
• Results

13
Executive Leadership The Soft Factors

• Situational Awareness
• Steering Group
• Management of Soft Power

14
What Did We Do Differently?

• We have a strategic plan. Its called doing
  things
• Pick your leaders its critical to success
• A Culture for the team to Work Together

15
Sustaining Leadership Across DIS

• Local relevance of imperative (military and
  industrial).
• Change programme, not evolution
• Change culture endures
• IT IS POSSIBLE