Project Assurance

Turner & Townsend 2012

© Turner & Townsend plc December 11

making the difference
Project Assurance

■ Project Assurance is the impartial assessment of a project

(or programme) to identify activities that are critical to the
successful delivery of a project and necessary resolution
of issues and risks that preclude successful delivery.

■ Effective Project Assurance is increasingly seen as an

important competitive differentiator, helping organisations
achieve success despite difficult economic times. It
undoubtedly plays a key role in reducing risk and
determining positive results

2
Making the difference

■ Our services constantly evolve to meet client needs, we have

developed a unique and adaptable project assurance framework that
enables clients to gain a clear view of how they stack up against their
peers and competitors. Once a clear baseline has been established,
quick and efficient improvements can be made that deliver tangible
results.

■ Our specialists have extensive experience across a range of capital

programmes, projects and organisations worldwide which when
coupled with intelligent and practical tools enable us to offer bespoke
solutions tailored to our clients specific needs.

3
The Infrastructure Assurance Service Offer

■ Infrastructure provide assurance services that cover:

■ Five levels – from organisation to contract

■ The whole investment lifecycle

Investment Development Implementation Operational
Management Readiness

Organisation

Programme Procurement Decision

Project Procurement Decision

Supplier

Contract

4
Assurance Toolkit

■ The Assurance Toolkit is a comprehensive suite of

tools that can be selected and adapted to meet the
requirements of assurance service provision in the
Infrastructure sector.

■ Subject Matter experts have been nominated for

each tool. They can provide advice and guidance on
how to get the best outcomes from the tool.

5
The Assurance Service Offer

■ The Assurance Toolkit draws upon our sector

knowledge and experience

Infrastructure Aviation Rail Utilities Highways

Construction Regen Education Health Govmt

Pharma Commercial Leisure & Retail

Heritage

Process & Oil & Gas Process Mining & Nuclear

Power Metals

6
Assurance Outcomes

■ The assurance framework delivers proven improvements in the following

outcomes:
■ Cost & Schedule Predictability
■ Demonstrable Value for Money
■ Capital Cost Efficiency
■ Fitness for Purpose
■ Reduced and Managed Risk
■ Operational Efficiency
■ Legacy
■ Regulatory and Statutory Compliance
■ Realised Sustainability Goals
■ Enhanced Organisational Reputation
■ Stakeholder Satisfaction
7
 Delivering Successful Programmes

Demonstrable Capital Cost Reduced and

Predictability Fit for Purpose
Value Efficiency Managed Risk
Operational Regulatory Sustainability Reputation Stakeholder
Legacy
Efficiency Compliance Goals Realised Enhanced Satisfaction

CAPEX, OPEX & Lifecycle

Governance & Assurance Commercial Strategy Design Management Contract Management
Estimating

Requirements
Business Case Schedule Management Contract Strategy Expediting and Logistics
Management

Procurement Stakeholder
Benefits Management Cost Control QA/QC Coordination
Management Management

Management Systems &

Change Control Contract Administration Interface Management Construction Logistics
Information Mgmt

Sustainability Strategy & Construction

Funding and Taxation Risk Management Cost Verification
Carbon Mgmt Supervision

Planning Consents and

Performance & Reporting Dispute Management Value Management Commissioning
Obligations Mgmt

Health, Safety & Document & Data Supply Chain Operational Readiness
Value Engineering
Environment Management Management and Transition

STRATEGY DELIVERY IMPROVEMENT ASSURANCE ENHANCEMENT

8
 Delivering Successful Programmes

■ The Assurance Toolkit covers 23 of our 35 Delivering

Successful Programmes core capabilities

CAPEX, OPEX & Lifecycle

Governance & Assurance Commercial Strategy Design Management Contract Management
Estimating

Requirements
Business Case Schedule Management Contract Strategy Expediting and Logistics
Management

Procurement Stakeholder
Benefits Management Cost Control QA/QC Coordination
Management Management

Management Systems &

Change Control Contract Administration Interface Management Construction Logistics
Information Mgmt

Sustainability Strategy & Construction

Funding and Taxation Risk Management Cost Verification
Carbon Mgmt Supervision

Planning Consents and

Performance & Reporting Dispute Management Value Management Commissioning
Obligations Mgmt

Health, Safety & Document & Data Supply Chain Operational Readiness
Value Engineering
Environment Management Management and Transition

9
Assurance Toolkit – Library of Resource
Assurance
Toolkit

Maturity Strategic Process & Product Capability (Self) Integrated

Assessment Assessment (QA) Review Assessment Baseline Review

Nexus - Competency IBR6 - P2 Template

Project Stakeholder Assessment Pack Final
P3M3 CapE Stage Gates TOM Procurement APM Models Risk Maturity PHI Acumen FUSE T&T Models
Governance Management
and Contracts
Project Controls
Competency
Esatern Campus Assessment Matrix
MPA summary- TfL Gate B HPC Project Review Risk Allocation APM Scheduling
P3M3 Model HAL Final Report Stakeholder Risk Maturity Model Crossrail Project
components Workbook - Phase 1 Report Model for Project Maturity Model PMO Audit FUSE Analytics
Questions Requirements Controls Assessment
Strategy and
Procurement

Stakeholder Assurance
Nexus Appendix F - C6 Survey Template Governance EVM Compass Report Maturity
Introduction to Public Management Measurement FUSE overview
P3M3 - Scottish Water Questions Explanatory Text Radar
Procurement Strategy Template Framework

Identifying Project Health

Treasury Project stakeholders APM Schedule Sellafield
Eastern Campus- Case Study - HAL Procurement and Indicator Version 1.0
Governance Maturity Explanatory
P3M3 Marking Sheet CapE contract strategies checklist
Guidance Text

Stakeholder
Sourcing options influence chart
Nexus P3M3 CAP E Success checklist EVM Compass 06062 Schedule 06056 Schedule
MPA Flow Diagram
Benchmarking data Factors Maturity Grid Review Review

Stakeholder
Contract Assessment expectations chart
MPA Assurance Model
p3m3 brochure 1. Independent 5559 - B30 Export
Guidance Review Inlet Spreadsheet

Process guidelines
AEC Procurement for managing
Guide stakeholders
P3M3 Review 08147 Schedule NJV Estimate &
Presentation Review Schedule comment
Managing
Single / multiple Stakeholders
supplier checklist Worksheet

Nexus - P3M3 35-6075 B38

Benchmarking 3. Lines of Enquiry
Retrievels
A Guide to Standard Stakeholder map
forms of Construction
Contract

OGC p3m3 Combined QA

2. Schedule Review
Checklists
Introduction to the Power Interest Grid
EU rules

BAA P3M3 Eastern

Campus Report Good practice
Additional Material via 35-06064 NJV
Estimate & Schedule

Hyperlinks to Web
contract Stakeholder Process. comment
management
framework

p3m3 review threads Stake Holder

Analysis
Hyperlinks to T2
10
P2MM Self Assess Stakeholder
PRINCE2 Manangement
 Process Maturity Assessment – Capability

Assessment
Process

Maturity

Integrated

Contextualisation and Calibration

Strategy
Baseline
Review
Review

Process &

Product

Review

Investment Development Implementation Operational

Management Readiness
■ Most of the proprietary models and tools we use

have been developed within a specific context. Organisation

■ It is important to review the models and tools

Programme Procurement Decision
and make necessary modifications to suit the

context:
Project Procurement Decision
■ Public Sector v Private Sector governance

arrangements;
Supplier
■ Organisational design and role descriptions;
■ Level of deployment (Organisation,
Contract
■ Programme, Project, Contract);
■ References to Quality Management

Systems;
■ Procedural references;
■ Investment life-cycle and stage gate

definitions.

11
The Assurance Framework – How we review

■ Our Assurance service consists of five

integrated forms of review:
■ Process Maturity Assessment;
■ Strategy Review;
■ Process & Product (QA) Review;
Capability Process
■ Integrated Baseline Review; Assessment Maturity

■ Capability (Self) Assessment;

Integrated Strategy
Baseline Review
Review

Process &
Product
Review

12
Process Maturity Assessment
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■P3M3 Introduction and Guide )

■ Many of our Clients are public sector or
■ P3M3 Portfolio Model 
operate in regulated industries.
■ P3M3 Programme Model 
■ Credibility and the ability to benchmark ■ P3M3 Project Model 

with other organisations makes the use ■ P3M3 Portfolio Management Self-Assessment 
■ P3M3 Programme Management Self-
of recognised tools desirable.
Assessment 
■ The Cabinet Office's Portfolio, ■ P3M3 Project Management Self-Assessment  
Programme, and Project Management
Link to P3M3 Resources
Maturity Model (P3M3) has become a key

standard amongst maturity models.

■ It providesa framework with which
 
organisations can assess their current

performance and put in place

improvement plans.

13
P3M3 Condensed
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ P3M3 has seven generic attributes that

can be used to assess five levels of ■ We have used P3M3 at
maturity: ■ Highways Agency

■ Level 1 – Awareness of process; ■ Newcastle Metro

■ Level 2 – Repeatable Process; ■ BAA
■ Level 3 – Defined Process;
■ Crossrail
■ Level 4 – Managed Process;
■ Level 5 – Optimised Process. ■ Sellafield
■ Dublin Airport
■ The seven attributes:
■ Management Controls; ■ Heathrow T5.
■ Stakeholder Management;
■ Benefits Management;
■ Risk Management;
■ Financial Management;
■ Organisational Governance; ■ Subject Matter Experts

■ Resource Management. ■ Tony Wager

■ Others
14
Project Governance: a guidance note for Capability

Assessment
Process

Maturity

public sector projects

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ This document covers: The NAO list eight common causes of why
■ programme direction; projects run into difficulties. Five of these
are concerned with project governance:
■ project ownership and ■Lack of clear link between the project
sponsorship;
and the organisation’s key strategic
■ ensuring the effectiveness of priorities, including agreed measures of
project management functions; success.
■Lack of clear senior management
■ reporting and disclosure
(including consulting with ownership and leadership.
stakeholders). ■Lack of effective engagement with
stakeholders.
■ A Questionnaire has been extracted
from Directing Change: A Guide to ■Lack of understanding of and contact
Governance of Project Management with the supply industry at senior levels.
published by the APM and is ■Inadequate resources and skills to
reproduced in Project Governance: a deliver the overall programme.
guidance note for public sector ■ Subject Matter Experts
projects, published by HM Treasury ■ Tony Wager
2007.
■ Others
15
Stage Gate Process and Reviews
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ It is standard practice to manage ■ The public sector standard was, until

investment decisions and projects April 2011, the Office of Government
through a stage gate process so Commerce Gateway Process.
that appropriate levels of
management control can be ■ OGC Gateway Reviews are a "peer
applied. review" in which independent
practitioners use their experience and
■ All public sector and most private
expertise to examine the progress
sector organisations with a
significant routine capital and likelihood of successful delivery
expenditure have a standard of a programme or project.
project life-cycle and stage gate ■ The review uses a series of
process.
interviews, documentation reviews
■ Our assurance service ranges from and the teams experience to provide
the design and implementation of a perspective on the issues facing the
project life-cycle and stage gate project team, and an external
processes (e.g. Nexus) to challenge to the robustness of plans
undertaking independent stage and processes.
gate reviews, or reviewing the
effectiveness of third party reviews. ■ Stage Review Material is still available
on the national archives
Link to OGC Archives 16
Cabinet Office MPA - Assurance Toolkit
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ In April 2011 Cabinet Office ■ The following resource can be downloaded

established the Major Project ■ Major Projects Approvals and Assurance
Authority. It has an integrated guidance
assurance and approvals
framework for projects and ■ Integrated Assurance and Approvals -
programmes which includes the Lifespan of a Major Project on the
following: Government Major Projects Portfolio

■ Integrated Assurance Strategies ■ Integrated Assurance toolkit for Major

(IAS) and Integrated Assurance Projects
and Approval Plans (lAAPs); ■ A Guide to Planning Integrated Assurance
■ Planned assurance that is and Approvals
integrated with Treasury ■ A Guide to Choosing Which MPA Assurance
approval points and processes; Review
■ Consequential assurance and/or ■ Risk Potential Assessment Form
intervention by the MPA for
■ Starting Gate Guidance
Major Projects seen to be in
difficulty or having a poor ■ Project Assessment Review (PAR) Guidance
■ Subject Matter Experts
delivery confidence;
■ Lynne Anderson?
■ Government Major Project
■ Me?
Portfolio (GMPP)
Linkreporting.
to MPA Resources
17
T&T Target Operating Model
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

We have also developed our own maturity assessment model or Target

Operating Model (TOM). This has eight ‘lenses’:

■ 1 Programme Performance
■ 2 Culture & Change
■ 3 Skills / Capability
■ 4 Organisation Structure
■ 5 Supply-chain Management
■ 6 Policy, Governance, Process, Controls
■ 6.1 Management System
■ 6.2 Governance
■ 6.3 Scope Control & Design Development
■ 6.4 Project Controls
■ 6.5 Risk Management
■ 6.6 Interface Management
■ 6.7 Change Control
■ 6.8 Reporting
■ 6.9 Document Control
■ 7 Information Management Systems Infrastructure
■ 8 Property / Facilities Infrastructure

18
T&T Target Operating Model
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

The Target Operating Model draws

on the proprietary models set out in
this Toolkit for defining good
practice and assessing gaps.

The Eight Lenses provide an

effective structure for compiling a
maturity assessment in to holistic
report.

■ Subject Matter Experts

■ Ashley Prail
■ Gael Lehimas
19
Cap E®
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ CapE is an integrated model that ■ Cap E identifies six “efficiency factors” that drive the
allows businesses to benchmark successful outcome of a construction programme.
Crucially, these allow the maturity assessment of ‘how’
the delivery of their capital
a programme is delivered.
investment programme against ■ Clarity – understanding why an asset needs to be built.
best practice – both for the A clear and consistent brief is crucial as are robust
efficiency factors (the ’how’) and processes for assessing, prioritising and approving
the outcomes. changes.
■ Coordination – the ability to schedule and integrate
activities, while maintaining flexibility around sequence
and float.
■ Controls – controlling delivery throughout the supply
chain with consistent project processes, underpinned by
accurate management information.
■ Capability – the ability of everyone involved in a
project, both inside the business and contracting
organisations, to deliver.
■ Collaboration – the balance between collaboration and
competitive tendering, sharing delivery risk while still
■ incentivising innovation.
Subject Matter Experts
■ Duncan McIndoe ■ Communication – from stakeholder consultation that
■ Neil Bullen secures buy-in, to communication of clear instructions.
■ Communication – from stakeholder consultation that
secures buy-in, to communication of clear instructions. 20
CMMI® (Capability Maturity Model® Integration)
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ CMMI® (Capability Maturity Model® EXAMPLE

Integration) models are collections
of best practices that help ■ SG 1 Prepare for Risk Management

organizations to improve their ■ SP 1.1 Determine Risk Sources and

processes. These models are
Categories
developed by product teams with
members from industry, ■ SP 1.2 Define Risk Parameters
government, and the Carnegie ■ SP 1.3 Establish a Risk Management Strategy
Mellon.
■ SG 2 Identify and Analyze Risks
This model, called CMMI for Services ■ SP 2.1 Identify Risks
(CMMI-SVC), provides a
comprehensive integrated set of ■ SP 2.2 Evaluate, Categorize, and Prioritize

guidelines for providing superior Risks

services.
■ SG 3 Mitigate Risks

■ SP 3.1 Develop Risk Mitigation Plans

■ Subject Matter Experts
■ [This is great material – ■ SP 3.2 Implement Risk Mitigation Plans
Who wants it?]

Link to CMMI Resources 21

 Strategy Review
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ Assures Client’s that they ‘are doing the right things’ and validates the execution
strategy. Looks at the bigger picture.
■ T&T will mobilise subject matter experts to work on best practice solutions and
innovations.
■ A range of checklists and models are available [We will need to collate these
from 35 box owners – I’ve done a couple ]
CAPEX, OPEX & Lifecycle
Governance & Assurance Commercial Strategy Design Management Contract Management
Estimating

Requirements
Business Case Schedule Management Contract Strategy Expediting and Logistics
Management

Procurement Stakeholder
Benefits Management Cost Control QA/QC Coordination
Management Management

Management Systems &

Change Control Contract Administration Interface Management Construction Logistics
Information Mgmt

Sustainability Strategy & Construction

Funding and Taxation Risk Management Cost Verification
Carbon Mgmt Supervision

Planning Consents and

Performance & Reporting Dispute Management Value Management Commissioning
Obligations Mgmt

Health, Safety & Document & Data Supply Chain Operational Readiness
Value Engineering
Environment Management Management and Transition

22
Strategic Review Resources
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ Procurement and Contracts ■ Stakeholder Management

■ A Guide to Standard forms of ■ Stakeholder Communications Process
Construction Contract Description

■ Achieving Excellence in Construction ■ Stakeholder expectations chart

Procurement Guide
■ Stakeholder influence chart
■ Introduction to Public Procurement
■ Stakeholder Management Strategy
■ Introduction to the EU rules Template

■ Procurement and contract strategies ■ Stakeholder map

■ Risk Allocation Model for Project ■ Stakeholder Process

Strategy and Procurement
■ Stakeholder Requirements
■ Single multiple supplier checklist
■ Stakeholder Analysis 2
■ Sourcing options checklist

■ Contract Assessment Model [We will need to collate these from

35 box owners – I’ve done a
couple] 23
Process & Product (QA) Review
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ The processes and products in use in Client organisations will

have been developed within a specific context.

■ It is important to review the process and product check lists

and make necessary modifications to suit the context:

■ Organisational design and role descriptions;
■ References to Quality Management Systems;
■ Names of procedures;
■ Investment life-cycle and stage gate definitions.

24
APM Maturity Models
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ The Association for Project ■ The Earned Value Compass:

Managers Scheduling Maturity ■ Provides a comprehensive and
Model:
systematic review of Project EVM
■ Provides a step-by-step means maturity;
to understand the ‘as is’ ■ Uses a common framework that
condition and reference it supports either the assessment of a
against a ‘to be’ condition for a single project or allows organisations
number of scheduling process to benchmark, identifying systemic
and quality attributes. problems and allowing sharing of best
practice;
■ Uses a common framework and ■ Provides a defined means to support
can be used for the assessment projects in establishing and improving
of a single project or project control capability;
programme’s schedules, or to ■ Allows projects to reference the ‘as is’
benchmark and compare the EVM condition with the `to be`
relative scheduling strengths of condition;
various projects across an ■ Can be repeated over a period of time,
organisation. ■ Can be tailored to the needs of an
■ Subject Matter Experts individual organisation
■ Dan Wynne
■ Penny Roberts 25
APM Maturity Models
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ Scheduling Maturity Model deployed ■ The Earned Value Compass

at: deployed at:
■ BAA
■ Sellafield ■ BAA
■ EdF (NNB) ■ Sellafield

■ Subject Matter Experts

■ Dan Wynne
■ Penny Roberts
26
 Capability Process
Assessment Maturity

Schedule Analytics - FUSE

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ Acumen Fuse assesses the quality of ■ Acumen Fuse deployed at:

schedules, accuracy of cost
forecasts, realism of risk models,
■ BAA
earned value and project ■ EdF (NNB)
performance.
■ Fuse uses libraries of metrics to
provide insight into how to improve
project plans and execution
strategies.
■ It allows comparisons of Schedule
quality over time or between
projects, It can benchmark and
compare projects to industry
standards or other "template"
projects.

■ Subject Matter Experts

■ Nipun Dawes
■ Penny Roberts
27
T&T Process and Product Checklists and Tools
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ T&T Reporting Maturity Model ■ T&T Sellafield Ltd comprehensive

and detailed checklists for
■ Uses a common framework to
assess a project or ■ Cost Assurance
organisation's project reports,
and identify systemic problems.
■ Schedule Assurance
■ Estimating Assurance
Predictive
5
Schedule Impact 4 Baseline
2.50 3.00 1.00

3 0.90
2.50

2 2.00 0.80

0.70

1
2.00
1.50 0.60

0
1.50 0.50

1.00 0.40
1.00
0.30

Trend Measurement 0.50

0.50
0.20

0.10

0.00 0.00 0.00

Benchmark Target Benchmark Target Benchmark Target
Self Assessment Self Assessment Self Assessment
PCM Assessment PCM Assessment PCM Assessment
Capability Assessment Capability Assessment Capability Assessment

Detail Frequency

■ Subject Matter Experts ■ Subject Matter Experts

■ Deborah Perrin ■ Mark Deegan
■ Gael Lehimas ■ Mark Savage
28
Other Process and Product Checklists and Tools
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ T&T Utilise and have access to a ■ These Tools Have been deployed
range of third party tools and on:
checklists that can be used to
inform the design and development
■ Crossrail
of bespoke T&T products. ■ Northlands
■ Crossrail Project Controls FennoscanadianProjects
Assessment ■ [Others?]
■ PMO Audit July Findings
■ CCI Project Health Indicator
Version 1.0

■ Subject Matter Experts

■ Chris Anstead
■ ?
29
Project Health Indicator (PHI) Tool
Capability Process

As sessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &

Product

Review

■ 00 – General Information
■ In the PHI tool, 43 leading
■ 01 - Project Planning
indicators provide real-time early
■ 02 - Design Optimization
warning signs of an unhealthy
■ 03 - Procurement and Materials
project.
Management
■ These leading indicators can provide ■ 04 - Construction - Other
additional insight into the health and ■ 05 - Facility Startup and Operations
vitality of a project. ■ 06 - Human Resources Management
■ 07 - Project Organization and
Management
■ 08 - Business and Project Processes
■ 09 - Project Controls
■ 10 - Risk Management
■ 11 - Safety, Health, and Environment
■ 12 - Information Management and
Technology Systems
■ 13 - Globalization Issues
■ Subject Matter Experts
■ 14 - Security
■ Chris Anstead
■ Ashley Prail
Link to CII PHI Resources
30
Integrated Baseline Review
Capability Process

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &
Review
Product

■ Using our extensive suite of best practice toolkits and data integrity
models we provide a quantitative assessment of the baseline maturity.
This can result in a step change in cost, schedule and risk management
confidence.
The Baseline

Functional,
Sponsor Technical &
Schedule
Requirements Operational
Requirements

Commitments Cost Estimate

Scope & the

Design

Risk &
Standards
Opportunity

Assumptions Inflation
31
 Capability Process

Integrated Baseline Review

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &
Review
Product

■ T&T undertake Integrated Baseline ■ Provide assurance that the integrated

Reviews at Sellafield Ltd and Heathrow. plan is deliverable (people, process,
These are a through test and robust technology and infrastructure)
challenge to confirm that: ■ Includes suitable key decision
■ The baseline incorporates the entire Milestones which could be used for
scope defined in the CIP prioritisation; ‘course correction’
■ The work is scheduled and has ■ Define the SPI & CPI targets for the
integrity; Programme
■ Costs are fully aligned to the ■ Links to Risk Appetite - Most likely
Schedule; outturn for portfolio inclusive of
■ Risks are identified and are being probable unknowns (portfolio wide
managed; risks, scope gaps/ flawed
■ Suitable management control assumptions etc).
processes are in place to manage & ■ Understand assumptions, issues,
monitor the baseline. risks, opportunities and scope gaps –
■ Provide assurance that the integrated agree mitigation action plans
plan is deliverable (people, process, ■ Ensure there are NO surprises and NO
technology and infrastructure) omissions
■ Subject Matter Experts
■ Dan Wynne
■ Penny Roberts 32
 Capability Process

Integrated Baseline Review

Assessment Maturity

Integrated
Strategy
Baseline
Review
Review

Process &
Review
Product

■ T&T undertake Integrated Baseline ■ Mark Deegan to add

Reviews at Sellafield Ltd
■ Mark Deegan to add

■ Subject Matter Experts

■ Mark Deegan
33
 Capability Process

Assessment Maturity

Capability (Self) Assessment Integrated

Review
Baseline

Process &
Review
Product
Strategy

Review

■ Provides confidence that the project team is populated by suitably

qualified and experienced people who are able to manage the specific
challenges of each project. This will identify opportunities for developing
key staff and enhancing performance.
■ We have developed a Project Management Competency Framework that
builds on the work done by Association of Project Managers the National
Project Controls Competency Standard and the RICS professional
competency framework.
■ This gives us a comprehensive suite of competencies we believe are
necessary to deliver successful programme outcomes. It summarised 68
Technical competencies into 35 core capabilities that form the basis of our
capability review.

34
 Capability Process

Capability (Self) Assessment

Assessment Maturity

Integrated
Strategy
Review
Baseline
Review

Process &
Review
Product

■ Ashley – Where is Nick Vaughn’s ■ Capability Assessment has been

Capability Assessment database? deployed at:
■ Newcastle Metro (Nexus)

Assessment (A-D)

SPCE

PCM
PCA

PCE

AD
= Key Competence Nptes

D
Self Joint
Assessment (A-D)

SPCE

PCM
PCA

PCE

AD
Energy Competencies
= Key Competence Nptes

D
Self Joint
Passion, Drive & 1 2 3 3 3 3 Assessment (A-D)

SPCE

PCM
PCA

PCE
Decisiveness

AD
Energy Competencies
= Key Competence Nptes

D
Self Joint
Harnessing Uncertainty
Passion, Drive & 1 1 11 22 32 33 3 3
Decisiveness
Energy Competencies
Leadership and Learning Competencies
Harnessing Uncertainty
Passion, Drive & 1 1 11 22 32 33 3 3
Motivating OthersDecisiveness 1 1 2 3 3 3
Leadership and Learning Competencies
Future Focus 1 1
Harnessing Uncertainty1 2 13 13 2 1 2 3
Motivating Others 1 1 2 3 3 3
Learning from Others 1 Learning
Leadership and 1 1 2Competencies
3 3
Future Focus 1 1 1 2 3 3
Working TogetherMotivating Others
1 3 3 3 13 13 2 3 3 3
Learning from Others 1 1 1 2 3 3
Managing ChangeFuture Focus 1 1 1 2 12 13 1 2 3 3
Working Together 1 3 3 3 3 3
Developing Self &Learning
Others from1Others
1 2 2 13 13 1 2 3 3
Managing Change 1 1 1 2 2 3
Delivering Results Competencies
Working Together 1 3 3 3 3 3
Developing Self & Others 1 1 2 2 3 3
Customer Focus Managing Change
1 2 3 3 13 13 1 2 2 3
Delivering Results Competencies
Delivering High Developing Self
1 &2 3
Others 3 13 13 2 2 3 3
Performance
Customer Focus 1 2 3 3 3 3
Delivering Results Competencies
Commerciality
Delivering High 1 1 12 22 33 33 3 3
Performance
Customer Focus 1 2 3 3 3 3
Communicating & 1 2 3 3 3 3
Influencing
Commerciality 1 1 2
Delivering High 1 22 33 33 3 3
Performance
Process &Communicating
Systems & 1 1 11 22 32 33 3 3
Influencing
Commerciality 1 1 2 2 3 3

Process &Communicating
Systems & 1 1 11 22 32 33 3 3
Influencing

Process & Systems 1 1 1 2 2 3

■ Subject Matter Experts

■ Neil Bullen’s Team?
35
Review Timescales
Review Process

Review Team Review Coordinator Project Team

■ A review typically takes six weeks including

Issue Review Brief Team &

three weeks of preparation and logistics.

Supply Project
Pack and Brief Collate Project

-3 Weeks
Information
Coordinator Information

■ Our methodology and the associated tool kits Desk Top Issue Project

ensure that the review delivers a consistent high

Review Information

quality output that is tailored to meet the needs Arrange

Interviews &

Week -1
Meetings

of a particular Client.
■ A Review Leader will be nominated to project Interviews & Meetings

Week 1
manage each review. S/he will be responsible for
establishing a Review Brief, developing a Produce Draft
Report & Initial
Findings

detailed execution plan and coordinate all the

activities of the review team.
Initial Findings and Action Planning Work
Shop

Week 2
■ All are commissions are managed used our ISO Refine Report &
Develop Action

9001 Quality Management System. Plan

Initial Findings and Action Planning Work Shop

■ Our Assurance Review process is illustrated in

the figure to the right Issue Final
Report & Action
Review &
Approve Report

Week 3
Plan and Action Plan

Briefing and
Next Steps

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