www.pwc.

com

Portfolio & Programme

Management (PPM)
Global Service Catalogue

July 2017
v1.1
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PPM Global Service Catalogue 2017

What we do
Our service offerings:

Prioritise Execute Realise

1 2 3 4 5 6
Programme /
What is Portfolio Programme Hybrid Programme Benefits
Portfolio Maturity
PPM? Management Mobilisation Assessment Delivery Recovery Management

How we do it

12 Elements of Our Tools and User Guide

Delivery Excellence Methodologies

PwC Version 1.1 – Released July 2017

 What is PPM?

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What is Portfolio and Programme Management?

We are a global team of Portfolio and Programme Management (PPM) professionals who
specialise in designing and delivering complex transformation programmes.

“Our passion is helping our clients execute their strategy”

Our clients are dealing with unprecedented challenges driven by factors such as shifts in global economic power,
demographic changes in an ageing population, the digital economy, and the emergence of global players disrupting
traditional sectors.

As a result, our clients are need to deliver bigger, transformational change, and do so at a faster pace than ever before. At
the same time, the cost of failure is increasing, and organisations cannot afford to deliver change programmes using the
same old ad hoc approach and processes.

PwC’s PPM capabilities have been developed to address the most frequent and significant challenges our
clients face when approaching organisational change. We bring the best of our extensive experience,
industry knowledge, tailored tools and templates, and specialised professional networks to help our
clients prioritise their change activities, execute them effectively, and realise their benefits.

Our mission as a global team is to help our clients with: 1495

PPM Professionals
around the globe
Choosing the right set of projects; effectively executing them; and realizing their benefits.
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What is PPM?
Run the business 1 Change the business High-performing enterprises
understand the relationship between
2 'running' and 'changing' the business
Portfolio
Aligning strategy to project
selection,The model
benefits to the
left shows the key factors
optimisation
and investment.
in this relationship, and the five
Portfolio areas where
Management
Alignment
and leading organisations focus their
A function attention.
dedicated to supporting
Strategy & prioritisation delivery of a portfolio's aggregated
Portfolio
Corporate benefits through insightful reporting,
Management appropriate resource allocation and
Governance
3 1 Changing versus running a 2controls
Macro andInfluences
cyclic re-prioritisation.
business
Changing external factors which
The differing considerations and impact the business (positively or
approaches necessary when negatively);
Measurement Measurement considering ‘Run the Business’ and
and 4 and ‘Change the Business’ functions
Programme
refinement re-balancing Implementation of a set of
3 related projects or workstreams 4
Embedding
to deliver Strategy
business outcomes Measuring
Programme Performance
Management
and benefits. A central function to provide visibility
The activities behind successfully The necessary metrics and
and allow control of all programme or
embedding strategic imperatives processes for determining the
project activity being undertaken to
5 into the business fitness of current business
achieve change.
operations and the effectiveness of
Deployment delivering change
and Project
Programme
Operate & acceptance A short term set of activities to
& Project 5
Realise deliver one or more
Embedding outputs in
Change
Delivery Project Project Project
accordance with a specific business
TheAimportant
case. particularprocesses andor
project may interactions to be considered when designing,
constructing
may not be partand
of aembedding
programme. changes into business as usual
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What is PPM?
Run the business Change the business

Portfolio
Aligning strategy to project
selection, benefits optimisation
Change takes more than a project team and and investment.
a budget - high-performing
Alignment organisations… Portfolio Management
and A function dedicated to supporting
Strategy & delivery of a portfolio's overall benefits
Corporate…Prioritiseprioritisation
their portfolio andPortfolio
align it to through insightful reporting and
Management
Governancetheir business strategy controls, appropriate resource
3 allocation, and continued refinement.

…Execute their programmes and

projects to deliver the outcomes the need
Measurement Measurement
and 4 and Programme
refinement …Realise every benefit, and embed
re-balancing Implementation of a set of
benefits management in their organisation related projects or workstreams
to deliver business outcomes Programme Management
and benefits. A central function to provide visibility
and allow control of all programme or
project activity being undertaken to
achieve change.
Deployment
and Project
Programme
Operate & acceptance A short term set of activities to
& Project
Realise deliver one or more outputs in
Delivery Project Project Project
accordance with a specific business
case. A particular project may or
may not be part of a programme.
 Portfolio Management

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Portfolio 1 2 3 4
Do you need to upgrade your portfolio management? Management

You see variation in

Your programmes are performance or outcomes
overstretched, under- at different sites or across
resourced, or off-track territories
Complex or large-scale
changes are conflicting or Your pace of change needs to
impacting business as usual increase due to competition
or market changes

Of PMs say there is a coherent link

46% 63%
between the programme’s benefits,
objectives and organisational
strategy and vision
Of PMs say that planned Of PMOs report spending
benefits are “always/often most of their time on simple
achieved” reporting rather than more
strategic activity
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Portfolio 1 2 3 4
The portfolio management lifecycle Management

1 - Portfolio Mobilisation: 2 - Portfolio Management Design: 3 - Data Preparation

Translate strategy into action. Setting up for success. Getting to know you better.
We build a holistic view of change We work with you to design the We work with your key contributors
and investment across your portfolio management function with from across the organisation and use
organisation, work with you to the right processes and controls, their input to build a holistic view of
determine priorities, and begin unblocking organisational issues that the portfolio. We look at planned and
engaging stakeholders. may jeopardize delivery along the way. active projects for their contribution
to delivering your strategy.

4 - Portfolio Assessment 5 - Portfolio Recommendation 6 - Operate Portfolio

Test and refine the ‘to-be’ portfolio. Making the right decision. Maintain and deliver.
Using the date we’ve gathered, we We present our final Your change function is now fully
model the impacts of various change recommendations and help you build aligned to your day-to-day business
options for you to review. Then we a plan for communication and and organisational strategy, with
help you build a functional portfolio delivery of your ‘to-be’ portfolio. continual assurance and learning
that delivers value and helps you built into the portfolio.
achieve your ambitions.

Your Issues: Benefits to you:

Increased competition and market pressure Strong governance supported by the right information

Lack of skilled resources for projects Engaged stakeholders

Increasing risk across the business Fewer barriers to effective communication

New leadership or strategic vision Managed risks, issues and opportunities

Challenges delivering change across a global organisation A whole-organisation approach to assurance and learning.
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Portfolio 1 2 3 4
Our approach to upgrading your portfolio Management

1 2 3 4 5 6
MANAGEMENT DATA PORTFOLIO PORTFOLIO OPERATE
MOBILISATION
DESIGN PREPARATION ASSESSMENT RECCOMMENDATIONS PORTFOLIO

• Develop vision and • Assess current landscape • Categorise activities • Draft portfolio blueprint
activities

• Define portfolio • Performance monitoring

confirm strategy and
governance and reporting
Core

objectives • Interview key personnel • Data modelling and • Share portfolio baseline
• Establish portfolio analytics • Embed assurance and
• Establish project scope • Collect relevant portfolio • Present
management office and business data • Portfolio optimisation recommendations learning
and delivery plan

We engage a range of Your ‘change the business’

that matter

We work with you and key Your key stakeholders are Early and often, we model We present our final list of
Moments

your staff from all areas and ‘run the business’

stakeholders to establish a bought into the change and various change options and recommendations,
and develop complete ‘as- functions are aligned, and
clear vision, underpinned a foundation of strong share the outputs with you, supported by a clear plan
is’ and ‘to-be’ views of continual assurance and
by your organisation’s portfolio governance is in helping you agree on a for delivery and
your portfolio based on learning are built into your
strategy and objectives place forward view communication
their input portfolio
you get:

Momentum and An agreed, unambiguous Clear visualisations of A final list of key

A mobilised, robust A fully-aligned, sustainable
What

enthusiasm for change, view of your current what the future could look recommendations, and a
portfolio management and smooth-running
underpinned by a clear portfolio and options for like, with effects and blueprint for achieving
office portfolio.
plan and strategic vision improvement impacts modelled them.
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Portfolio 1 2 3 4
What does working with PwC feel like? Management
Portfolio optimisation for a Major UK Bank Why PwC?
Client issues We understand what makes business transformation programmes
Uncontrolled Oversized successful: from programme delivery structures and business
Client was 18 months into
a major transformation
engagement models to key technical issues and ongoing learning and
• No link to strategy • Mix of “must-do” and
programme. However, improvement.
• Weak governance “could-do” projects
due to internal challenges, • Poor business cases • Change demand almost
the portfolio was: We are committed to sharing our knowledge and experience with
• Scarce delivery resources 50% of FY14 Revenue
your team, to compliment your existing capabilities and propel you to
Project objectives the next level of Portfolio delivery.

1. Assess current project inventory for business viability and strategic fit.
2. Create the right framework to evaluate and prioritise projects based on holistic criteria.
3. Develop the best-fit project approach to deliver change over the next 3 years.
4. Build buy-in from stakeholders across the bank for the new, realigned portfolio.
Engagement facts
Our approach

Establish a baseline of Re-assess the portfolio, Duration

Agree new framework 11 weeks
available resources, challenge business
1 for evaluating and
prioritising projects
2 change demand, and 3 cases, and build a new, For further
projected outcomes aligned portfolio information on this
Territory
Benefits to our client United Kingdom
offering, Click Here

• Reduced overall portfolio size by ~40%

Key outcome:
• Portfolio is now closely aligned to strategic objectives and with agreed, robust criteria, with a
critical path of “must-do” change universally understood.
A portfolio that delivers strategic
• Achieved agreement amongst the Bank leadership on the revised size and funding of the change, sustainably and effectively.
change portfolio.
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Set out in the right direction… Programme Mobilisation 1 2 3 4

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…with effective Programme Mobilisation Programme Mobilisation 1 2 3 4

In a Programme Mobilisation sets the shape and pace of your programme and ensures the 12 Elements of Delivery Excellence are
nutshell: embedded, pointing the programme in the right direction from the outset.

Our approach… …addressing key issues

1 2 Before After
Programme is controlled with clear
Set up Programme Management Build programme Lack of programme control
oversight and governance
Office (PMO) maturity
Leadership receive the data they
Poor monitoring and reporting
We begin by working with you to set Get the PMO up and running, ensure need to make the right decisions
Purpose

the universal standards and processes the right information is being

that will form the foundation of the reported, and put in place a clear plan Risks are identified early and
Risks are poorly managed
PMO , and build commitment to to build your project and programme appropriate actions are taken
change across your organisation management capabilities
Inability to respond rapidly to Programme is more agile and can
changes capitalise on new opportunities
that matter
Moments

Manage your programme with

Build momentum for your programme
confidence, supported by a ‘single Shared tools and methods enable
with a focused mobilisation plan and Lack of standardisation
version of the truth’ to help keep you consistent and predictable success
set of standards
focused

1) Introduce controls to minimize

1) Rapidly mobilise programme team delivery risk
activities

2) Assess current PMO and introduce 2) Provide intelligent reporting to

Core

standard tools and processes enhance decision making

3) Develop an initial plan for delivery 3) Keep programme focused on
while PMO is being set up delivering business benefits
4) Embed the PMO in the organisation
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Our point-of-view Programme Mobilisation 1 2 3 4

Time and again, we see programmes struggle because of fundamental issues in the mobilisation stage.
Our global experience gives us a unique point-of-view on the two things you must do to improve your chances of success.

Portfolios, 1. Get the 2. Develop

programmes and Optimise portfolio to maximise return
building blocks different
projects are clearly Leadership need to made decisions based on
aligned to
right on a more ways of objective criteria, not political will or
organisational consistent delivering subjective information
strategy basis. programmes
Be flexible, change faster
Create plans that embrace change, and
Plans and scope be ready to make brave decisions at
short notice
should be based on
Programmes should
data and experience,
be resourced with Connect Executive and Delivery teams
and challenged by
properly-skilled Build effective communication between those who
subject matter
professionals sponsor change and those delivering it to generate
experts from the
collective responsibility for success
outset

Measure and address the harsh facts

‘Lessons learned’ Identify simple and hard-to-ignore metrics
PPM is a profession, Good communication that highlight harsh facts of non-performance
should critically
and training project/ is more than a top- throughout delivery
examine which
programme managers down briefing session
aspects could be
effectively will – involve staff at all Enable people to deliver success
better, and work
improve delivery stages of People deliver programmes, not plans and processes.
actively to improve
success transformation Provide training that builds the skills you need, and give your
them
people the right tools to do their jobs effectively.
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What does working with PwC feel like? Programme Mobilisation 1 2 3 4

Building a central PMO for a UK Transportation Authority

Client issues
Why PwC?
Critical Issues:
We were engaged by a major We understand what makes business transformation programmes
• Moving away from an in-year focus on
transportation authority to help them plan successful: from programme delivery structures and business
spending to a longer-term strategy
for and deliver on a multi-£bn budget
• Building a new Target Operating Model to engagement models to key technical issues and ongoing learning and
increase over a 5-year period
effectively manage the new budget. improvement.

Project objectives and approach We are committed to sharing our knowledge and experience with your
team, to compliment your existing capabilities and propel you to the
Design and develop a new Change Management Office providing the capability to manage ongoing next level of Portfolio delivery.
complex transformation. The vision for the Change Management Office focused on four key areas:

Financial reporting – ensuring revenue is Structure and stability - Governance

received on time, expenses are recovered and enabling decision making, a focus on quality,
the programme leadership has a forward view effective change control and managed risks and
Engagement facts
on cost to completion issues

The “why, what and when”– clear scope, Working together – Focus on effective
benefits, plan and monitoring of the progress of stakeholder and client management, and on Duration
delivery, as well as ensuring appropriate due capturing lessons learned. Creating a happy and 9 Months
diligence for the programme collaborative environment, and providing For further
leadership for the programme team
information on this
Benefits to our client Territory offering, Click Here
United Kingdom
• We delivered a completely revamped Change Management Office, designed cooperatively
with the programme team and key stakeholders and aligned to our 12 Elements best practice Key outcome:
• Our team provided day-to-day support to programme workstreams – this extra capacity
Our client has the central
allowed the client to stop ‘fire-fighting’ and focus on long-term strategic priorities
management function to deliver its
• We helped our client identify the changes in culture and behaviours needed to build a more full transformation agenda
mature programme capability and run the CMO in the future
 Portfolio / Programme
Maturity Assessment

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Portfolio / Programme 1 2 3 4
Maturity Assessment

See yourself through a

different lens
We can help you understand…

What happened Where you are Where to focus What you need
to jeopardise a recent with a quantified view Your attention to to build to deliver
change portfolio or of your existing mitigate delivery risk successful, long-
programme change capabilities in the future lasting change
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Portfolio / Programme
We can deliver the insight you need Maturity Assessment
1 2 3 4

What we do What you get

At the end of our review, we will work with you to produce a

3
detailed final report showing your current maturity in a number of
1 2 key themes, along with specific and actionable recommendations
to help you reach the next level.

MOBILISATION & REVIEW & REPORTING &

DEFINITION ANALYSIS NEXT STEPS See where your strengths lie and
where you can improve.
We will show you your current
performance in up to 12 key areas such
as Governance, Benefits Management
and Change Control.
• Agree scope and plan • Review key
activities

documentation • Develop final report

Core

• Submit data requests

• Hold summary/ “lessons Fig.1 - Sample RAG analysis of overall
• Interview stakeholders
• Agree interviewees and learned” meeting
maturity
schedule • Share draft report
Delve deeper into your capabilities
and identify risks to delivery.
that matter

We working with you to We speak to key We work with you to craft

Moments

decide which Elements, stakeholders across the our final assessment, For each of the 12 Elements, you will see
functions and activities to organisation to ensure our holding a “lessons learned” precisely how mature your organisation
review so we focus on what analysis is grounded in workshop to identify the is and the most important factors to focus
is important to you reality way forward. on for improvement.
Any risks identified during the review
will be displayed alongside potential
you get:

Agreed review scope Fig.2 - Sample analysis of one Element mitigating actions.
What

Draft report for discussion Final Report, including

Document and practical ‘next steps’
Interview minutes
interviewee request list
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Portfolio / Programme
The 12 Elements of Delivery Excellence Maturity Assessment
1 2 3 4

All of our work is underpinned by practical

experience Governance- Managed
enabling risk and
We know there are many dimensions to the effective delivery decision- opportunities
of programmes. Our 12 Elements model sits at the heart of making
Engaged Smart
our offerings and outline the key elements of what a financing
stakeholders
successful project, programme or portfolio should look like.

If each element is undertaken well, a portfolio or

programme function should deliver:
12
Delivery-
Clear scope enabling
Insight plans

Effective reporting that tracks all strategic change initiatives Elements of

with tailored communication to stakeholders
Focused delivery
benefits
Control management
excellence Active quality
management
Controlled implementation in agreed timelines
Embedded
Efficiency lifecycle
Agile change
Identify and eliminate overlap and exploit synergies leading assurance
control
to efficiencies and savings and learning
High-
Integrated
performing
Alignment teams
suppliers
Connects execution with strategic direction
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Portfolio / Programme
What does working with PwC feel like? Maturity Assessment
1 2 3 4

Assessing programme maturity for a major UK insurance co. Why PwC?

Client issues We understand what makes business transformation programmes
Our client asked us to review their £1.2b Lack of transparency successful: from programme delivery structures and business
programme to move to new headquarters. The engagement models to key technical issues and ongoing learning and
• Programme sponsors lacked
programme had been running for over 12 months confidence in delivery and were not
improvement.
and included technology, facilities, and culture receiving adequate information on
change elements. The main issue concerning our We are committed to sharing our knowledge and experience with your
budgets, plans, progress or risks
client was: team, to compliment your existing capabilities and propel you to the
next level of Portfolio delivery.
Objectives

“
Our objectives were:
We really liked the methodology and question set

”
• To carry out a Programme Maturity Assessment to review governance, commercials,
progress against plan and day-to-day management of the programme; and and were pleased that it would allow comparable
• To generate buy-in from Board-level sponsors relating to the improvements required. repeat assessments to be made.

Our approach

Used on-line assessment Presented findings to Engagement facts

Conducted interviews
tool to generate report sponsors and worked
1 and reviewed core
programme documents
2 and tailored it to meet 3 with them to prioritise Duration
6 weeks
For further
client requirements actions for improvement information on this
Benefits to our client offering, Click Here
Territory
United Kingdom
• All key areas of the programme were reviewed and challenged, providing improved
transparency around progress, plans, budgets and risks Key outcome:
• The client can conduct comparable repeat assessments in the future based on the Improved transparency around key
approach and findings of our initial report. measures of programme success
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Is it time to rethink your resourcing? Hybrid Delivery 1 2 3 4

“We have too many contractors “We have experienced (and

who aren’t incentivised to drive expensive) PMs doing too many
project completion low-value consolidation and
status reporting tasks”
“We pay consulting (and “It seems that every project we
sometimes strategy!) rates run does things differently –
for basic PMO, PM and BA and reports things differently”
roles”

In a typical global change programme, resourcing

15% 15% 20%
Paying high rates Using high-cost Inconsistency or non-
challenges can rapidly inflate overall cost: for commodity resources for low- compliance with delivery
activities value tasks standards
*Typical cumulative cost savings based on current live engagements
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Enhance your organisation with Hybrid Delivery Hybrid Delivery 1 2 3 4

How it works How is performance measured?

Utilisation
Hybrid Delivery is a resource supply service drawing on The rate at which available resources are
What is it?
our global capabilities to enhance your delivery engaged in portfolio/programme activities
capabilities and help you deliver your change needs

Any organisation looking to build a tailored delivery

Quality
Who is it
platform utilising on-shore, off-shore and near-shore for? Agreed KPIs such as compliance against
resourcing options delivery standards or reporting variance

By accessing the PwC global network you will benefit Allocation

Why use it?
from access to highly skilled and experienced PwC
Where resources are spending their time
resources whilst reducing your cost and risk on a day-to-day basis

We have developed a number of delivery options balancing cost, quality,

capacity and risk according to your requirements: Timeliness
Adherence to delivery timescales
Resource Project Long term Outsourced/
Secondment
augmentation delivery drawdown managed service
Offshore Task Action
A drawdown Assuming full Average time for offshore to action a task
Long term Change skillsets A full PwC team to arrangement giving delivery set by the onshore team
secondments, primarily managed take ownership of you access to specific responsibility as part
typically to fill key by your delivery leads project delivery and skillsets with some of an “outsourced”
change roles (e.g. and embedded within achievement of flexibility within arrangement to Your Satisfaction
Resource Manager) your teams required outcomes scope and volume deliver agreed change
constraints services We measure what’s important to you, in
real-time

Reduced delivery risk

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Enhance your organisation with Hybrid Delivery Hybrid Delivery 1 2 3 4

We can provide low-cost, high-quality capabilities in a number of critical change roles:

Project and Programme Business Analysts Project Management
Managers Office Resources
We have a talented pool of
Programme and Project managers with Business Analysts, with experience
direct experience of complex change We bring a rich toolset and broad
in a variety of competencies
projects involving global multidisciplinary expertise in PMO across the globe.
including Risk, Technology and
change programmes. A number of our Our PMO resources can work both on
Finance programme delivery.
professionals have relevant qualifications site at your offices, and remotely in
and specialist knowledge to deliver our nearshore service delivery centres.
tailored delivery expertise.
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What does working with PwC feel like? Hybrid Delivery 1 2 3 4

Managed Service for a Global Financial Services Provider Why PwC?

Client issues We understand what makes business transformation programmes
In January 2016, PwC was successful: from programme delivery structures and business
• Inconsistent financial tracking
engaged by a major Financial engagement models to key technical issues and ongoing learning and
• Lack of standardised project documentation and reporting
Services client to address a improvement.
number of problems in their • Non-compliance with delivery standards
Change function • Lack of transparency and insight into performance We are committed to sharing our knowledge and experience with your
team, to compliment your existing capabilities and propel you to the
Project objectives next level of Portfolio delivery.
1. Provide PM, PMO and BA services to a portfolio of 110 in-scope programmes.
2. Work with the client to establish a baseline service catalogue with formalised
revision/enhancement processes
3. Build a managed capacity solution using on-shore, near-shore and off-shore resources to reduce
unit cost while improving quality

Our four-stage approach Engagement facts

Define Agree Operate

Develop
the scope of business case and the change
the revised change
delivery services commercial delivery model Duration
1 and gather
programme data
2 delivery model
and business case 3 structure with key
stakeholders
4 alongside the
client team
Jan 2016 – Feb 2019 For further
(ongoing) information on this
Benefits to our client offering, Click Here
Territory

• After implementation, milestone reporting compliance has increased from 20% to 99%, and Global
financial variance has reduced from 13% to <1%
• Reporting is streamlined and simplified, with one single version of the truth sitting behind each Key outcome:
report. Our client has the capabilities and
• Uniform, enhanced delivery standards have been deployed across the portfolio, improving delivery control required to deliver their
quality while reducing cost. global change portfolio
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Programmes tend to fail for the same reasons Programme Recovery 1 2 3 4

Since 2004, our PPM Global Survey has uncovered the key reasons why
programmes fail to deliver – and the same themes appear each time

Insufficient resources
and capabilities in the Lack of alignment or visible
Poor estimates in the
Changes in programme or delivery team benefit to organisational
planning phase
project scope mid-way strategy
through delivery

Of Programmes have
immature or ad-hoc
53% 40%
links between its
objectives and
organisational strategy Of key decisions are made Of PMs say there is no clear
with objective criteria and accountability for decisions
quality data behind them that enable delivery

Source: 4th Global Portfolio and Programme Management Survey (2014)

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Our approach to rescuing your programme Programme Recovery 1 2 3 4

In a Our four phase Project Recovery framework rapidly addresses the root causes of programme failure, and provides the
nutshell: leadership and expertise to place a project firmly back on track and salvage current and future investment.

Four stages… …addressing key issues…

Before After
Unclear vision, objectives or Provides clarity on programme to allow
direction leadership to make key decisions
Cost, time or quality controls Root causes of programme issues are
failing identified and addressed
Lack of coordination within or Leadership has control over the
between programmes programme and interdependencies
Take immediate action to stabilise the Once stabilised, conduct a more in-depth
Programme focus is realigned to strategic
programme and buy time for long-term assessment of the programme. Challenge Inadequate focus on benefits
needs and required benefits
fixes. Quick wins, removing roadblocks, assumptions around programme and
and re-building support are priorities to benefits and identify the root causes of the Expectations and actions not Stakeholders are re-engaged with the
get the programme back on track. most critical issues facing delivery. defined or understood programme and understand their role
Agree the recovery plan with key
After the right data has been collected and
stakeholders and start implementing … and supported by experience
the critical issues facing the programme
changes to processes, tools and governance.
have been identified, develop a focused
Remaining root causes are to be addressed We know there are many dimensions to the effective
action plan to put the programme back on
aggressively as the programme returns to a delivery of programmes. Our 12 Elements of Delivery
solid ground.
normal status.
Excellence model brings these together to provide a
holistic way of thinking about what’s critical to a
successful portfolio or programme, and underpin our
approach to everything we do.
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How we can help you get back on track Programme Recovery 1 2 3 4

1 2 3 4
STABILISE ANALYSE REPOSITION ACTION

• Identify critical issues and deliver • Analyse critical issues and identify • Enact agreed recovery plan to
• Develop revised programme plan,
activities

immediate ‘quick wins’ root causes address root causes

processes and governance
Core

• Re-engage key stakeholders • Re-assess programme business • Begin regular, robust reporting
• Secure necessary resources
case, assumptions, benefits, etc.
• Assess strategic fit and make • Review recovery and capture
• Finalise recovery plan
“continue/discontinue” decision • Develop mitigation plan lessons learned
that matter
Moments

We help identify and deliver quick We take a complete look at your Using our analysis, we help you We help you deliver the
wins that ‘stop the bleeding’ and programme and deliver a ‘single build a targeted plan to address the improvements and interventions
allow you to focus on long-term version of the truth’ regarding its underlying causes of failure and identified in Stage 3 and return the
solutions status build a more robust programme project to ‘normal’ status

• Revised project plan

• Stabilized environment • Detailed Assessment Report • Regular assessment reports
you get

• Mature status reporting

What

• Quick-Wins • Mitigation Plan • Regular Executive summary reports

• Regular Executive summary and presentations
• Regular Executive summary • Risk Inventory
reports and presentations
reports and presentations • Interdependency Map • Steering Committee Presentations
• Steering Committee Presentations
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What does working with PwC feel like? Programme Recovery 1 2 3 4

‘Righting the ship’ with National Curriculum Testing Why PwC?

Client issues We understand what makes business transformation programmes
successful: from programme delivery structures and business
In 2008, the National Curriculum Test (NCT) process failed, leaving 1.2m pupils waiting months
for their test results.
engagement models to key technical issues and ongoing learning and
improvement.
To avoid an embarrassing repeat in 2009, the Qualifications and Curriculum Development
Agency (QCDA) asked PwC to support their internal management in delivering tests and results We are committed to sharing our knowledge and experience with your
to 16,000 UK schools.
team, to compliment your existing capabilities and propel you to the
next level of Portfolio delivery.

“
Project objectives and approach

Our aim was to create a culture of high performance where missed milestones and poor quality
deliverables would be challenged effectively. We accomplished this by: This level of success would not have been achievable

”
without PwC. PwC integrated so well that they have really
• Building and deploying a comprehensive management information system to track progress become part of the team; given the context this is truly
as close to real-time as possible and identify and resolve issues early, and; exceptional.” - Executive Director, QCDA
• Developing a dedicated and high-performing team with a mantra of “close to zero” – setting a
target of 100% performance for every activity and challenging assumptions that any level of Engagement facts
exception was acceptable.

We provided specific technical expertise around risk management – setting a strong example of
how to effectively manage risks to delivery – and supplier management – fully integrating seven Duration
Nov ‘14 – Nov ‘17
For further
key suppliers into the process.
information on this
Benefits to our client offering, Click Here
Territory
United Kingdom
• In 2009, the team delivered 99.98% of results on time, beating the 99.7% target set by the
Department of Education. In 2010, the team achieved an unprecedented 100% on-time score
Key outcome:
• Underlying processes and reporting were improved, setting the team up for sustained success
Our client has the capabilities and
• Morale among the QCDA’s staff dramatically improved, resulting in an enthusiastic and confidence required to deliver
resilient team ready to hold each other to a high standard £1bn+ in benefits
 Benefits Management

NHS Digital – Portfolio Management and Hybrid Delivery

PwC
6. July 2017
32
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Benefits 1 2 3 4
Benefits Management answers critical questions… Management

“How do I
measure benefits
“I don’t have to ensure my
“What business investment
clear line of
changes are objectives are
sight between
required to achieved”
programmes and
achieve lasting
investment
benefits?” “The programme
objectives”
is on time and to
“What is the budget, but the
impact on benefits are not
benefits if the realised”
programme
slips?”
“Who is
accountable for
“How does my benefits
programme
realisation?”
relate to our
strategy?”
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Benefits 1 2 3 4
…they are the objective of any transformation Management
In a Benefits Management sits at the heart of successful change, and delivers value through supporting focused, informed and
nutshell: fact-based decision making - before, during and after the actual change takes place.

Four stages… …addressing key issues…

Before After
Identify
Clear view of each activity’s
Poorly articulated benefits
Understand the Programme/Project context and how it contribution towards overall benefits
contributes to the broader business strategy. Identify the
Incomplete reporting and Data and reporting supports effective
benefits and dis-benefits at a sufficient level of detail to
inform the initial business case tracking decision-making
Increased confidence that long-term
Long-term benefits not delivered
Plan benefits will be sustained
Governance, culture and behaviours
Identify the ‘Who, what, why, where, when and how” for each Difficulty making change ‘stick’
aligned to deliver benefits
benefit, and develop a full benefits realisation plan that is
aligned to broader programme and portfolio plans Unclear ownership and Transparency on who owns and is
accountability accountable for planned benefits
Realise
… and supported by Amplify
Deliver the changes required to support benefits realisation.
Begin to monitor and report progress, and continually update Amplify is PwC’s cloud-based
the realisation plan and benefit profiles when new platform that provides a simple and
information becomes available. scalable solution to help you
identify, plan and realise and
Evaluate
evaluate the benefits of your change
Assess the performance of benefits against the realisation programmes.
plan. Understand and give early warning to whether project
outputs are enabling change and delivering benefits, and take
corrective action if needed
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Benefits 1 2 3 4
Helping you realise your benefits in four key steps Management

1 2 3 4
IDENTIFY PLAN REALISE EVALUATE

• Understand programme context

• Confirm benefits dependency map
activities

• Deliver changes linked to benefits • Evaluate benefits realisation

• Identify outcomes and benefits
realisation results
Core

• Update benefit profiles and assign

• Assign benefit management roles ownership • Track, measure and monitor • Evaluate lessons learned and
• Analyse, qualify and baseline • Develop a benefits realisation plan benefits future actions
benefits
that matter

We work with you to ensure both Your tracking and reporting We work with you to review progress
Moments

stakeholders and your change team You have confidence and clarity on mechanisms are fully operational against the plan, manage any issues,
have a shared understanding of how to deliver your planned benefits and you begin to see the full picture evaluate ‘lessons learned’, and
planned benefits and how they relate and how success will be measured of progress towards benefits across identify new benefits to feed back
to your strategy your organisation into step one

A complete view of what your

you get:

Functioning, evidence-based A view of your benefits management

An actionable framework and planned benefits are, where they
What

mechanisms for tracking and performance and contribution to

baseline for qualifying and come from, how they link together,
measuring benefits, supported by the strategy so far, and a clear forward
prioritising benefits and the actions needed to make them
right behaviours view of how to keep improving
a reality
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Benefits 1 2 3 4
What does working with PwC feel like? Management
Benefits management for a UK Defence agency Why PwC?
Client issues We understand what makes business transformation programmes
We were engaged to support a successful: from programme delivery structures and business
• Significant cost challenges from Government making
multi-£m transformation benefits delivery critical
engagement models to key technical issues and ongoing learning and
programme over a 3-year improvement.
• Lack of standardised approach to benefits management
period, and as part of our role
addressed some key benefits • Lack of confidence around affordability and ability to We are committed to sharing our knowledge and experience with your
management issues: achieve benefits over a 10 year period team, to compliment your existing capabilities and propel you to the
next level of Portfolio delivery.
Project objectives
1. Provide a clear view of how the programme’s 43 projects link to organisational strategy
2. Design and implement a common benefits framework
3. Provide full cost-benefit analysis to demonstrate value of the change programme
4. Establish central benefits dashboard to monitor benefits and provide a “point of truth”
5. Identify new benefits and provide early warnings of threats to benefits realisation

Our approach Engagement facts

Identify Plan Realise Evaluate

Build clear Baseline benefits Implement plan Review progress,
1 picture of
required benefits
2 and build
realisation plan
3 and establish
monitoring tools
4 reflect, and re-
plan
Duration
Nov ‘14 – Nov ‘17
For further
information on this
Benefits to our client offering, Click Here
Territory
United Kingdom
• We helped our client develop a full suite of benefit profiles for the transformation programme,
totalling over £3bn+ in achievable savings over 10 years
Key outcome:
• Client now has a standardised approach to benefits management, including monitoring
through an interactive dashboard, stakeholder engagement, and delivery planning Our client has the capabilities and
confidence required to deliver
• Clear links between strategy, transformation activities, business changes and end benefits £1bn+ in benefits
 Our tools and enablers

NHS Digital – Portfolio Management and Hybrid Delivery July 2017

PwC 37
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Transform Our global methodology Benefits of Transform

Detailed methodology
Overview
No matter the client or context, the Transform
Transform is the place to go to find the guidance, expertise, templates and tools you need to deliver
framework provides a detailed route through all
the highest-quality service.
stages of the engagement, from strategy through
The Transform Framework underpins all of our work, and provides a proven route from Strategy to to execution. Teams can use the methodology as
Execution that can be scaled up or down for any engagement. In PPM, all of our work is built upon a whole, or extract and develop the areas that
the 12 Elements of Delivery Excellence, which provide a methodology-agnostic way of thinking about are appropriate to the engagement.
the most critical factors for programme / portfolio success.
Using Transform allows us to: Tools and Templates
Connect our different skills, processes and experiences to capture the most value Transform holds tried and tested content that
possible for our clients; helps practitioners bring the best of PwC to
every engagement. Tools and templates can be
tailored to a specific industry, competency and
Deliver seamless, consistent quality and value to clients across the globe
client operating environment so teams always
through a universal shared language and approach. have the appropriate material for their needs.

Offer a proven framework for delivering end-to-end results and benefits which
are sustainable after implementation programmes are complete. Benefits at the core
Programme and Benefits Management is a at
the heart of our approach, meaning that we
Ready? Want more? believe our Benefits thinking should be
Click here to Click here for info embedded into every aspect of the program
launch Transform on the 12 Elements and portfolio work we do.

Specialist expertise
“Scope specific” modules provide our teams
with access to more specific skills and
methodologies, which may be appropriate for a
specific engagement, client or industry.
Screenshots from Transform online
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The 12 Elements of Delivery Excellence

All of our work is underpinned by practical experience

Governance- Managed
We know there are many dimensions to the effective delivery of enabling risk and
decision- opportunities
programmes. Our 12 Elements model sits at the heart of our making
offerings and outline the key elements of what a successful Engaged Smart
project, programme or portfolio should look like. stakeholders financing

If each element is undertaken well, a portfolio or

programme function should deliver:
12
Delivery-
Clear scope enabling
Insight plans
Effective reporting that tracks all strategic change initiatives Elements of
with tailored communication to stakeholders
Focused delivery
benefits
Control
management
excellence Active quality
management
Controlled implementation in agreed timelines

Efficiency Embedded
Identify and eliminate overlap and exploit synergies leading to lifecycle
Agile change
assurance
efficiencies and savings and learning
control
High-
Integrated
Alignment performing
suppliers
Connects execution with strategic direction teams
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The 12 Elements of Delivery Excellence

Insight
Governance-enabling decision-
Engaged stakeholders
making
Governance- Managed
Identifying and managing Enabling leaders to govern with
enabling risk and
stakeholders so that they are confidence, making timely decisions
decision- opportunities
committed, appropriately informed using high quality management
making
and contribute to the success of the information. Smart
Engaged
programme. financing
stakeholders

Alignment
12
Delivery-
Clear Scope Focused benefits management Clear scope enabling
plans
The scope of the programme is
defined, complete, communicated
Developing a realistic business case
subjected to an appropriate level of
Elements of
and agreed and it supports the challenge with benefits clearly
Focused delivery
objectives of the business strategy. defined, owned and tracked.
benefits
management
excellence Active quality
management

Efficiency Embedded
lifecycle
Embedded lifecycle assurance and Agile change
High-performing teams assurance
learning control
and learning
A clear assurance plan has been The programme team is highly High-
Integrated
defined which outlines the nature, motivated, has the right blend of performing
suppliers
timing and extent of planned skills and personalities and the teams
assurance, quality reviews and organisation supports the team to
embeds learning. deliver.
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The 12 Elements of Delivery Excellence

Control

Managed risk and opportunities Active quality management

Governance- Managed
Making certain that there are enabling risk and
An agreed quality plan has been
effective risk identification decision- opportunities
developed based on appropriate
processes in place and that the key making
standards, it is communicated and Smart
risks are mitigated and Engaged
the right behaviours are in place. financing
opportunities taken. stakeholders

Smart financing Agile change control

12
Delivery-
Establishing the budget and A formal process is in place for
Clear scope enabling
associated policies, processes and controlling changes to programme
plans
reporting standards for effective scope according to the programme’s
cost estimation, programme principles and this has been Elements of
financial management and communicated to the programme
reporting. stakeholders. Focused delivery
benefits
management
excellence Active quality
management
Delivery-enabling plans Integrated Suppliers

The plans in place must be realistic, An effective approach has been Embedded
achievable, understood and bought taken to engage with suppliers, lifecycle
into by key stakeholders and including adequate governance of Agile change
assurance
suppliers. their activities. control
and learning
High-
Integrated
performing
suppliers
teams
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People & Networks A valuable asset

Our People Our Network
With over 1,400 practitioners worldwide, our PPM community is one of our PwC’s global network stretches across 154 countries and is made up of over 161,000
most valuable assets, and we support this along four key principles: partners and staff. It is one of the strongest and most complete networks of any
professional services firm, and is essential in helping us give clients top quality services,
wherever they may be.
Our global network strengthens our delivery capabilities by:

Robust methodologies, A global footprint of Making sure portfolio

delivery toolkits and services and talent that and programme
other materials to meets the demands of management is delivered
support our work our market Creating absolute consistently;
Capability integration of the teams
build brought together to Deep delivery capability
deliver work for clients; through our ability to
reach out to the required
specialist skills;
Providing access to tools
and techniques across our Providing training and
global reach so the latest development opportunities
Content Our Community thinking is used for each across the network to make
‘4Cs’ client challenge; sure we continue to improve
the quality of our offerings

Aligned expectations on Groups of informed, PwC continually leads programme management best-practice through our global
competency contributions Consistency connected and aligned partnerships with industry leaders and professional organisations such as Programme
for optimal impact. leaders and practitioners Management Institute (PMI), Association for Project Management (APM), Major
who speak with one voice
Projects Association (MPA) and academic institutes such as Cranfield Business School.
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Digital PMO Digitally-enabled programme management 1 2 3

Overview Benefits
For programme management professionals, it provides a
Digital PMO is our Transform-powered Cloud toolkit that enables real-time market leading toolkit that increases the value we can deliver
decision making, proactive project, programme and portfolio management, and to our engagements.
seamless collaboration across the business.
For our clients, it provides a robust programme management
It provides a Transparent management environment that creates a step-change in
toolkit that embeds PwC’s experience of good practice PMO
programme effectiveness. It allows all levels of the organisation to view, interrogate
to increase the probability of delivering programmes to
programme information to ensure focus remains on delivery.
budget, time and quality.
PwC have selected two preferred, alternative solution options within the DPMO suite
(Cora ProjectVision and Smartsheet) to support different client requirements. For PwC, it widens our breadth of delivery capabilities
(i.e. PMO as a service, Hybrid PMO), differentiates our
PPM capability in the market, and enhances sales and
Enables a common,
Enables centralised profitability by improving the quality and predictability
standardised approach
management of complex of engagement delivery.
across programmes
governance structures

Supports delivery Our service (across the lifecycle)

through evidence based
decision making Strategy and Assess:
• Evaluating DPMO - We can assess the value of DPMO for our clients, as part of
Key Transparent, real-
benefits a ‘client side advisory’ role
time reporting
• Implementing DPMO/ Mobilising DPMO - We can implement DPMO for our
Digital_ clients and/or internal delivery teams, using our accelerators and configuration
PMO Maximises knowledge to implement the toolkit to our client’s needs, and mobilise client
opportunities for and internal teams alike on the solution.
remote
collaboration Design/ Construct/ Implement
• Programme Delivery Execution - We can deliver programmes using the DPMO
tools, offering enhanced efficiency, control and insight from the tool
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Digital PMO Digitally-enabled programme management 1 2 3

Preferred Solution 1: Cora ProjectVision* Financial Controls

Sample Dashboard

Project Schedule and Gantt Chart

* Solution options selected based on client need All screenshots are of genericised content for SAMPLE purposes only
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Digital PMO Digitally-enabled programme management 1 2 3

Preferred Solution 2: Smartsheet and Tableau* Budget Reporting

Risk Log and Dashboard

1Input layer on Smartsheet

Resource Reporting

2Reporting layer on Tableau

* Solution options selected based on client need All screenshots are of genericised content for SAMPLE purposes only
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Amplify For benefits realisation 1 2

Overview Benefits
Amplify is our cloud based platform that provides a simple, scalable and Facilitates stakeholder engagement and personal ownership
manageable approach for our clients to identify, plan and realise the benefits of of change with clear stakeholder mapping, collaborative
their change programmes. problem definition, and transparent progress-tracking.

Amplify is built on our four-stage benefits management approach, and makes it easy to Provides real-time updates and early-warning
stay focused on both financial and non-financial benefits throughout delivery. indicators for benefits realisation, enabling rapid
corrective action to keep initiatives on track.

Captures the complex relationships between

benefits, capabilities, customers, sponsors and
initiatives, and supports continual evaluation and
re-engagement with project plans and business cases.
Identify Plan Realise Evaluate
Project Success

• Identify • Create measures • Set a baseline • Report on

stakeholders progress 71 Provides a direct link between project outcomes and
• Cost estimation • Record actuals
• Benefits Pathway • Take corrective % 46 organisational strategy, increasing the odds of success by 50%
• Schedule delivery • Deliver outputs %
action
• Benefit Mapping and capabilities
• Option analysis Strategic No Strategic
• Review early Focus Focus
• Initial Business • Capture emerging Source: “Pulse of the Profession”, Project Management Institute, 2015
• Business case warning indicators
Case benefits
approval
Our service
Amplify is built around our iterative
Benefits Realisation Management
approach, and helps us deliver our
To see examples of market-proven expertise to our clients.
Amplify in action, For more information on how we
click here deliver benefits management, click here
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Amplify For benefits realisation 1 2

Project Status Dashboard Benefit Profiles

Benefit Value Chain Options Analysis

All screenshots are of genericised content for SAMPLE purposes only

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Mission Control For complex programmes 1 2 3

The problem Our solution

Mission Control is our performance
management solution for large-scale
75% of Capital Projects
experience budget overruns
portfolios and programmes. It utilises
PwC’s best practice expertise to
deliver better insights, greater control,
Half of cost overruns are greater than 50% and optimised performance for major
capital expenditure.
Average delay 23 months It holistically addresses the
building blocks of high
15% drop in share price 3 months performance, integrates
after delay is announced performance management across
the programme lifecycle, and
Source: PwC, Correcting the Course of Capital Projects, Oct. 2013
makes sense out of complexity to
provide a single source of trusted
programme information.
“I can’t get a “People aren’t
clear view of “ I have no
confidence if clear on how
what’s going on their effort
or what our the critical
path is the contributes to
priorities the project Our cutting-edge digital
should be” right or only
one” goals” platform integrates all
“Everyone “Management reporting sources into a
operates in time is focused “single version of the truth”
silos” on firefighting, to support decision making
not proactive
management of
future issues”
“There is too
“I don’t know much data,
if my team is what’s it
telling me the actually
truth” telling me?”
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Mission Control For complex programmes 1 2 3

Benefits
Mission Control can help transform reactive management to proactive management, and delivers four key benefits:

Control Insight Performance Value

• Transparency through the • Decision support enabled by new • Greater progress on Critical Path • Reduced spend on schedule
programme from top to bottom information • Capacity creation through delays
and across the entire lifecycle • Simplifying complexity, showing removal of onerous reporting • Greater confidence in delivery
• Critical Path visibility what’s important • Greater schedule adherence and • Strengthened relationships
• Greater trust in data, metrics • Proactive management and improved cost performance throughout the Value Chain
and information investigation • A new performance culture • Customers have greater
• Forward, not backward looking confidence

Annual Programme Cost

Mission Control can deliver without Mission
Control

5% cost
saving
&
1% time
saving

- worth £120m for a typical £2bn,

5-year capital programme with Mission Control

Programme Duration
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Mission Control For complex programmes 1 2 3

Sample Dashboard Interactive Visualisations

Financial Controls Product breakdown

All screenshots are of genericised content for SAMPLE purposes only

 ? 51 / 40

Notes

www.pwc.com
This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty
(express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or
duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it.
© 2017 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved. PwC refers to the United Kingdom member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure
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