Agenda item

(Head of Transformation) To look at one Transformational project from start to finish. See the attached documents.

The Task and Finish Panel reviewed the various stages of the ‘lifecycle’ of projects and initiatives included within the scope of the Council’s Transformation Programme. Although the Panel reviewed the project lifecycle with specific reference to the recently completed Printer Migration Project (P033) as an example of a transformation initiative, members were reminded that proposals for the development of transformation projects could be derived from many sources, including the Corporate Plan and service business plans of the authority. The Head of Transformation reported that, although there was currently no specific member role in the development of transformation projects, member suggestions for appropriate initiatives would be considered as part of the Council’s adopted procedures for project consideration. 

The Head of Transformation outlined the lifecycle for transformation projects, which defined the inter-related phases of the project and provided a structure for governing the progression of the initiative through the establishment of a Transformation Programme Board to oversee each phase and provide a mechanism for project approvals.  Members noted that each adopted transformation project was designed to deliver specific objectives in the form of outputs, outcomes or benefits and that the lifecycle illustrated the distinct phases of a project that took an initial idea, developed it into detailed objectives and delivered those objectives. The Task and Finish Panel was advised that no particular priority was currently awarded to individual transformation projects, although the Transformation Programme Board was keen to implement such a process going forward.

Members were advised that the ‘Charter’ stage of the lifecycle established the vision and outline business case for each project. The project charter set out the expected benefits of each initiative through analysis of the viability of the proposal and consideration of whether investment of resources should proceed to the next (Project Initiation) stage, through a process of ‘discovery’ supported by the Transformation Team. The Head of Transformation reported that the project charter, which was developed by a nominated Project Manager, also identified the scope of the specific project, the timescale for its intended completion (if progressed) and the members of the relevant project team, including a nominated Project Sponsor from within the membership of the Transformation Programme Board.

The Task and Finish Panel noted that, at the ‘Project Initiation’ stage of the lifecycle, the project was fully defined into a detailed specification and business case in order that the Transformation Programme Board could make an informed decision as to whether the project should proceed further to the project delivery stage. The Head of Transformation reported that Project Initiation Document also provided a detailed plan for the delivery of the project, including relevant resource considerations and the impact of relationships with other projects and initiatives, and that the document was utilised to measure the success of the project at the completion stage. Members noted that the timescale and key activities of each project were kept under review by the Project Team and Transformation Programme Board, and that timescales were adjusted as necessary to reflect factors that would influence the progress of a project.

Members were advised that, as the delivery of a project was progressed and outputs were achieved, an ongoing process of benefits realisation ensured that benefits arising from transformation activity were measured and compared to the baseline position identified in the Project Initiation Document. The Head of Transformation reported that this element of the project lifecycle ensured that new ways of working became embedded in the ‘business-as-usual’ arrangements of the authority.

The Task and Finish Panel was advised that, although the final stage of the project lifecycle related to the ‘Closure’ of a project, it was likely that the realisation of benefits would often continue after the closure of the project. The Head of Transformation indicated that some residual support would often be required to ensure that ongoing benefits identified by the business case, were realised.

The Task and Finish Panel considered that it might appropriate going forward, for the select committees to have a specific role for the review of project closure reports and that this might therefore form part of its recommendations to the Overview and Scrutiny Committee. Members also considered that, in holding the Transformation Programme to account, it would be helpful for all members of the select committees to receive training on the various elements of the project lifecycle.