Quarkside

09/12/2010

No 10: SRP shambolic progress

Filed under: Policy,Politics,Process,Risk — lenand @ 9:17 am
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The Prime Minister launched 13 draft Structural Reform Plans (SRPs) in June.  Departments set out their reform priorities and the actions they would have to take to achieve them, including a specified timetable and measurable milestones. Under the initiative each department had to produce a monthly progress report, holding the Secretary of State to account to the Prime Minister if they are not on track.  Quarkside has not studied all in detail, but the structure of the plans looks sound.  There is a consistent layout and it is easy to see what is expected.

However the monthly updates are shambolic.  Granted the layout is consistent but they do not conform to best practice in progress reports.  With the intention to increase transparency, they are more likely to obfuscate than clarify. Some examples to illustrate this career threatening statement may elucidate:

  • The reference numbers are not carried forward, it is difficult to know which deliverable a progress line refers to.  All good systems would refer to a Product Breakdown Structure (PBS) number for ease of reference.
  • Missed target lines are in red, but they don’t give any indication of the changed date or the action to be taken to recover the plan.  This is not control, it is an ineffective observation.
  • The status column only has a choice of complete, not complete, not started, work started, work ongoing. and still not complete.  This is primary school level planning, not the way to control a nation reform programme.
  • The reasons for failure to meet targets look more like excuses and not a lot of value.  They just lose credibility without plans to get the programme back on track.
  • There is no risk register to give any idea of the seriousness of any delays.  Every project needs a risk register – it looks like the product of amateurs, not professionals.

That’s the bad news. Looking at the Quarkside principles, the Process is bad, the Governance is pathetic and the Technology is antiquated.  Could we respectfully request that the Prime Minister’s Delivery Unit takes some crash courses in effective Programme Management Office (PMO) processes.

The good news is that is all recoverable. Watch Quarkside for some answers in future blogs.

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