Trinidad And Tobago Prison Service Correctional Programme Department, An Analysis Of Their Strategic And Business Aims

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

The Correctional Education Programme Department Trinidad and Tobago Prison Service

Analysis of their Strategic & Business Aims, Operations and Structure

Date: Friday 29th August, 2008 Word Count:4989 Page 1 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Part

Table of Contents

Page #

A A.1 A.3 A.4 A.5

Introduction Executive Summary………………………………………………………... Introduction and Background of CEP……………………………………… CEP VMOST Analysis…………………………………………………….. Projects within the Prison inclusive of CEP……………..…………………

3-5 3 4 4 5

Part 1 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8

How does CEP use projects to achieve its strategic and business aims? CEP’s Strategic Aims………………………………………………….…... CEP’s Business Aims…………………………………………………….... Analysis of the Organisational Structure……………………………….….. Organisational Opportunity for Project Management……………………… Portfolio/Programme/Project Management – link to Strategic Planning….. Project Strategy Implementation at CEP……...…………………………… Issues Identified……………………………………………………………. Conclusion………………………………………………………………….

6-11 6 6 7 7 8 10 11 11

Part 2 2.1 2.2 2.3 2.4 2.5

What are the main factors that influence project strategy?.................... Overview…………………………………………………………………… Internal Factors…………………………………………………………….. External factors…………………………………………………………….. Other Factors………………………………………………………………. Conclusion………………………………………………………………….

12-16 12 12 14 15 16

Part 3 How is CEP structured for managing projects? How are contracts, alliances, and joint ventures handled?....................................................... 3.1 CEP’s appropriateness to achieve Business Objectives and Strategy……... 3.2 Issues within CEP………………………………………………………….. 3.3 Amalgamation of structures with day to day operations in CEP…………... 3.4 Comparisons of existing structures with best practice……………….…….. 3.5 Management of the Project Life Cycle……………………………..…….... 3.6 Identification of Procedures, Benefits and Risks……………………….….. 3.7 Analysis of partnering as a strategic option…………………………….…..

17-22

Part 4 4.1 4.2 4.3 4.4

Recommended Improvements………...…………………………………. Identification of Gaps and Limitations.......………………………………... Restructuring for strategic implementation for Gap closure……………….. Recommended Improvements……………………………………………... Redefining the CEP value Chain to achieve value for money (VFM)……..

23-29 23 23 23 29

Bibliography………………………………………………………………. Appendices…………………………………………………………………

29 30-33

Page 2 of 33

17 17 18 19 20 22 22

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

A.1

Executive Summary

The Correctional Education Programme Department (CEP) of the Trinidad and Tobago Prison Service (TTPS) has its mandate clearly laid out as an arm of the criminal justice system. Its mandate is the restoration of the inmates in their charge to the society as citizens that can add to the continuous development of the nation.

This report seeks is to assess the project management operations at CEP through an evaluation of its strategic and business aims. The evaluation also considered internal and external influencing factors influencing project management at the department. The organisational structure, contracts and alliances/partnership frameworks within which projects are developed were also appraised in this document. The concluding section of this report identifies and recommends areas for improvement in the project management operations of CEP. The recommendations seek to shift the managing of projects from distinct activities to that of that of a programme, incorporating a project based organisation through implementation of programme management methodologies and portfolio management methodologies.

The author being a Henley MBA Consultant found that in conducting this report that CEP was not far from alignment with best practices, since learnings were adapted from previous modules and implemented at CEP. .

Page 3 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

A.2

Introduction and Background of CEP

A Cabinet appointed Task Force was appointed up in 2000 and proposed that the Prison Service of Trinidad and Tobago should commit itself to the effective rehabilitation and reintegration services. It was suggested that in order to do so they must adopt a Reintegrative Penal Policy, utilizing a shared responsibility model of rehabilitation. These approaches features a correctional intervention process that ensures that inmates (customers) are methodically assessed in relation to their needs, personality, competences and risks, and assigned to rehabilitative activities in a planned and coherent manner. This intervention strategy maps out a direction for the Trinidad and Tobago Prison Service (TTPS) development and transformation. Appendix 2 depicts the organizational structure for TTPS and CEP .

A.3

CEP VMOST Analysis

Since the incorporation of CEP in August 4, 2000, the department has created its own VMOST end ensuring alignment to the Prison Services’ VMOST and the parent ministry, the Ministry of National Security. The objectives are SMART 1 because it deals with the specific nature of the customer, T

measurable because progress can be monitored. It is agreeable because of the mission and its sync with that of the parent ministry. It is relevant because it deals with the specific nature of the customer one of the key stakeholders. Time-bound due to the fact that the customers are incarcerated for a specific period. The VMOST structure for the Correctional Education Programme Department is in alignment with the VMOST of the Trinidad and Tobago Prison Service and further the parent ministry, the Ministry of National Security 2 . The VMOST is outlined in appendix I.

1

2

SMART- Specific, Measurable, Achievable, Relevant, and Time-Bound Mission of the Ministry of National Security is “To create an environment which ensures public safety and security through the maintenance of law

and order and the commitment of all available resources to the protection of life and property?

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

A.4

Project within the Prisons inclusive of CEP

The projects undertaken in the Prison are illustrated in table I Projects undertaken by CEP are highlighted within the table Table 1: Projects undertaken in the TTPS 2008-2009

Administrative

Arm

Department

Project Undertaken

Transformation Unit Prison Welfare

Establishment of a coordinating office for all transformation activities Establishment of an After-Care system inclusive of stakeholders

Legal

Revision of General and Station orders

Psychological

Develop psychological profile database on officers and inmates

Finance

Training of staff in the use of Activity Based Budgeting (ABB)

Accounts

Establishment of an accounting information system

Human Resource

Infirmary

Transformation of personnel department to Human Resource Implementation of an Information Human Resource Information System for staff Development of an inmate infirmary information system

Warrants

Establishing links with other arms of the criminal justice system

CEP

Accreditation (Institutional and Programmatic) Development of a inmate correctional information system

Operational

Establishment of a networked system. Human Resource Development for leadership and management of tactical areas outlined in the VMOST. Marketing campaign to attract non-participants of programmes

ERU Training College

Construction Reception Food Services General Stores

Construction of static security facilities or command centres Training for tactical warfare Recruit and Train 1,045 officers into the Prison Service by December 2010 Development of an accredited training programme (programmatic) Institutional accreditation Setting up a Project Management Office for construction Establishment of an information system Establishment of an information system utilising a point-of-sale system for inventory maintenance Establishment of an information system utilising a point-of-sale system for inventory maintenance Page 5 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Part 1- How does CEP use projects to achieve its strategic and business aims? 1.1

CEP’s Strategic Aims

The strategic aims reflect CEP’s need to support both government objectives, the needs of the society and the inmates in their charge. In achieving its aims, CEP will work with key strategic partners and will advise, inform and help implement the strategies of government, stakeholder and customers (inmates).

See table II below for government’s objective from the National Strategic

Plan cascaded down to CEP. Table II: Objectives cascaded down Government

¾ Governing effectively ¾ Nurturing a caring society ¾ Developing innovative People

1.2

Ministry of National Security

1 Reduce: ¾ crime, ¾ opportunities to commit ¾ Public fear of it.

Prison Service’s Strategic Priorities

CEP Strategic Aims

Correct

To empower the inmates in their charge to become productive members of the society thus assisting the nation to become developed by year 2020

Reintegrate Restore Relate Protect

2 Improve rehabilitation and reintegration of offenders

CEP’s Business Aims

The business aims below says where the department wants to go in the future, its goals. They are as follows; •

•

Peopleo

Increase the managerial competence of all ranks of officers assigned to the department.

o

Increase inmate participation in programmes, both participant and non-participants.

o

Increase stakeholder involvement in the business of CEP

Organisationo

Increase and include strategic alliances, partnering and joint ventures with suppliers and customers.

•

Systemo Incorporate and ICT framework for decision support, networking both a management information system (MIS) and executive information system (EIS). o Implement an information system that is a subset of the proposed national criminal database.

Page 6 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

1.3

Analysis of the Organisational Structure

Based on the previous conclusion and in order to emphasise the importance and influence of the organisation in overall performance, positive correlations between project performance and types of organizational structure were looked at. To perform the analysis five (5) organisational types as defined by the Project Management Institute (PMI ®) were utilised. Departments in the Prison Service fall somewhere between the fully functional and fully projectised organizational structure. These are matrix organizations. Three points along the organizational continuum have been defined by (Galbraith, 1971) Table 3: An Analysis of departmental structure versus project success 2005-2007 Organisational Type Number of department Projects Projects applying methodology Undertaken Completed 3 1 Functional 1 Weak Matrix 2 1 10 Balanced Matrix 4 1 3 Strong Project Matrix 5 5 1 (CEP) Soft Boundaries Matrix 1 0 2 0 0 Projectised. 0

Project Success 33% 50% 25 100% 0% --

It was observed that prison officers that functioned as Project Managers preferred the Strong Project Matrix because they were given more authority to control both resources and project budget than in either a Balanced or Weak matrix. However, involvement in the weak matrix has taught them to be both flexible and resilient by adapting on the fly much more that working in a strong matrix.

1.4

Organisational Opportunity for Project Management

CEP can no longer rely on past beliefs, unstructured and inadequate methodologies to succeed. The rapid pace of innovation and the rising level of management, stakeholder and consumer expectations demand that CEP re-assess and reinvent every facet of their existence. This in order to survive its competitors competes, flourish and remain relevant. Resolving the struggle between tradition and transformation initiatives requires a vehicle for managing change that can be trusted. CEP realizes that Project Management has gained importance in the management field as they recognise the positive effect it could have on profitability (Kerzner, 2003). Since its inception of the department in 2000 many attempts have been made with some degree of success to formalise this process (Frame, 2002).

Page 7 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

1.5

Portfolio/Programme/Project Management – link to Strategic Planning

Linking strategy to projects is revolutionary thinking in some organizations. The concept of having someone in the organization look at the strategic objectives with respect to ongoing projects is still new in many organizations. Figure 1 below shows the link between strategy and projects in CEP.

Figure 1: Proposal and Projects in the context of Strategy at CEP

Source: Adapted from Portfolio of Projects by R. Buttrick in the Interactive Project Workout Henley Management College: Managing Projects Course Material

Page 8 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

According to Combe and Githens (1999) they identified three general types of project portfolios which are identified in CEP, they are as follows: •

Value-Creating: Strategic or Enterprise projects.

•

Operational: Projects that make the organization more efficient and satisfy some fundamental functional work- The development of an ICT platform which is networked and facilitates a platform for the inmate information system that is linked to other divisions internally and externally to other division under the Ministry of National Security.

•

Compliance: "Must-do" projects required to maintain regulatory compliance- Projects here are geared towards CEP attaining institutional accreditation.

Figure 2 below gives an indication of how projects in CEP are linked to strategy under the strategic objective of reducing crime Figure 2: Schematic of Strategies, Projects, a Programme and a Project Portfolio

Adapted from (Archibald 2003, p 13).

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

1.6

Project Strategy Implementation at CEP

For CEP implementing projects is a process that must be undertaken. The process is outlined below and is shown in figure 3 below. D Figure 3: Project Implementation Process

Page 10 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

1.7

Issues Identified

Often the problem is not the projects themselves, but that there are simply too many independent and competing activities occurring simultaneously, without enough coordination or measurement. Initiative overload is the symptom of some common root causes, many of which have been exacerbated by the rate of change and degree of uncertainty experienced in recent years and the strong political pressures that puts CEP as one of the key strategic players in the present anti-crime campaign. Other issues identified are • Experienced senior management in project management is a scarce resource; • Skilled junior ranking officers competent in Project Management are limited; • Time is in short supply; and • Expectations are ever-increasing. 1.8

Conclusion

Project Management audits conducted in CEP determined that on average that there was 75% project success. Factors influencing the successful outcomes were in both internal and external and had to be taken in consideration. These factors are further described in part 2 of this report.

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Part 2 What are the main factors that influence Project Strategy? 2.1

Overview

TTPS is based in an economy experiencing transformation that has both internal and external factors that shape and influence the degree of this transformation. CEP embraces a framework that recognizes that projects, programmes and portfolios are organised and aligned in relation to internal and external forces. Their successes are influenced by these and are depicted by the International Association of Project and Programme Management (IAPPM) framework below (figure 4). Figure 4: An adaptation of IAPPM framework.

2.2

Internal Factors

Incorporating the Turner Seven forces model and the IAPPM framework, the internal forces that can shape and influence the growth, maturity, metamorphosis and success of the project include the people, organisation and systems all seen as project drivers. 2.2.1 People • Leadership- The executive management team ranks high in terms of influence on a project, this body comprises of senior officers that have little theoretical project management knowledge. •

Management- Project Managers here are officers with little project management experience. They seek the executive management team for their guidance and obtain their support throughout the project.

•

Teamwork- All projects undertaken involve a collaboration of officers, inmates and volunteers and some contracted labour (consultants/facilitators) (see figure 7). Short staffing (resource Page 12 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

limitation) for the operational aspect of the prison is a constant issue and so resource multiple projects are undertaken. This collaboration forms the basis for cohesiveness that lends support by way of resource personnel. Internal politics here is mutual as there is little that affects the attitudes, behaviour and interactions between the team members. Rank here is not much of an issue. •

Influence- Influences comes from a need to have the business and strategic aims met, it comes from a general attitude of accomplishment coming from all levels (strategic to project).

2.2.2 Organisation CEP is pursuing a new strategy that is geared towards achieving both the strategic and business aims. This organisation is in the form of a project organisation which will remain after the successful completion of the programme of projects. Figure 5 below shows the project organisation adapted by CEP. Figure 5: CEP’s Project Organisation

•

Roles are established by the definition of the project organisation

•

Resources identified here are human resources. The network of relationships formed by the officers (senior and junior) and the volunteers.

Page 13 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College •

Contract personnel are now being considered to be brought in to this project organisation for the expertise they possess.

•

Strategy pursued is geared towards achieving both strategic and business aims.

2.2.3 •

Systems

Planning is done by the senior management team or leadership committee in conjunction with the Project Manager.

•

Control is established by means of station and general orders that govern the Prison Service.

•

Reporting structure is based on rank; usually in projects the senior officer is given the higher positions in the project organisation (see figure 5).

•

Quality in CEP is determined by standards set out in attaining both institutional and programmatic accreditation

•

Risk is rarely considered in project management though the department is in a Prison setting.

2.3

External factors

The two key external drivers influencing project strategy is identified in the PESTLE as analysed in appendix 3 are the political and economic. 2.3.1

Political Factors - Government’s drive to reduce crime and recidivism is high on the agenda

and it is the main focus as it affects the national image. The support for initiatives conceptualized internally (CEP) or externally (stakeholders) as shown in figure 3 and can determine if they are implemented or not. 2.3.2 Economic Factors CEP receives funding from two sources; they are votes and contributions to cover all costs for all correctional activities and projects under the fiscal year. Votes are from the Prison and Contribution from stakeholders identified. The votes are as follows; Material and Supplies, Penal Reform and Transformation and Contract. In other cases CEP will request sponsorship from its stakeholders identified below for project initiation. Contributions may be monetary but regardless it is still considered a financial contribution. This is not always guaranteed. The stakeholders identified are; Non-Governmental Organisation, Faith-based Organisations, Other government ministries e.g. Sports, Culture and Community Development and Private organisations.

Page 14 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

2.4

Other Factors

The Porter’s 5-forces analytical tool is also used to determine whether there are immediate or future threats to consider in relation to influencing CEP’s Project strategy. They are as follows 2.4.1

Threat of a new entrant (high)- Due to the pressures being placed on the Prisons to achieve their strategic aims, the Non Governmental Organisations (NGOs) see this as an opportunity to provide services that are pre-packaged. In the area of human resource development they present job descriptions and qualifications proving their competence in the areas of leadership and management. Curriculum packages are presented also. CEP perceives these as threats because if they go directly governmental political support they can achieve buy in. To combat this CEP constantly finds ways of refining its strategy to match the competencies required.

2.4.2

Bargaining powers of the suppliers (high) - Suppliers for CEP provide services and equipment vital for CEP’s existence and also for carrying out strategy. The main problem that occurs here is the timely payment for services rendered. To avoid problems, agreements are drawn up for a 40% down payment. The government of Trinidad and Tobago only pays for services delivered. To prevent problems CEP identifies and designates an officer that will handle all payments by assuring that the process is speeded up and when cheques are prepared the supplier is notified immediately. Suppliers here are also the contracted services for individuals and organisation to provide some type of service. The greatest need is the area of human resource development and secondly curriculum to a lesser extent. Problems associated here is the terms of references that are drawn up. There are instances of none existing references for some contractors (consultants/facilitators). In other cases they are not specific and not contractual. CEP often finds themselves in conflict with the contracted person or organisation with respect to content and delivery of services. Terminating services rendered are very difficult as there is no basis for performance measurement stated in the reference, if it exist.

2.4.3

Threat of substitutes (high) - Threats here are the same as a new entrant. In the area of curriculum, packages are offered to CEP but the key issue here is quality. CEP’s business aim is to develop a curriculum that stands up to the rigors of the Accreditation Council of Trinidad and Tobago (ACTT) both programmatic and institutional accreditation standards. Again like the new entrant if they go to the political source who does not have the understandings they may achieve buy in. Problems associated with that are, the strategic aim Page 15 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

will be sacrificed which is “producing a citizen, qualified and competent to aid in the development of the nation”. 2.4.4

Bargaining powers of the customers (low) - Customers identified here are the inmates. They don’t have much of a say in the way the projects are executed. Stakeholder consultations are held and suggestions are solicited, inclusive of inmates. The strategy pursued is communicated to all.

2.4.5

Internal rivalry (low) – Rivalry here are competing projects. CEP projects are prioritised and executed according to that.

2.3

Conclusion

Based on the analysis of the internal, external and other factors that influence CEP’s project strategy, CEP’s major issue is the supplier (consultant/facilitator) type. The drawing up of proper terms of references, contracts that are specific ensuring that they contain performance measures.

Page 16 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Part 3: How is CEP structured for managing projects? How are contracts, alliances, and joint ventures handled? 3.1

CEP’s appropriateness to achieve Business Objectives and Strategy

Mintzberg argued that the current organisational form can also be regarded as constraining strategic change. Current views such as Pettigrew's, hold that structure and strategy are to be regarded as equal to one another. Rumelt concluded that structure also followed fashion. CEP being a part of a paramilitary operates within a functional matrix organisational structure (see figure 2). Changing the structure to one that is appropriate to pursuing the business objectives and strategy possesses a lot of issues, some of which are discussed in chapter 3.3 below. Because of mounting external political pressures about crime reduction and recidivism CEP had to change their strategy. The strategy undertaken has four approaches (see figure 6). •

Human Resource Development of staff for leadership and effective management.

•

Marketing to both participants and non-participants of corrective programmes

•

ICT-Information Communication Technology, comprising of networked information systems

•

Curriculum Development- Developing the relevant curriculum that encompasses after-care, training/retraining, programme delivery and quality (accreditation).

To support and supplement this new structure the senior management developed and legislated appropriate general (service wide) and station (station specific) orders, to effect both knowledge of the structure and facilitate internal communication within it.

3.2 Issues within CEP Issues identified within CEP are both rank (political) and resource (human resource). CEP being identified as a strong project matrix organization means that the Project Manager maintains limited authority to oversee the cross-functional aspects of a project. The project manager is primarily responsible for documenting the milestones and the progress of the project, communicating regularly with the functional managers (senior officers). In this style of matrix management, the functional managers share in the responsibility to achieve project results (business objectives and strategy) and the project manager acts as a facilitator, rather than in a controlling management capacity.

Page 17 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

3.3

Amalgamation of structures with day to day operations in CEP

Pursuing business objectives and strategy is the not set apart and aside in CEP. The day-to-day operations must take place involving the very officers. Figure 6 below shows the amalgamation of human resources. Figure 6: Amalgamation and Utilisation of human resources in day-to-day operation at CEP

Source: Author’s own creation

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

3.4

Comparisons of existing structures with Best Practice

The Oxford Model for Project Management Excellence Mini Matrix Version is used to compare project management effectiveness against best practice. The Enabler Criteria is judged on approach, deployment, assessment and review. The model showed CEP having a 61.11% near excellence in the nine (9) areas outlined/highlighted in table 4 below. Table 4: The Oxford Model for Project Management Excellence Mini Matrix Criteria Enabler Criteria Best Practice Observed in CEP Leadership

Policy and Strategy People Management

Resources

Processes

Project Management Leadership: Organisation’s strategy for Project Management: People management supports Project management through: External and internal resources are applied to Project Management: Project Management processes are:

Customer Results

Project Management results for customers are:

People Results

People involved in Project Management are:

Impact on Society

Project Management’s contribution to society are: Project Management results on key performance are:

Business Results

Is robust and recognised as championing and inspiring: internally, customers, partners and society Is mature, linkages evidently effective and worthy role model Empowered highly competent project management participants fulfilling their optimum role in a responsive organisation Optimising all resource plans and allocations including partnerships, knowledge and technologies Totally integrated into work patterns. Highly and reliably effective. Drive improvements and are visible role model Evidently excellent. Consistent high sector loyalty and sales. Consistently highly motivated, achieving excellence and fulfilling their and other potential Evidently controlled to targets using mature processes. Wide stakeholder recognition as best in class Consistently and reliably excellent across all areas of business. Recognition of best in class

Is linked to power centres and has pockets of influence Is wholly or mainly undefined People and teams developed to match project needs. Abilities continuously improving Optimising all resources plans and allocations including alliances, knowledge and technologies Defined, managed and applied by competent staff

Routinely high, widely disseminated and used to motivate customers (inmates) and staff Highly co-operative and mutually supportive to good effect Good, using best available technology at economic cost Clearly linked and evidently widely appreciated by stakeholders

Score 1

0

3

4

2

3

3

3

3

Total 22 Total Possible 36 Percentage of Project Management Excellence 61.11

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

3.5

Management of the Portfolio/ Programme / Project Life Cycle

The principal distinction between projects and an ongoing enterprise (CEP programmes) as something to be managed is that the project has a life cycle. According to Turner (1999) it goes through the stages of germination, growth, maturity and metamorphosis. Projects-with different size, shape, degree of risk and complexity, and widely varying products or results-are the common denominator for project management. CEP employs a practical method for categorizing projects that would be useful to all tactical arms in the VMOST (culture, education, life-skills, religion and sports) for a number of reasons but a widely accepted project classification system does not exist at present. Below is a current method utilised. •

Project Size (marketing vs. curriculum)

•

Project Complexity

•

External or Internal Customer

•

Degree of Customer Involvement in the Project Levels of Risk in Projects (see chapter 2.4.4)

•

Major and Minor Projects within a Category (curriculum)

•

"Mega" Projects or Programmes

•

"Stand-Alone" Versus "Create Supporting Infrastructure" Projects:(IT)

•

"Standard" Versus "Transitional" Projects

¾ Procedure- From table 5 below, managing a business portfolio ultimately involves the whole of CEP if the true value of the portfolio management effort itself is to be realized in the form of valuable benefits. By the way, each of the steps listed in the table are consistent with the sequence recommended by the Project Management Institute's Standard for Portfolio Management. A complete portfolio management process life cycle consists of ten major sequential phases or activities as shown and analysed for compliances in table 5. ¾ Systems- To operate effectively in such an environment, systems are needed to support activities identified in table 5. Information systems such as Microsoft projects are not utilised. Microsoft excel and Microsoft visio is used to produced Gantt charts and pictographs. The use of these systems proves to be somewhat effective but they are not standardized. o Document management- Version control is another issue in CEP. This occurs when various amendments are made to a single document and after a period of time one is not sure which one is the correct version.

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Table 5: Portfolio/Programme/Project Life Cycle # Portfolio Steps Programme/Project Steps Categorization-Portfolio Setup Identify Needs and Opportunities Evaluate Strategic Options 3.1 3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.2 4 Select the Work 5 Prioritize the Work 6 Balance and Optimize Portfolio 7 Authorize the Work 7.1 7.1.1 7.1.2 7.1.3 7.1.4 7.1.5 7.1.6 7.1.8 7.1.9 7.1.10 7.2 8 Plan and Execute the Work 8.1 8.1.1 8.1.2 8.1.3 8.1.4 8.1.5 8.1.6 8.1.7 8.1.8 8.1.9 8.2 8.3 8.3.1 8.4 9 Portfolio Reporting and Review 10 Strategic Change 1 2 3

Germination Develop business case Establish terms of reference Setup a project office Undertake feasibility study Appoint a Project Team Create a Draft Project Plan Proposal Perform PM Audit

Growth Create a Project Plan Create a Resource Plan Create a Financial Plan Create a Quality Plan Create a Risk plan Create an Acceptance Plan Create a Communications Plan Create a Procurement Plan Contract the Suppliers Perform PM Audit Maturity Perform Time Management Perform Cost Management Perform Quality Management Perform Change Management Perform Communication Management Perform Acceptance Management Perform Procurement Management Perform Issue Management Perform Risk Management Perform PM Audit Metamorphosis Perform Project Closure Perform PM Audit

Total

At CEP

C

C C

1 1

N N C N C N A N C C

N A C N

P

A

1 1 1 1 1 1 1 1 1 1

N N N A A A A N N A N C A A P N C P N A

N

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

10 14 2 10

Ratings were given as follows; C-Compliance-10/36=28%,

N-Non-Compliance-14/36=39%,

and A-Absent-10/36-27%

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P-Present-2/36=6%

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

3.6

Identification of Procedures, Benefits and Risks in Contracting, Alliances, Joint Ventures with Clients and Suppliers

Table 6: Analysis of Procedures, benefits and risks Relationship Client (inmates) Contract

Procedure

Based on submission of proposal

Benefits

Reduced cost, as a marketing initiative increased loyalty. Bad relationships can jeopardise projects. Stakeholder involvement based on nature of the project Reduced cost, as a marketing initiative increased loyalty. Bad relationships can jeopardise projects. Organisational brand identity preserved Reduced cost, Can be used as a marketing initiative increasing customer loyalty. Major upsets within the Prison system due to fall outs in relationships can cause a serious reduction in human resource

Risk Alliance

Procedure Benefits Risk

Joint Venture

Procedure Benefits

Risk

3.7

Suppliers Draw up tender, shortlist, select, create a statement of work, request for proposal, select supplier and draw up contract. Supplier locked into deal. Specific material and or products are guaranteed. External conditions affecting price not drawn up in contract.

Not feasible

Analysis of Partnering as a Strategic Option

Though partnering is not identified in the table above as an option, it will be analysed and discussed as a strategic option for CEP. Project partnering means a project team partnering on an individual project. Strategic partnering means CEP supporting project teams in partnering over a series of projects. Given time and experience it develops into the most efficient forms of partnering, which we call strategic collaborative working. A good area of such is the creation of an Inmate Information System. The partners to be considered here will be CEP’s Education department, the Prison Service’s IT unit, the Police Service’s IT unit and the Judiciary. All these are owners of pertinent inmate information. Partnering could mean benefits •

Benefits derived- Progress towards mutual objectives and performance improvements using agreed decision-making processes, a capture for lessons learnt for use on future projects. others are , value for money, reliable quality, handover to owner on time, cost reduction, costs within agreed budget, operating and maintenance efficiency, improved efficiency for users, design quality, a specific technical innovation, shared risks, shared use of computer systems, effective meetings and training in decision-making skills.

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Part 4 Recommended Improvements 4.1

Identification of Gaps and Limitations

CEP is the only department in the Prison Service that has some success in Benefit Realisation Management by actually achieving benefits from investment made in change activities. Based on the findings from part 1 to part 3, gaps and limitations were identified. These gaps and limitations exist as CEP between the present state and a desired state (best practice). 4.2

Restructuring for Strategic Implementation

As a strategic solution, CEP will have to restructure in order to become more efficient in their management of Portfolio/Programme and projects. Chapter 4.3 outlines steps that should be taken. The recommendation has risk associated with them and so contingencies will be considered. 4.3 Recommendations 4.3.1 Generate a Solid Business Case The first phase in the life cycle of a programme is the feasibility stage. For some programmes, this may also be the last phase. But whether the programme is terminated or continued, CEP basis for arriving at the critical go/no go decision is needed. This is provided by the business case. An effective business case should comprise content that aligns with the organization’s project portfolio management framework. In particular, it should reflect those strategic dimensions considered most important by the senior management team and clearly articulate to what extent the programme would address and support these dimensions. This will, therefore, facilitate an objective evaluation of the candidate programme against a range of well-defined scoring criteria. 4.4.2

Establish the Right Programme Organization

While programme will differ vastly in terms of team size, best practices identify a number of crucial roles that must exist at the programme leadership and management level in order to ensure proper governance (see Figure 7). This will include Programme sponsorship, Programme management, Change management, Risk management, Business analyst, Programme office management The success of a programme, like a project, will depend heavily on the quality of sponsorship it receives. The scope and scale of a programme means that sponsorship typically resides not with one person but, rather, is distributed within a governance board or steering committee headed by an executive sponsor. This group will provide authority on programme funding, purpose and direction. Organisational strategy-There is mounting evidence that, while the contingencies (above) influence optimal structure organisational, strategy has primacy because it has a mediational role. Structure follows strategy (Chandler) as shown in figure 7 below. Page 23 of 33

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

Figure 7: Recommended Programme Steering Team (PST) for CEP

Source: Handbook of Project Management – Trevor L Young (2003)

4.4.3

Build a Well-defined Programme Architecture

The program architecture is the road map for getting from the as-is to the to-be state. It provides an outline of how the projects within the program will deliver the capabilities that result in the required benefits. The program architecture should clearly: •

Define the projects within the program

•

Ensure projects deliver benefits

•

Define high-level dependencies

A benefits map (see Figures 8 and 9) extends the architecture further by incorporating a depiction of how the ultimate strategic objectives for the programme will be met and provides a means for identifying and defining the boundaries of each component project. Figure 9 shows the benefits derived from deliverables from projects. Page 24 of 33

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Figure 8: The Alignment of a suggested programme management to CEP’s strategy

Figure 10: Benefits Map for CEP

4.4.4 Manage Stakeholder Expectations Addressing stakeholder needs while remaining cognizant of the constraints of the programme boundaries often requires dexterity and sensitivity. A fine balance must be sought between managing

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out-of-scope requirements and expectations and seeking support for the organizational change and its consequences. Effective program management demands: •

Strong negotiating skills

•

An ability to manage cross-functional conflict

•

A properly balanced approach to coping with multiple interests

4.4.5 Implement Integrated Programme Planning The heavily composite nature of a program requires that a strongly integrated approach to planning be adopted in order to properly reflect deliverable, resource and external dependencies. To achieve a detailed program definition and execution schedule, a number of vital intermediate steps are needed to ensure the plan is both reliable and scalable: •

Define and verify scope roll up from projects to program

•

Identify and define all cross-project interfaces

•

Develop the integrated master schedule

4.4.6 Utilise Scenario-Based Execution Simulation The complexity of most programs makes the use of scenario analysis techniques not only valuable but essential. The techniques are key to establishing greater insight into evaluating possible program outcomes and also maximizing credibility with sponsors and governance boards. Two primary methods are advocated: ™ Alternative execution strategy assessment involves re-shaping the detailed integrated master schedule to consider alternative execution approaches. Here, the WBS and schedules may be adjusted to assess a number of changes, such as: •

Alternative technical approaches

•

Alternative sourcing approaches

•

Alternative program funding scenarios and related program scoping variations

This will help assess how program timing, funding, risk and outcomes might be impacted by adopting different strategies, and offers a more definitive assessment than any prior feasibility study. ™ Probabilistic forecasting and analysis provides crucially important answers to two fundamental questions that a program manager and steering committee will have: •

What is the most likely completion date?

•

How likely are we to finish by the target date?

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Advanced schedule simulation techniques provide the answers to these questions with greater confidence than traditional critical path method scheduling, which only provides a single program schedule solution. Since a range of possible outcomes will always exist, these outcomes, and their likelihood of occurring, are what probabilistic scheduling will reveal. Further, simulations provide a wealth of valuable knowledge on the sensitivities of any milestone to schedule movements, far beyond the level of a standard critical path analysis. 4.4.7

Practice Systematic Risk Management

Effective program risk management should involve a coordinated, holistic approach. The programme risk manager determines and enforces the preferred methods and steps for each project team and ensures that these are adopted continuously throughout the life of the program:

4.4.8

•

Assessment of both program- and project-level risks

•

Prioritization of all assessed risks

•

Definition of response strategies

•

Integration of all response strategies into the WBS

•

Allocation of risk reserves

Implement the Right Control Processes

According to Gartner, in 2008, tracking is of crucially greater importance in programmes than most projects since the consequences of missing targets are more severe, the likelihood of significant problems is greater, and there are simply more things that might go wrong. Some typical areas of concern for programme management include: •

Are project deliverables meeting requirements?

•

Are teams adhering to project schedules?

•

Are risks, issues and changes being properly identified and managed?

•

Are estimates proving reliable?

•

Is project cost and benefit tracking effective?

•

Are resources and funding sufficient?

•

Are scope, time, cost or benefit changes being managed effectively?

The programme office should provide assistance to the projects in the updating of their plans and progress reporting to the program. Project reports should contain relevant highlight information in a standardized format to help aggregate the information at the program level. The impact of any risk, issue or change within a component project needs to be recognized as early as possible in order to manage it carefully and guard against any adverse impact across the program community. Rigorous Page 27 of 33

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and systematic scrutiny of the status of program interfaces must supplement traditional critical path analysis. Each project must take responsibility for adhering to timely forecasts of delivery and working within the tolerances set by the program office. This is required especially for outputs supplied to other projects, which will be affected by any slippages against plans. Indeed, scrutiny of all program interfaces must be a vital element of the program manager’s control strategy. Any likely exceeding of tolerances should be reported as early as possible to the program level. 4.4.9

Develop Achievable Benefits and Requirements

The attainability of program benefits is directly linked to the achievability of the stipulated requirements. For a program to have any chance of success, it is vital that both requirements and benefits be: •

Realistic

•

Clearly articulated

•

Understood by all stakeholders

•

Accepted and signed off as viable

•

Supported by a rigorous change management process

Benefits management is best led by a dedicated change manager who should ensure that clear pathways link outcomes to strategies, events and assumptions. The change manager should also establish agreed-upon benefits-tracking metrics. Without an agreed-upon measurement system in place, disagreements over the level of success of program accomplishments will endure to the detriment of the entire initiative. It is advisable to introduce a series of regular, formalized quality checks to validate whether program outputs are properly meeting needs and to hold regular stakeholder reviews and satisfaction surveys. Requirements management is ideally led by an accomplished business analyst. This critical role must ensure that the front end of the program and any later projects are consistent with common practices and processes for requirements elicitation and documentation. In addition, the setting of program phase-gates will provide appropriate solution assessment and validation cycles where conformance to requirements can be gauged in depth. Lastly, it is essential to include benefits and requirements impact assessments in the scope change management process in order to counter creeping commitments and maintain control.

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4.4.10 Facilitate Effective Change Management Aside from implementing rigorous change control procedures as described earlier, effective management of broader change is required since the program deliverables will typically impact multiple facets of an organization. Successful program managers recognize that the appointment of a change manager can be a prerequisite for facilitating widespread understanding and acceptance of the program goals, solutions and outcomes. A five-step approach is advocated that helps to shape, steer and realize change: •

Identify need for change

•

Define compelling vision or “to-be” state

•

Choose a change strategy

•

Engage the support of stakeholders

•

Implement change strategy

The need for change is articulated in the business case but should be based on input from multiple key stakeholders and answer questions such as:

4.4

•

What/where is the problem causing pain or potential crisis?

•

What/where is the untapped opportunity for gain?

Redefining the CEP value Chain to achieve value for money (VFM)

Some authors (O'Reilly 1987; Koskela 2000) associate Value for Money (VFM) with meeting client requirements. A requirement is a robust definition of what is expected: it is tangible and measurable. A client’s lack of capability to define and manage projects has a direct impact on the value generated (Comptroller and General 2005). The value-chain model (Porter 1985) has been extensively utilized in other industries, to identify how process reengineering and ICT integration could be used to gain competitive advantage. Porter’s key concept is that to gain this advantage, CEP not only has to reduce its support activity costs, i.e. streamline its operations using information systems, but also to maximize the production of value in its primary activities - the driving force being the customer (inmate)/product relationship. Besides, CEP’s value chain doesn’t exist in isolation; it is part of the Prison Services’ value system or a set of value chains that ultimately link the source raw material to the end product.

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Bibliography •

Alfred D. Chandler, (1962), Strategy and Structure - History of the Industrial Enterprise

•

Archibald, Russell D., Managing High-Technology Programmes and Projects. New York: John Wiley & Sons, 2003.

•

Bazigos MN, Burke WW. Theory orientations of organizational development (OD) practitioners. Group and Organizational Management. 1997

•

Evelyn M. Fenton and Andrew M. Pettigrew (2000), The Innovating Organization.

•

Kenny, John (2003), Effective Project Management for Strategic Innovation and Change in an Organizational Context, Project Management Journal, March 2003 Edition (pp 43 - 53)

• •

Murray-Webster, Ruth, Michel Thiry Managing Programmes of Projects in the Gower Handbook of Project Management edited by Rodney J. Turner and S. J. Simister (2000) 3rd Edition Project Management Institute, (2000) A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

•

Thompson Jr., Arthur A., A.J. Strickland III, (2001) Crafting and Executing Strategy: Text and Readings, McGraw-Hill/Irwin

•

Thompson Jr., Arthur A., A.J. Strickland III, (1998) Strategic Management: Concepts and Cases, 10th Edition, McGraw-Hill

•

Turner, Rodney J. (1999), The Handbook of Project-based Management, 2nd Edition, McGrawHill

•

Turner, Rodney J, (1996), The Project Manager as Change Agent: Leadership, Influence and Negotiation, McGraw-Hill

•

Turner, Rodney J. (1995), The Commercial Project Manager

•

Verzuh, Eric, (1999), The Fast Forward MBA in Project Management, Wiley

Other Sources: Interviews with 1. Mrs. Donna Cox- Minister of State, National Security (rehabilitation) 2. John Rougier, Commission of Prisons 3. Joseph Narsiah Senior Superintendent of Prisons (Programmes). 4. Mr. Espinoza, supervisor finance and accounts Strategic and Operational plans of the Ministry of National Security and the Prison

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Appendix 1: CEP’s VMOST Vision

Mission

CEP will be regarded as a model of outstanding Correctional Administration and as the best value provider of efficient and humane correctional services and programmes in the Caribbean. To function within the Judicial System, communicating effectively and accurately in assisting in the dispensation of justice. To promote the rehabilitation of probationers, offenders, victims and dysfunctional families through education, research and advocacy. To plan and implement projects and programmes which would prevent or at least to minimize those at risk of re-offending.

Objectives

Strategies

Tactics

ƒ Increase the provision of accreditation treatment and training programmes by 50% by 2008 ƒ Increase constructive regimes by 25% ƒ Reduce re-offending CEP will seek to enhance its strategic position in the fight against crime ensuring the following 1. Effective Governance, Management and Organisation-strive to be a well managed business unit, ensuring good leadership, management and competent staff. 2. Marketing- maintain and develop strategies for retaining and attracting new customers. 3. Information Technology- the incorporation of ICT for adequate data and trend analysis and for optimum effectiveness in the decision making process. 4. Curriculum-continue to develop approaches to deliver high quality accredited programmes which will embrace the multiplicity of needs of its customers even after release. The tactics employed are carried out using the five (5) departments. Culture- A structured syllabus of activities was developed so as to encourage participation and from both unique populations of the Prisons; the participants and the non-participants. Education- The tactics employed here is clearly outlined in the business model. Each programme is geared towards quality delivery, customer satisfaction, and equal opportunity. Life-skills: - In keeping with the department’s mission statement, the focus of this unit is on the holistic development of the customer and they are basically two (2) areas, society lifeskills and work community life-skills. Religion: - This aspect of the programmes ensures the spiritual approach is included and helps to maintain control and foster a spirit of integrity. The availability of all denominations possible is crucial in maintaining the objectives of its vision. Sports: - Programmes offered here are geared towards fostering teamwork and tolerance.

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Appendix 2: CEP’s position in the Prison Service

CEP’s Organisational Structure

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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

P- The Government’s drive for achieving Vision 2020. P- Government’s drive to reduce crime

A

B

7

9.5

7

10

Score A*B

Impact on Department

Driver of Change

Influence on division

Appendix 3: PESTLE Analysis for CEP

Opportunity

Threat

A*B

49

CEP can develop strategic plans

Competitors can do the

with relevant KPIs

same

New initiatives can achieve macro

Extensive programmes

governmental support

without proper

95

justification can be shut down.

E- Higher demand for productivity

6

9

54

Good marketing incentive for job

Frustrations can develop

placement

if customers cannot get enrolled

E-Low unemployment level of 5.46% E- A consistently

high price of oil >US 114.45 on the international market S-Government’s commitment to providing a safer society S-Government granting of free tertiary education

Numerous opportunities for 4

8

32

sustainable employment Available financing with little

10

9

90

5

9

8

81

No threat

justification.

Focus on restorative programme 9

No threat

No threat

can attract support To increase accreditation, a

More of the citizenry

marketing incentive.

becomes eligible

40

competition for space increases.

T- Advancement in broadband and its ease of availability L- The UN standard minimum rules of the treatment of inmates L- The establishment of a parole board

Online distance education can be 3

7

5

9

15

63

No threat

provided CEP can establish itself as market

Any untoward incidents

leader due to provision of

can damage reputation.

programmes and its availability 4

10

40

Marketing of programmes will have a greater benefit

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Improper monitoring and evaluation for determination