Making the most of the method

Citation

(2000), "Making the most of the method", Work Study, Vol. 49 No. 7. https://doi.org/10.1108/ws.2000.07949gaf.006

Making the most of the method

Making the most of the method

Keywords: Information systems, Project management, Costs, Public sector

How can organisations balance the increasing demand for Information Systems against the reality of resource limitations and skills shortages? This may sound like an impossible equation but when Leeds City Council decided to introduce a framework for the control of new work, and the management of its development projects, it was determined to find a solution.

The IT Services management team at LCC quickly recognised that it needed to adopt project management best practice and a formal methodology. Responsibility for the development of the framework rested with Dave Rowson, project manager of LCC IT Services. "The objective of the framework was to provide a clear roadmap to steer junior management and project staff along a route covering the entire project life cycle", he said.

The project elements of the framework were based upon the principles of the proven methodology PRINCE 2. A project management handbook explained the core elements of PRINCE2 that project board members, project managers and team members would be expected to adopt and associated training was provided to managers and staff involved in projects.

"The effectiveness of the training was clearly a critical success factor in the framework implementation", said Rowson. "While we were well organised to provide support to internal clients we had no resources available for training delivery. This is where Parity Training was able to help. With accredited programmes in PRINCE 2 and a pedigree of providing generic project management training and implementation support they were an ideal commercial partner."

Dave Rowson of LCC and Bill Shuttle of Parity Training worked closely throughout the development and delivery of the training knowing that it had to be highly tailored to the needs of LCC and its framework. A generic programme would run the risk of being seen as irrelevant and/or unsuitable for the organisation and its projects.

"We carried out a three-phase approach with LCC that involved specification and design, course development and pilot delivery and review", said Shuttle. "In the roll-out that followed more that 200 LCC staff participated in training courses."

"We've achieved our objectives", said Rowson. "The framework has equipped IT Services to manage an increasing number of development projects, senior management are more aware of what management information they should receive and more internal staff have been recruited into project management positions. Importantly feedback from users also suggests that the implementation of the framework has enabled them to be more effective in their project and operational support roles. The fact that everyone is now talking the same language and using the same structures and techniques improves communication and avoids 're-inventing the wheel' on new projects."

While the original initiative was designed to improve the management of projects with an IT component it has also been recognised in the LCC that the framework and the underpinning techniques can be applied to any type of project. Two LCC departments have subsequently commissioned Parity Training to put on extra runs of the overview course to give a wider audience of staff a clearer understanding of the nature of projects and how they are managed, and it is now being considered whether to offer the training as part of LCC's centralised training provision.