Global PPM Catalogue

www.pwc.
com
Delivering change,
sustaining benefits
Portfolio and
Programme
Management (PPM)
Service Catalogue
September 2014
Introduction
PwC has a global team of Portfolio and Programme

Management (PPM) professionals who specialise in designing
and delivering complex transformation programmes.
What is this purpose of this Catalogue:
This PPM Service Catalogue presents our suite of PPM
services, which have been developed to address the most
frequent and significant challenges our clients are facing
to the successful selection and delivery of their strategic
projects, as identified through our client experience,
industry studies and specialized professional networks.
How you can use this Catalogue:
The content is presented so that readers can learn about
our suite of PPM offerings through a set of brief service
summaries, detailing our high level approach in each area.
Contact details for our global network of subject matter
experts are included if you require further information or
credentials.
PPM Service Catalogue

PwC
Our passion is helping our clients execute their strategy

Choosing the optimal set of projects; effectively executing; and realizing benefits.
The strategic imperative for PPM

Our clients are dealing with unprecedented change driven by factors including the
pace of change, shift in global economic power, generational changes , an ageing
population, the digital economy and the emergence of global players disrupting
traditional sectors.
Results from the PwC 2014 Global PPM Survey, demonstrate that some important issues have not
changed across the four surveys undertaken by PwC over the past 10 years. With input from a cross
section of industries and geographies, the Survey demonstrates many challenges are related to basic
project management elements: poor estimates; changes in scope; and poorly defined goals as top
reasons why projects overrun. Something needs to be done differently to resolve this trend. More
effective execution can be accelerated by embedding professionalism, standardising tools and
methods and leveraging the right PPM expertise.
The survey reinforces the importance of more mature programme and portfolio management
approaches and building capability to gaining competitive advantage. The leading organisations are
now focused on PPM capabilities throughout the full capital allocation lifecycle:
Invest - Portfolio Management
Implementing mature processes and frameworks to select the right projects, that: are fully
aligned to the strategy; that optimise the return on investment; and that strike the right
balance between running, protecting, and growing the organisation.
Execute Programme and Portfolio Delivery
Improving the management and delivery of projects, programs and overall portfolios in both
traditional and agile ways, as well as the maturity of project risk management including the
original parameters of time, cost and quality.
Realise Managed Benefits delivering intended outcomes
Structuring the identification, quantification, management and ultimately realisation of
benefits; and ensuring these form both the foundation of individual business cases and are a
key input to the iterative process of selecting the right portfolio of projects.
PwC
PPM in context
We are seeing high performing enterprises formalising two key aspects of their
business: (1) The relationship between the 'run' and 'change' function and (2) The
explicit linking of the business strategy to the transformation portfolio
Run the business
Change the business
Macro
Influences
Strategy and
Corporate
Governance
Alignment and
prioritisation
Measurement
and rebalancing
Measurement
and
re-balancing
Measurement
and
refinement
Operate and
Realise
Portfolio
Management
Deployment
and acceptance
Programme &
Project
Delivery
The model above has been developed based on input from multiple clients, business competencies and sectors as a communication
tool for client executives. This model helps position:
Changing versus running a business: the differing considerations and approaches necessary when considering Run the
Business and Change the Business functions;
Macro influences: changing external factors which impact the business (positively or negatively);
Embedding strategy: the activities behind successfully embedding strategic imperatives into the business;
Measuring performance: the necessary metrics and processes for determining the fitness of current business operations and
the effectiveness of delivering change and,
Embedding change: the important processes and interactions to be considered when designing, constructing and embedding
changes into business as usual.

PwC
Portfolio
Aligning strategy to project selection,
benefits optimisation and investment.
Portfolio Management
A function dedicated to supporting
delivery of a portfolio's aggregated
benefits through insightful reporting,
appropriate resource allocation and
controls and cyclic re-prioritisation.
Programme
Implementation of a set of related
projects or workstreams to deliver
business outcomes and benefits.
Programme Management
A central function to provide visibility
and allow control of all programme or
project activity being undertaken to
achieve change.
Project
A short term set of activities to deliver
one or more outputs in accordance with
a specific business case. A particular
project may or may not be part of a
programme.

PwC
Project
Project
Project
Contents

PwC
We help clients
develop frameworks
to ensure they
INVEST in the right
projects
Introduction
Services
Portfolio Delivery
10
Portfolio Optimization
12
Change Portfolio Operating Model Design
14
Programme and Project Delivery

We help clients to
EXECUTE effectively
and to mature their
delivery capability
We help clients to
better manage and
REALISE the
intended benefits of
those investments
18
Programme Maturity Assessment
20
Technology Enablement
22
Agile Execution
24
Programme Recovery
26
Programme Assurance
28
Operate and Realise

Benefits Management
30
32
Capabilities
34
The 12 Elements of Delivery Excellence
36
Clear Scope
38
Engaged Stakeholders
40
Governance Enabled Decision Making
42
Focused Benefits Management
44
Manage d Risks and Opportunities
46
Smart Financing
48
Delivery Enabling Plans
50
Active Quality Management
52
Agile Change Control
54
Integrated Suppliers
56
High Performing Teams
58
Embed Lifecycle Assurance and Learning
60
Enablers

PwC
16
Programme Mobilization
62
Methodology
64
Tools
65
Networks
66
People
67
Global Leadership
68
Team
69
Credentials
70
Implementing mature processes and
frameworks to select the right projects
that are: fully aligned to the strategy;
that optimise the return on
investment; and that strike the right
balance between running, protecting,
and growing the organisation.
We work with our clients to develop
appropriate frameworks and processes
to manage the ongoing selection and
refinement of investments to ensure
the link between strategic objectives
and portfolio selection is maintained
and enhanced.
Invest
The Portfolio Delivery service brings
together into a single point
information to support balanced and
informed risk and reward decision
making.
45% of respondents report that

portfolio performance is not regularly
reviewed by key stakeholders so that it
aligns with the organisations
strategy.*
The Portfolio Optimization service

helps to make sure that the clients
portfolio is aligned to the business
strategy.
The Change Portfolio Operating
Model Design service assesses an
organisation's ability to deliver change
and recommends improvements
*Source: 4th Global Portfolio and Programme Management Survey,

PwC 2014
88

PwC
Strategy and
Corporate
Governance
Portfolio
Management
Operate and
Realise
Programme
and Project
Delivery
Maximising value
Portfolio Delivery
Builds a portfolio management framework with its constituent
governance, processes, tools and people
Portfolio Optimisation
Optimizes the selection and prioritization of programs within the
portfolio to help the organization efficiently achieve its strategy

Designs the operating model which enables the organisation to
achieve the changes necessary to deliver its business strategy
Managing value
*See page 36 for details of the 12 Elements of Delivery Excellence

PwC
Portfolio Delivery
Design, build and deliver a portfolio management functional framework with its
constituent governance, processes, tools and people
Overview
This service offering combines the work
of assessment (maturity) benchmark,
design of optimal framework, and
deployment of portfolio management
processes. It provides a single point
through which the organization can
deliver the portfolio by making balanced
decisions on risk and reward.
Portfolio Delivery engages with senior
management at the strategic planning
level, the annual budgeting and reporting
process cycle, and establishes protocols
for critical business decisions and
governance structures, focusing on the
operational performance and the
realization of benefits for Programs
across their entire lifecycle.
Client issues
Ineffective and slow decision making,
due to imbalanced governance
structures between Run the Business
and Change the Business functions
Focus on financial prioritisation
without assessing non-financial
factors (such as risk reduction, staff
satisfaction, client satisfaction or
environmental impact)
Functions are not aligned to the
portfolio and business needs, and often
have an unclear scope.
Change within the organisation, such
as a new management structure or IT
system, is affecting existing
programmes and projects. This
requires a review of processes and
approach to identify improvement
areas
Some functions are not integrated
across the enterprise, resulting in
shortage of available resource and
bottle necks that cause schedule delays.
Process and approach
Step 1
Step 2
Step 3
Assess and mobilize
Construct
Operate
Confirm Portfolio Drivers
Focus on:
Monitor, support, and

adjust the portfolio
Conduct As Is assessment Governance

of existing portfolio
Financial Management
activities
Benefits Management
Select Tool (optional)
Resource Management
Build further capability

and capacity to deliver
pipeline
Share learning and
lessons
Hold session(s) to
understand portfolio
sponsorship, how current
framework aligns (or not)
with strategic initiatives and
how it is governed?
Work with relevant

stakeholders to adopt and
sustain new working
practices by:
Establishing a consistent
process to manage
expectations, report on
Review and assess maturity
of the current Target
steering decisions, and
Operating Model for the
portfolio data;
portfolio, e.g. operating
Develop incentives for
models, spend/resource/
senior management and
project portfolios and
employees to fulfill their
definitions of spend.
new roles and achieve
Compile lessons learned ,
define strategic
opportunities and
objectives.
their KPIs;
Execute portfolio
reporting from
Programs including
management of risks,
issues, dependencies,
changes and benefits;
Consolidate and report
on performance
metrics and review
Benefits for realisation;
Continuously improve
prioritization of
portfolios and
investments;
Building consistent
Hold ongoing portfolio
processes and approaches
and Program reviews;
for active management of Provide support where
Define portfolio drivers and
the programs, and projects
requested or
attributes, and ownership
that support each
identified;
models/functions.
portfolio;
Manage the PPM
Re-establish the portfolio
Clearly re-defining the
improvement plan and
management and
roles and responsibilities
facilitate learning; an d
governance functions role,
of the target operating
Re-define portfolio
objectives, priorities and
environment model;
targets and KPIs to
portfolio KPIs.
Building the detailed
reflect internal and
Complete a business case
capability and capacity
external changes and
for investment in tools and
plan for the next year;
lessons learned.
resources.
Establish target operating
Appoint key team members
model and run pilot/s of
(in governance forum/s eg
process, tools and
steering group) and secure
governance forums;
their availability.
Perform manual and
Select the most appropriate

tools to support the
management of the
portfolio. (optional)
10
Report and
Consolidate
performance metrics
automated reporting cycle

reports for improvement ;
and
Develop, modifying or
configuring the portfolio
tool to support the
management of the
portfolios.

PwC
Portfolio
Management
Benefits of programme mobilisation
The team
Develops strong enterprise governance to allow a balance between Run

the Business and Change
the Business
Portfolio Lead
Takes a consultative approach to ensure the right parties are involved up

front and ongoing throughout the lifecycle
Builds strong collaborative leadership by removing organisational
barriers and improving communication
Identifies synergies and manages risks, issues and interdependencies
Ensures portfolio and PPM tools are fit for purpose.
Provides independent advice and data analysis that can be used to track
the business case of programmes and projects.
An experienced Portfolio
Management Lead specialised in
optimizing enterprise portfolios and
managing senior stakeholder
expectations.
Strategic Planner
A strategic planner with portfolio
rationalization planning experience
and expertise running portfolio and
program optimization metrics.
PPM Specialists
A team of experienced PPM staff with
the following areas of specialism:
Critical factors for service success
PPM maturity
Senior sponsorship with a willingness to lead collaboration across the

enterprise.
Portfolio maturity
Understanding of the current portfolio and its delivery challenges.

Utilization of standards and tools such as PPM software.
Governance and steering

committee reporting practices
Clear and valuable portfolio key performance indicators.
stakeholder communications
and management
Utilization of leading practice where it can add value.
PPM tools and Portfolio Analytics
Regular reviews of the resource, project, application, infrastructure

portfolio and Programs.
Portfolio Delivery engages with senior

management at the strategic planning level
providing a single point through which the
organization can deliver balanced decisions
on risk and reward across your organizations
portfolio.

PwC
11
Portfolio Optimisation
Optimizes the selection and prioritization of programs within the portfolio to help the
organization efficiently achieve its strategy
Overview
The outcome of Portfolio
Optimisation is a portfolio that is
aligned to the business strategy
focusing on:
Identifying all programs within
the scope of the portfolio;
Design of optimal frameworks
Evaluating the alignment between
business strategy and portfolio
prioritization criteria;
Step 1 -
Step 2 -
Assess portfolio scope Design and build

and construct
optimisation scenarios
Create full program
list with core details
Assess gaps in
evaluation criteria and
constraints
Run optimization
scenarios against
defined criteria, and
constraints. Conduct
Scenario workshops
Step 3 Test and sign off

portfolio roadmap
Share and sign off
optimized scenario
Initiate, cancel or
continue portfolio
Assessing the current portfolio

against constraints (e.g.
resource/budget) and targets (e.g.
Target Operating Model); and
Effective deployment of portfolio
management processes
Client issues
Incomplete understanding of the
portfolio picture (all current
programs).
Imbalance between mandatory,
tactical and strategic programs.
Lack of insight into business case
and benefits baseline versus the
benefits to be realized.
Lack of alignment and
communication between changes
to the enterprise strategy and the
change portfolio, leading to
misdirected investment in the
programs.
Poor visibility of the portfolio
performance against baselines.
Sub-optimal governance
structure, without sufficient
authority and insight to cancel or
pause programs.
12
Conduct a workshop
to establish the
business strategy,
breadth of the
targeted portfolio,
governance roles and
responsibilities.
Investigate the
current scope of the
portfolio, translate
strategy and Target
Operating Model into
prioritization criteria
and decide upon
thresholds.
Investigate any
delivery constraints,
e.g. budgets, resource
capabilities and
overall manpower.
Review currently
employed tools and
preferred methods
establish which
additional tools are
required.
Establish central data
repository and filing
structure for the
portfolio.
Run scenario modeling
workshops.
Determine format for
portfolio reporting
dashboards and
schedule.
Define a clear route for
decision making outside
and inside of the
portfolio.
Provide agreed number
of scenarios and
analysis.
Test scenarios
provided with
leadership team.
Refine scenarios,
constraints and
prioritization criteria
as necessary.
Sign off optimized
scenario.
Activate initiation
processes for new
program business
cases
Cancel and close
down misaligned
programs.
Hand over
sustainable portfolio
prioritization
process to client.

PwC
Portfolio
Management
Benefits of the Portfolio Optimization
The team
Strengthen portfolio boundaries by better understanding all inflight Programs.
Portfolio Lead
Maximize value of the portfolio against defined enterprise strategy

(including financial and non-financial benefits). This will include a
balance of programs that are:
- Exploratory Targeted on innovation and scrutinizing new
ways of operating the enterprise (R&D);
- Strategic Focused on building capability to fulfill strategic
objectives in future years. Typically limited financial and nonfinancial payback in the current annual planning cycle ; and
- Tactical Deliver operational improvements that directly impact
in-year objectives.
An experienced Portfolio Management

Lead specialised in optimizing enterprise
portfolios and managing senior
stakeholder expectations.
Strategic Planner
A strategic planner with portfolio
rationalization planning experience and
expertise running portfolio and program
optimization metrics.
PPM Specialists
A team of experienced PPM staff with the
following areas of specialism:
Maintenance Sustaining systems, processes and resource

requirements.
PPM maturity
Governance Creation of an efficient governance and controls

structure which maximizes the value of the portfolio against business
strategy.
Governance and steering committee

reporting practices
Portfolio maturity
Stakeholder communications
and management
PPM tools and Portfolio Analytics

Senior leadership support in the run and change business functions.
Clear articulation of strategy, measurable objectives and success
criteria.
Sufficient delineation between change and run the business
functions but with joint governance (embed governance with
sufficient authority to make program cancellation decisions).
Agreed definition of mandatory change.
Skilled resourcing in the Portfolio Management Office to run the
Portfolio Management processes.
The Portfolio Optimization is a robust method

of strengthening the alignment of strategy to
business outcomes, and maximising the value
from the organisations total change activity.

PwC
13

Designs the operating model which enables the organisation to achieve the changes
necessary to deliver its business strategy
Overview
The PwC Change Portfolio Operating
Model Design service assesses an
organisation's ability to deliver change
and recommends improvements by
reviewing:
Governance of the portfolio;
Planning, reporting and managing
change, and the supporting systems;
Skills and resources available to
deliver change;
Organisation and management
processes needed to support and
sustain an effective change delivery
function;
Methods, tools and knowledge
management which support delivery;
and
The results achieved by the change
team and how/why these might vary
from the objectives of the business.
Client issues
Misalignment of the change portfolio
with the needs of the business and the
corporate strategy
Unmanageable volume of
change/unacceptable impact on the
business
Duplication of effort/wrong order of
execution/fragmented and
contradictory initiatives
Skills gaps resulting in no change,
poor change, or wrong change
Late or expensive change, or change
which is not needed by the time it is
delivered
Difficulty in managing change e.g. due
to inconsistent methods, tools,
systems and measures
Barriers to change such as too much
focus on mandatory change, or
overburdened SME resources
Suspicion that competitors are better
at change and the organisation is
being left behind the market
Step 1 - Mobilise
Step 2 - Assess
Step 3 - Design
Engage with sponsors and

key stakeholders to rapidly
understand the
fundamentals of the
organisation and the
change delivery function
Desktop assessment of key

data e.g. skills and resources,
methods, tools and systems
Analyse and report on

the findings; draw out
strengths on to build on
Deploy the team quickly to

assess key aspects of
change delivery capability
Interviews with key people:

Recommend actions to
change practitioners, their
improve performance
customers, and teams such as
and value. Focus on
strategy, business
improvements which can
architecture, operations, and
be made quickly and with
procurement
most impact
Refine the change TOM
Work with the sponsor(s)

and key stakeholders to:
Work with relevant

stakeholders to :
Understand the business

strategy, change horizon,
and drivers for change in
the business and the
industry;
Complete a review of
governance arrangements
and how they work in
practice;
Understand operating
model of the change
delivery function(s) e.g.
global vs divisional,
communities of practice;
Understand the delivery
model e.g. change
origination process,
planning, resourcing
process, stakeholder
engagement model,
reporting and change
delivery processes;
Understand the people
strategy e.g. leadership
approach, comms process,
people proposition,
internal/external mix of
staff, training and
qualifications;
Conduct a skills survey to
evaluate the as-is
capability of the delivery
teams e.g. specialists vs
generalists, areas and
levels of expertise; and
Conduct interviews with

change staff and key
stakeholders, to evaluate the
effectiveness of delivery in
practice; provide early
feedback on themes e.g. in
relation to the operating
model, delivery model,
people strategy;
Analyse the interviews to
identify areas for discussion
regarding related functions
e.g. Finance, Procurement,
Operational Risk,
Outsourced or offshored
teams/functions;
Analyse the skills survey and
pull out key messages;
Complete a desk top review
of methods, tools,
knowledge management,
and training;
Work with the sponsor(s)

and key stakeholders to
identify findings and
recommendations which
enable realistic and
prioritised actions:
Governance, planning
and management
information;
Organisation,
leadership, comms, and
management of people
and resources;
As-is skills analysis
and overview of
potential gaps;
Performance, and
stakeholder
feedback/observations;
Systems portfolio
management, financial
tracking and forecasting,
resource management,
reporting;
Knowledge management
and training;
Industry context and
comparators, good
practice examples;
Complete the assessment

phase, and agree on a
suitable format for providing Summary of themes and
priority areas
the analysis and findings;
for action; and
and
Articulate the change

Prioritise areas for
Create a strawman change
target operating model
assessment based on
target operating model and
and a suggested
strengths, and the
consult with key
implementation plan
presenting issues and their
stakeholders
likely causes
14
PwC
Portfolio
Management
Benefits of the Change Capability Assessment
The team
Provides insight into the key strengths of the change delivery team and
the priority areas for improvement
PwC will provide a successful and

experienced team to deliver the
Change Portfolio Operating Model
Design service.
Offers a point of view based on collaboration, experience and working

closely with stakeholders
Actionable and prioritised recommendations, based on identifying root
causes to real measureable gaps in performance
Flexible approach to scope, so that emerging areas of priority can be
assessed in more detail where required
Findings set in the context of the business strategy and the role of the
change delivery function in the organisation
Change Target Operating Model articulated and stakeholder acceptance
enabled through consultation, collaboration and focus on addressing
key themes for improvement
Roadmap/plan give clear guidance on how to implement the improved
Change Operating Model
Assessment Lead
Will work with senior leadership to
facilitate focused collaboration and to
agree findings which enable realistic
and prioritised action to increase the
likelihood of achieving successful
change.
Design Team
Will provide the breadth and depth of
change operating model design
experience appropriate to the specific
needs of the organisation and key
sponsors.
Networks

CEO, CIO, COO sponsorship with a willingness to lead collaboration
across the enterprise
The Change Portfolio Operating

Model Design service can also include
assessment of neighbouring teams
such as portfolio management.
Understanding of the current portfolio and its delivery challenges

Access to the business strategy and measures of performance of the
change function
Realistic and pragmatic approach to providing insight and value, based
on experience and appropriate scope
Access to neighbouring teams and the customers of the change team in
the business
The PwC Change Capability Assessment establishes

what the client needs to do to enable delivery of
strategic change, by highlighting priorities for
developing the change delivery team, its role and
focus, and its operating model and supporting
infrastructure.

PwC
15
Programme and
Project Delivery
We help our clients improve their
capability to manage and deliver projects,
programmes and portfolios of work.
To do this we gain a deep understanding of
the types of initiatives they are
undertaking and plan to undertake, the
environment and constraints under which
they operate and their current and desired
levels of capability.
Execute
The Programme Mobilization service
provides targeted recommendations on
improving portfolio operations.
The Programme Maturity Assessment
service provides recommendations as to
how the organisation can improve its
programme management.
Agile Transformation enables the
flexibility that recognizes the importance
of speed and diversity in the way we work.
Increasingly, organizations are breaking
the mold of applying a single, one size
fits all approach to projects.
Program Recovery supports alternative
project approaches as our organizational
realities are frequently complex and may
require more drastic actions for success.
Project Assurance service helps navigate
the risks of transformation programs to
enable the execution of their strategies
and realization of the intended benefits.
60% of Executives versus only

36% of their staff viewed
programmes as successful*.
*Source: 4th Global Portfolio and Programme Management Survey, PwC
2014
16
16
PPM
PPMService
ServiceCatalogue
Catalogue
PwC
PwC
Strategy and
Corporate
Governance
Portfolio
Management
Operate and
Realise
Programme
and Project
Delivery
Maximising value
Programme Mobilization
Establishes an intelligent PMO with the governance, processes, tools and
methods to provide the insight, control and maturity to deliver your
programme efficiently
Delivery Maturity Assessment

Diagnostic tool assessing the maturity of the delivery capability for a
portfolio/programme and creates actionable recommendations specific to the
business context.
Agile Transformation
Increasingly, organizations are breaking the mold of applying a single, one
size fits all approach to projects.
Program Recovery
Identifies alternative project approaches and strategies, which can place a
project firmly back on track and salvage current and future investment.
Programme Assurance
Navigating transformation program risk to enable the successful execution of
their strategies and realization of the intended benefits.
Managing value

PwC
17
Programme Mobilisation
Establishes an intelligent PMO with the governance, processes, tools and
methods to provide the insight, control and maturity to deliver your
programme efficiently
Overview
Programme Mobilisation is designed
to help you set the tone and pace of
your programme, and to point the
programme in the right direction
from the outset.
PwC will work with you to develop
the maturity of your PMO so that you
are able to get to a level of control
suitable for the complexity of your
programme. PwC will draw on our
12 Elements of Delivery Excellence,
and deploy the tools, methods and
governance models that will provide
assurance that your programme is
being delivered in a controlled way.
PwC will help develop the maturity of
your PMO so you get the insight you
need to take decisions and ensure
your programme remained focused
on your strategic priorities.
The service is designed to be rapidly
implemented and therefore is
especially beneficial when your
programme is time-critical or of
high value.

Step 1
Step 2
Set up the Programme Management

Office
Build programme maturity
Rapidly mobilise the programme team
Introduce controls to minimise delivery

risk
Assess current PMO functions and

introduce standard project management
tools & processes
Ensure an initial 30-day plan is in place to
keep delivery focused while the PMO is
being set up
Keep the programme focused on delivering

business benefits
Establish organisational chart to define

as is state and project hierarchy
Establish processes to control changes

to the scope, cost, quality and benefits
of your programme.
Review currently employed tools and

preferred methods establish which
additional tools are required
Run workshops to:
establish roles & responsibilities
scope the programme and delivery
outcomes
plan activities and agree priorities
identity key risks
Client issues
Youre embarking on a complex new
programme and want to demonstrate
to your stakeholders that youre in
control of delivery from the outset.
You have a programme underway but
you dont feel fully in control due to:
lack of visible sponsorship;
not getting the information you
need to take key decisions about
the programme;
risks are not properly understood;
delivery timescales are unclear;
lack of confidence about whether
the programmes on track to meet
your strategic aim or deliver
expected benefits;
Provide intelligent reporting to help you

make informed decisions
Embed the PMO in your organisation
Understand interactions and

dependencies with your third party
suppliers.
Define how third-party supplier
contracts will be controlled, and
manage their deliverables and invoicing
processes.
Introduce cost reporting as a standard
part of regular progress reporting.
Populate standard project documents

such as risks and issue registers
Assess steps required to develop a

performance scorecard to enhance
potential for successful delivery.
Identify key stakeholders & suppliers

and understand how they interact with
the programme
Introduce the concept of quality to

individual work-packages.
Establish a central repository and filing

structure for programme
documentation
Establish a communication strategy to

ensure your stakeholders get the right
messages at the right time.
Develop delivery-enabled plans.
Undertake a technology needs

assessment
Baseline the Project Initiation

Document (PID).
Determine the format for programme

reporting and agree reporting cycle
arrangements
Discuss recommendations for

embedding the PMO into your
organisation.
Define the decision-making process
Communicate good practice and

provide on-the-job coaching to your
team to build your future PMO in-house
capabilities.
Deliver an overarching 30-day plan

based on the different priorities from
each functional area
costs are spiraling;

slow to react quickly to new
opportunities or challenges; and
18
different messages being received

about the status of the programme.

PwC
Programme and
Project Delivery
Benefits of programme mobilisation
The team
Demonstrates effective leadership, focused on programme direction
Provides confidence in your programmes progress and ability to deliver
Quickly gains control over your programme by deploying a customised set of

programme management tools and processes
Provides a framework that increases the chances of finding dependencies and

common interests across projects
Enables you to act on new opportunities and control changes to the programme
An experienced PMO Lead specialised in

rapid PMO deployment across complex
programmes and senior stakeholder
engagement.
Eliminates multiple versions of the truth by creating a single point of control for
project documentation
Specialist Planner (optional,

depending on complexity)
Enables you to make the decisions at the right times by providing intelligent
reporting information
Active engagement from your senior leadership team - being available when
necessary, support with stakeholder buy-in and ensuring the right people are in
attendance at key workshops
Agreement around the vision and objectives of the PMO
Access to all appropriate documentation so our team can understand your

programmes current set-up
Well provide a successful and experienced

team tailored to the needs of your
programme:
PMO Lead
A planner with MS project expertise and

further expertise of a project server such as
CA Clarity or Primavera.
PMO Specialists
A team of experienced PPM staff with the
following areas of specialism:
risk management
project planning
Support across all business units for using the standard programme management
methods and tools put in place by the PMO
stakeholder communications
and management
Commitment from your programme lead to resolving issues rapidly
benefits management
financial modelling
governance and reporting
e-tools deployment
best practice advice and coaching
The PMO sets the foundations for effective

deliveryhowever the real benefits are seen
when the PMO is mature enough to provide
insights into the status of your programme

PwC
19
Delivery Maturity Assessment

Our diagnostic tool assesses the maturity of the delivery capability for a
portfolio/programme and creates actionable recommendations, specific to the client
business context
Overview
This service assesses the effectiveness of
an organisations delivery capability
from three perspectives: insight, control
and efficiency. These can be measured
through five levels ranging from:
Level 0: Non-existent No
identifiable management in place with
no influence on project success; to
Level 5: Optimised A leading

practice standard with appropriate
stakeholder involvement, which plays
a critical role in the success of
portfolio/programme management.
Our assessment specialists will review

the Portfolio/Programme Management
function against benchmarked standards
and known good practice to prioritise
areas of focus.
Client issues
Recent programmes have failed to
deliver the expected outcomes and
benefits and a review of the delivery
capability and maturity is required.
Poorly defined portfolio scope and
inadequate change control. This
results in poor alignment of
programmes and projects to the
enterprise strategy, which can result in
wasted resources.
Inconsistency and a lack of
standardised approach to the delivery
of programmes and projects, and their
interdependencies, lead to
inconsistent reporting and
management information, resulting in
in sub-optimal decision-making
regarding portfolio/programme
performance.
Current capability to achieve the
strategy is not understood, which can
lead to highly ambitious strategies
that cannot be delivered, resulting in
stakeholder dissatisfaction.
Step 1 - Mobilisation
and definition
Agreed review scope and
plan
Resource plan detailing
roles and responsibilities
Document request list
Interviewees list
Step 2 - Review and

analysis
Stage 3 - Reporting
and next-steps
Minutes from interviews
Final report
Log / audit trail of

documents received and
reviewed
Executive summary
Initial findings and

recommendations for
discussion
Lessons learned report
Executive briefing slides as

required
Adjusted work plan (if

appropriate)
Agree scope of review based Review project

Develop final report
on the 12 Elements
documentation against
Prepare executive
framework
best practice to identify
summary / briefings as
and assess key risks to
Agree work plan and roles
required
the programme / project
and responsibilities
Perform a lessons learned
Interview stakeholders
Agree methodology and
workshop with the client
and project
report template
team
management team
Set up Programme
members to establish
Maturity Assessment ontheir expectations and
line tool
hear any issues /
concerns
Gather key project
documents (business case,
Communicate any
plan, risk log, progress
serious issues or risks
reports etc)
immediately to ensure
that quick resolution
Agree interviewees (key
can be sought
stakeholders, programme
manager, PMO staff,
Enter responses to
suppliers etc)
question set on
diagnostic tool and
generate automated
report to support
analysis
Limited oversight of
interdependencies and synergies
across programmes.
Lack of centralised control around
financials and resources.
Document observations
and discuss initial
findings and
recommendations with
client team
Prepare draft report for
client feedback
*See page 36 for details of the 12 Elements of Delivery Excellence.
20

PwC
Programme and
Project Delivery
Benefits of the Delivery Maturity Assessment
The team
A client can understand the current maturity and management capability to

deliver the portfolio/programme, and use this to inform decisions relating to the
risk exposure (e.g. a high complexity/scale delivery with low maturity would be
subject to significant risk).

experienced team, fully enabled to
perform the Delivery Maturity
Assessment.
Independent advice and independent data analysis.
Engagement/Assessment Lead
An organisation can gain insights into its delivery effectiveness either by

comparing parts of the organisation with each other or by comparing itself with
peer organisations.
The engagement lead will work together

with senior management to complete the
maturity assessment, agree priorities and
agree actions to start to improve the
maturity score.
Clearly articulated opportunities for improvement, prioritised to achieve the

required capability to deliver the portfolio/programme successfully.
A process improvement plan, presenting a clear way to develop PPM with
solutions that can be adopted across the wider organisation.
Recommendations that allow good practice to be embedded and taken forward,
giving the client the capability to deliver the portfolio/programme.
Specialist Maturity Assessors

An experienced group of maturity
assessors will be deployed who have
expertise in the key areas to be assessed,
for example:
Leadership and governance;
Prioritisation / delivery planning and

execution;
Knowledge of what is to be achieved from the maturity assessment.
Performance and benefits;
Full access to the required organisational and PPM information is critical in

order to assess the maturity of the PPM capability in the entire organisation and
its overall approach to PPM.
Tools and technology; and
Clear communication of the benefits of a maturity assessment within the client

organisation.
Senior level and employee engagement.
Focus on impact timescales.
Understanding the risk profile of the current portfolio/programme of activity.
Portfolio/programme verticals, e.g.

Technology, Financials and Operations.
Subject Matter Experts
Some assessments will require unique
insights into areas of the enterprise, such
as creativity, human resource design and
effectiveness, IT function effectiveness,
innovation or product development. These
specialists can be drawn from across the
firm.
The Delivery Maturity Assessment will

establish the clients current capability to
deliver the portfolio/programme, determine
the maturity level and prioritise opportunities
to deliver successfully.

PwC
21
Agile Delivery
An iterative, incremental and collaborative process of delivery or managing any work
where solutions evolve in dynamic environments.
Overview
PwC's approach to agile delivery

will enable clients to realise value
incrementally across projects and
programmes, specifically:
Putting agile delivery into practice involves establishing the right process and
environment to foster and enable a new way of working.
Introducing the agile principles

into a part of the organisation
and enabling it to grow.
Tailoring the agile model to align
with its culture.
Stage 1 - Mobilise and

initial analysis
Stage 2 - Establishing the

right processes and
environment
Stage 3 - Delivery
Review current state delivery

methodologies and
techniques.
Embedding agile delivery,

roles and responsibilities.
Iterative delivery, value

realisation and continuous
improvement.
Understand the project or

programme level vision,
objectives and priorities.
Agree the organisation

and delivery model
(appropriate level of
rigour).
Requirements analysis;
produce initial backlog
and release plan.
Establishing a hub to promote

collaboration and shared
ownership across functional
teams.
Focusing on delivery, providing
leading indicators and
transparency to leadership,
empowering team members, and
delivering on time and to cost.
Improving quality,
demonstrating control and early
delivery of value.
Standardising delivery roles,
responsibilities and techniques.
Breaking complex problems into
manageable components and
increasing responsiveness to
changing priorities.
Client issues
Clients are often uncertain of the

optimal solution early in the
delivery lifecycle.
Projects and programmes are
typically inflexible and slow to
respond to changing
requirements, scope and evolving
priorities.
Cross-functional teams not
working in collaboration, causing
silos and miscommunication.
Business value is not realised
until the end of a project or
programme.
22
Assess the maturity,

culture and daily practices
of the team.
Assess current processes,
techniques and
environment.
Perform skills analysis
and identify any skill
gaps.
Review / develop case for
change.
Communicate with
stakeholders, set
expectations and gain
commitment into new
ways of working.
Roles and responsibilities
defined and training
needs identified and
delivered to core team.
Establish a hub (including
governance and
processes) enabled with
an agile operating
rhythm.
Agree risk and issue
management approach.
Identify and manage

risks and issues.
Iteration planning;
prioritise requirements
using MoSCoW, agree
iteration sprint backlog.
Daily stand up meetings
scrums.
Execute the iteration
sprint which involves a
development cycle with a
sub-set of design, build,
test and deploy.
Conduct quality review
and lessons learnt from
iteration sprint.
Present working
deliverables show and
tell to product owner
and stakeholders.
Ongoing review and
continuous improvement
based on team velocity
data.
Ongoing business sponsorship, commitment and collaboration

Ongoing review, learning and continuous improvement

PwC
Programme and
Project Delivery
Benefits of agile
The team
Early indication of risks High visibility of project progress,

obstacles, risks, issues and dependencies.
PwCs agile team has the business and

technology experience to help clients
deliver their business scope and
deliver immediate business value
using PwCs approach to agile.
Greater stakeholder engagement Business stakeholders are

engaged throughout the project (not just the beginning), and have the
opportunity to provide feedback and shape the product.
Strong collaboration and team work Cross-functional high
performing, and self-organising teams allows better utilisation of
resources, team autonomy and empowerment.
Strong client relationships and trust Incrementally designing
solutions with the client allows relationship building relationships and
the ability to gains trust.
Control over timescale and budget Greater control over
timescales and budget, with focus on prioritising scope, requirements
and to deliver on time.
Rapid realisation of value and benefits Products are delivered
at the end of each Sprint and early in the process.
Greater flexibility Ability to revise and refine scope (outside the
current sprint).
Critical factors for execution success

Customer satisfaction through early and continuous delivery of
valuable products.
Effective responsiveness to change for the customer's competitive
advantage and evolving requirements.
Deliver working products more frequently, with a range of weeks to
months, with a preference to the shorter timescale.
Business people and developers working together daily throughout the
project in a collaborative approach.
Build projects around motivated individuals to give them the
environment and support they need, and trust them to get the job
done.
The deployment an efficient and effective method of conveying
information to stakeholders and within the project or programme
team.
Continuous attention to quality and good design enhances agility.
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behaviour accordingly.

PwC
Our team of professionals consist of

agile project management specialists
with strong track records of leading
and delivering agile project and
programmes .
Central to the agile team is the Project
Manager. They are usually the most
senior full-time member of the
implementation team. They will
provide alignment between the
product owner business stakeholders
and the delivery team by overseeing
the reporting mechanisms to enhance
the development process.
The delivery team also incorporates
traditional roles such as functional,
technical, architecture, quality and
infrastructure leads (depending on the
size of a project a single team member
can take on multiple lead roles),
business analysts and developers with
the skillsets in agile to collaborate in a
high performance agile team
environment.
All of these individuals comprise the
PwC agile team. With their deep agile
expertise and industry experience,
they will help clients get the most
value out of their business goals.
PwCs agile service brings
flexibility to clients and enables
greater collaboration, resulting in
the delivery of rapid, incremental
business value
23
Programme Recovery
Our four phase Project Recovery framework identifies alternative project
approaches and strategies, which can place a project firmly back on track
and salvage the current and future Investment.
Overview
Our senior experts will take

immediate actions in order to
address very critical issues first,
the goal is to buy time to
methodically improve the
project's longer-term prospects.
Step 1 - Stabilize
Recognize the issue and
engage
stakeholders/leadership.
The service assess your projects

current state to identify problem
areas, then perform a root cause
analysis to design point solutions
for rapid recovery and correction.
Identify and secure key

resources and assets
Access to why it went wrong
and where it fit within the
strategic focus of the
organisation.
Our senior experts will identify

alternative project approaches
and strategies to help salvage
your project investments. With
their experience and knowledge
our senior experts will perform
immediate actions in order to
stabilize the project and to buy
time to methodically improve the
project's longer-term prospects.
Identify and shore up priority

operational processes.
Maintain progress on critical
tasks and manage the key
stakeholders relationships
Define/agree short term
scope to continue &/or
discontinue
Buy time to methodically
improve the projects longerterm prospects
Client issues
fixing and sustaining scope
clearly defining expectations
Lack of coordination with related

efforts
Projects fail to deliver what was

originally promised
Deliverables
No clear Mission. Goal, Vision,

Objective or Direction
Little recognition of postimplementation benefits
Evaluate actual status

Initiate and estimates to
complete
Create a mitigation plan
Review PMO (People
Processes and Systems)
Identify both root-cause
& go forward risk
Re-assess / prioritize
objectives, business
case, benefits, revenues,
& costs.
Re-assess change &
knowledge management
& operational processes/
controls
Review Lifecycle
deliverables
Review defects logs
Stakeholder and project team

engagement, so that there is
the will to make it work, and
clear way forward.
defining tasks
Lack of focus
Step 2- Analyze
Stabilized environment
Quick-Wins
Regular Executive
summary reports and
presentations
Detailed Assessment
Report
Mitigation Plan
Risk Inventory
Interdependency Map

24

PwC
Programme and
Project Delivery
Process and approach (cont)
The team
Engagement Lead
Step 3 - Reposition
Update Business Case &

Benefits Planning
Revise and re-baseline plan
Introduce revised project
management processes
(including governance and
assurance).
Replace, Augment and
Secure Resources
Update requirements tracing
to revised benefits/business
case
Introduce revised technical
management
Update requirements tracing
to revised benefits/business
case
Introduce revised technical
management
Step 4 - Action
Put in action plans

changes developed during
repositioning
Continued management
diligence and assurance to
ensure that the causes of
the original crisis are not
repeated in the
repositioned project
Collaborating with the senior

leadership throughout the whole
project secures a fast and
successful project recovery . The
lead coordinates delivery of the
project on a day to day basis,
ensuring it remains aligned and
fulfills the defined milestones.
Senior Experts in Project

Recovery
An experienced group of project
and program management experts
having a track record of successful
restructuring and delivering
mission critical projects and
programs. With 10+ years of
experience our expert team will
identify all the immediate actions
needed in order to stabilize the
project and to buy time to
methodically improve the project's
longer-term prospects.

Deliverables
Revised project plan

Mature status reporting
Regular assessment
reports
Regular Executive
summary reports and
presentations
Regular Executive
summary reports and
presentations
Steering Committee
Presentations
Steering Committee
Presentations
Some engagements will require

unique insights into areas of the
enterprise, such as creativity,
human resource design and
effectiveness, IT function
effectiveness, innovation or
product development. These
specialists can be drawn from
across our competencies.
Critical Success Factors
C-Level sponsorship with a willingness to lead collaboration across the enterprise
Strong Top Level Management support
Commitment of project team and all stakeholders
Prioritization and focus on immediate actions
Understanding of the current project and its delivery challenges

PwC
25
Project Assurance
Navigating transformation program risk to enable the successful execution of their
strategies and realization of the intended benefits.
Overview
Project Assurance has a significant role in
helping our clients navigate the risks of
transformation programs to enable the
execution of their strategies successfully
and the realization of the intended
benefits.
We quickly and effectively identify the
risks and areas for improvement in
projects that are of concern to senior
management or are critical to the
organisation.
Our project assurance approach aims to
assist the full range of stakeholders
including those who sponsor, govern and
manage a project, program, or portfolio to
understand the likelihood of success, and
give practical and experiential advice and
insights.
Client Issues
Mitigating the common key challenges
will provide transparency and confidence
to stakeholders, and increase the
likelihood of success.
Managing project interdependencies
across people, process and technology.
Project and program level reporting
that enables transparency and
confidence.
Early analysis, identification and
treatment of complex risk and issues.
Confidence in the schedule and budget
estimates and managing project
contingency.
Preparation and readiness for business
change, including the analysis of defects
and cumulative impact of workarounds
on business operations.
Managing key person risk and
maintaining required resource levels
through the life of the project.

26

Step 1 Identify project
assurance needs
Step 2 Agree the timing

and scope of review areas
The risk based project or

program assurance needs are
identified up front and a plan
developed and agreed.
The plan will include periodic
health check reviews at critical
stages in the lifecycle. In
addition, deep-dive reviews
should be conducted on those
areas deemed highest risk to
the success of the project.
The assurance plan will be
reviewed and adjusted
throughout in accordance
with the evolving project risk
profile.
When developing the plan, we

consider:
Length, structure and nature
of the program
Areas of high risk
Timing of reporting
requirements
Periods of high delivery
pressure
In-house capability and skills,
including other assurance
activity
External factors affecting
availability of information and
staff.
Portfolio and organisational
dependencies and influences.
Indicators of the need for Project Assurance

Organizations that have the following indicators can significantly
benefit from Project Assurance:
Engaged with complex or risky projects.
Concerns with project budget, schedule, and status.
Significant transactions or organization transformations, or
systems initiatives underway.
Recently implemented solutions that are not realizing expected
benefits.
Recent mergers that require process and system consolidation
to achieve merger synergies.
A portfolio of projects that individually are not risky, but
collectively become high risk.
Compliance or regulatory-related initiatives that require
assessment of whether objectives will be met within acceptable
timelines.
New, unskilled project team or lack of experience in delivering
projects.
PwC
Programme and
Project Delivery
The team

Step 3 Conduct reviews
Step 4 Report findings

experienced team to deliver the
service.
Engagement Lead
Reviews come in the form of

both deep dives into specific
risk areas, and holistic reviews
of program controls. Typically
they will be via:
Desktop document review of
key program information.
Interviews with key project

staff, either individually or
in small groups.
Liaison with other risk and

assurance teams.
The reviews will report key

findings, priority areas for
improvement, good practice
recommendations and
lessons learned, along with
an action plan for
implementation which
identifies action owners and
deadlines for completion.
Will work senior leadership to

facilitate focused collaboration and to
agree findings which enable realistic
and prioritised action to increase the
likelihood of achieving successful
change.
Senior Experts in Project
Assurance
Our team are all fully trained
accredited in our global
methodologies and also have
experience in delivering programs to
ensure recommendations are
experienced based and pragmatic.
The standard global methodologies are the Project Assurance

Framework (for deep-dives) and the 12 Elements of Project
Management Excellence.
Supporting our core project assurance

teams are experts in the industry,
products or processes at the heart of
the projects.
Critical success factors

Supplementing the core Project Assurance capability should be experts that are familiar with the product or
industry processes at the heart of the transformation business case.
Processes should be agreed to ensure recommendations are monitored.
Review areas must be based on the dynamic and evolving profile of the projects.
A degree of independence from the delivery team is mandatory however strong relationships with the team are
important to ensure transparency and understanding.
Project assurance can assist the full range of
stakeholders including those who sponsor,
govern and manage a project, program, or
portfolio to understand the likelihood of
success, and give practical and experiential
advice and insights.

PwC
27
Operateand Realise
We help our clients to identify and
quantify benefits up front and to ensure
that these are realistic and form the
foundation of business cases.
We also help our clients to track and
monitor the realisation of benefits and to
embed their ongoing realisation beyond
the lifespan of the project.
Realise Value
Structuring the identification,
quantification, management and
ultimately realisation of benefits; and
ensuring these form both the foundation
of individual business cases and are a key
input to the iterative process of selecting
the right portfolio of projects.
24% of PPM responders say that costs

are not clearly defined at the
appropriate level within the lifecycle of
delivery or scrutinised prior to
approvals*.
2014
28
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PPM
PPMService
ServiceCatalogue
Catalogue
PwC
PwC
Strategy and
Corporate
Governance
Portfolio
Management
Operate and
Realise
Programme
and Project
Delivery
Maximising value
Benefits Realisation
Structuring the identification, quantification, management
and realisation of benefits; and ensuring these form both the
foundation of individual business cases and are a key input to
the iterative process of selecting the right portfolio of projects.
Managing value

PwC
29
Benefits Management
Delivering value through focused, informed and fact based decision making.
Overview
The key driver of programs and projects is the
desire to deliver value or benefits to an
organisation. Benefits Management ensures
that an understanding of available benefits forms
the basis of all investment decisions and
continues to be the focus to maximise realisation
of benefits during and post implementation.
Effective benefits management ensures
that:
The benefits of a project or program are
understood, articulated and aligned with the
organisations strategic objectives;
There is clear accountability and transparency
for the realisation of benefits, that includes
business ownership;
Program delivery aspects are arranged to
ensure a continued focus on benefits realisation
throughout the life of the program as well as
beyond;
Forecast benefits are achievable & continue to
represent value for money; and
The focus on, and realisation of benefits is not
lost with transition to BaU.
Client issues
We support our clients in addressing the
following challenges;
The program is delivered on time and to
budget but the benefits are not realised as
expected.
The program is focused on deliverables rather
than delivering benefits.
The interdependencies with other programs
and how benefits are allocated across projects
claiming the same benefits are not clear or
understood.
Business ownership and accountability for
benefit realisation is not clear.
The governance, culture and behaviours of the
program team do not support effective benefits
realisation.
Data to support benefits management is not
available.
Benefits are not clearly measured or reported.
Benefits are realised but not sustainable.
Step 1 Identify
Step 2 Plan
Identify and agree

program or projects
benefits
Create Benefits
Management Plan
addressing who, when and
how the benefits will be
realised along with plans
to manage associated
risks, assumptions and
dependencies
Create benefit maps to

align benefits to
organisations strategy as
well as the initiatives that
will create the capabilities
to realise them.
Create benefits profile to
identify preliminary
measures, risks,
assumptions, ownership
etc. for each benefit.
Update business case with
benefit profiles.
Undertake baseline
measurement/agree
frequency for remeasurement.
Create Benefits Register.
Establish Benefits
Management roles and
governance including a
Benefits Manager role.
30
Operate and
Realise

Step 3 Execute
Benefits of our approach

Our approach provides our clients with:
A clear understanding of the benefits and how
these drive strategic achievement;
Execute Benefits
Management Plan
Use lead indicators to drive
performance
Capture and leverage
emergent benefits and
mitigate any dis-benefits
Take corrective action as
appropriate
Update Benefits
Management Plan, Program
Management Plan and
Benefits Register
A firm understanding of how these benefits will

be measured throughout the life of the program
and beyond as well as who owns them;
Clarity on if benefits are being released and
what rate to support senior decision making;
An understanding of whether or not programs
and projects continue to be viable in the
context of the benefits available
Ensures that the project is delivered and that
the benefits are sustained after
implementation.
Assess benefits realisation

effectiveness
Use lag indicators to measure
outcomes
Compile and document
lessons and feedback into
investment decision making
process
Implement corrective actions
Report results
Our benefits management approach moves

benefits realisation from the periphery to the
heart of program delivery.
31
Capabilities
When considering the effectiveness of a
programme or portfolio's delivery structure there
are three main themes PwC investigates, namely:
Insight, Control and Efficiency. These are
expanded below:
Insight
We assess the fitness-for-purpose of
programme/portfolio information flows and
decision support systems. In practical terms, this
involves a detailed assessment of the governance
structure (e.g. meeting structure, roles and
responsibilities, management cycle), the
management reporting (e.g. usage of trended
metrics/data, subjectivity, correct mapping of
reporting to governance meetings, robustness of
underlying MIS) and the communications and
stakeholder management processes (e.g.
communications strategy, internal/external
stakeholder maps, benefits ownership).
Control
We assess the maturity of core programme
management processes, their inputs and outputs.
In practical terms, this involves a detailed
assessment of what is being delivered (e.g.
benefits, requirements, assumptions, scope,
quality), when is it being delivered (e.g. critical
path, dependencies, milestones), how is it being
delivered (e.g. budgets, resources) and what may
impact delivery (e.g. risks, issues, opportunities).
High performing project organisations

deploy approx 20% more key PMO
capabilities than comparable lowperforming organisations
Efficiency
We assess the extent to which the delivery
organisation is optimised. In practical terms, this
involves analysis of the delivery model (e.g. usage
of external suppliers, most appropriate use of
resources - and their skills and capabilities,
framework for training/up-skilling), supporting
systems (e.g. extent of shared supporting system
usage [Clearquest, Project Server, Test Director
etc], level of automation, single source of truth)
and usage of standard approaches (e.g. consistent
delivery methodology, common processes, shared
templates).
*Source: The State of the PMO - 2007-2008

A Benchmark of Current Business Practices
Center for Business Practices (CBP) Report
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PPM
PPMService
ServiceCatalogue
Catalogue
PwC
PwC

PwC
33
The 12 Elements of Delivery Excellence

All of our work is underpinned by practical experience
We know there are many dimensions to the effective delivery of programmes. If undertaken
well, the 12 Elements of Delivery Excellence can contribute significantly to overall success.
Governanceenabling
decision
making
Focused
benefits
management
Managed
risk and
opportunities
Engaged
stakeholders
Clear
scope
Embedded
lifecycle
assurance
and learning
The 12
Elements
of Delivery
Excellence
Highperforming
teams
Smart
financing
Delivery enabling
plans
Active quality
management
Integrated
suppliers
Agile change
control
Element
Our capability
Clear scope
The scope of the programme is
defined, complete, communicated
and agreed and it supports the
objectives of the business strategy.
Define design principles and gather business and functional requirements.

Align scope to business strategy securing commitment from key stakeholders.
Articulate constraints and dependencies confirming scope to be included.
Engaged stakeholders
Identifying and managing
stakeholders so that they are
committed, appropriately informed
and contribute to the success of the
programme.
Identify and assess the stakeholders who are impacted or will be influencers to the realisation of the
programme benefits. Map stakeholders to the programmes outcomes and benefits.
Develop and deliver tailored stakeholder change interventions and communications to support the delivery
of programme benefits.
Track stakeholder alignment with the programmes vision and deliver interventions when necessary to
maintain that alignment.
Governance-enabling decision
making
Enabling leaders to govern with
confidence, making timely decisions
using high quality management
information.
Understand the organisations appetite for change and identify who will sponsor and drive the programme.
Provide structure, processes, forums and procedures to control programme operations including escalation
channels.
Define roles and responsibilities to incorporate strong leadership and challenge.
Create efficient reporting and identification of issues based on accurate information with the decisions
required highlighted and impacts identified.
34

PwC
Element
Our capability
Focused benefits management

Developing a realistic business case
subjected to an appropriate level of
challenge with benefits clearly defined,
owned and tracked.
Identify quantifiable benefits at the outset of the programme and create a framework to review and
track achievement.
Develop measureable benefits with clear targets, baselines and monitoring mechanisms. Establish
ownership of benefits.
Achieve agreed outcomes and sustainable change rather than simply delivering milestones and
progress.
Managed risks and opportunities

Understand the organisational approach and appetite to risk management. Implement customised
governance.
Making certain that there are effective risk
identification processes in place and that the Establish formal risk identification, assessment and mitigation processes, reporting key risks to
key risks are mitigated and opportunities
decision makers and managing impacts. Produce measures and controls to identify and manage risks
taken.
and opportunities.
Understand the financial aspects of risk acceptance versus mitigation.
Identify opportunities from risks to improve programme outcomes.
Smart financing
Establishing the budget and associated
policies, processes and reporting standards
for effective cost estimation, programme
financial management and reporting.
Benefit from PwCs experienced Corporate Finance team that has specialist skills in business cases,
payback periods, software capitalisation and innovative fund draw-down.
Establish programme costs, secure financing and run financial management processes, including cost
control and reporting within programmes. Identify innovative funding approaches.
Establish programme financial policies and procedures. Provide visibility on financial performance of
in-flight programmes.
Delivery enabling plans

The plans in place must be realistic,
achievable, understood and bought into by
key stakeholders and suppliers.
Develop robust, fully resourced delivery plans which set out an efficient route to delivering an agreed
scope and associated outcomes, lay out the key milestones, recognise dependencies and illustrate the
critical path. Generate multiple views of plans appropriate for their use and audience.
Manage plans to reflect the dynamics of the environment, by acting on risks, issues, changes to budget
and scope and the realities of programme delivery in a changing environment.
Deliver against a plan by making sure that the appropriate resources, information and direction is
provided to the programme team and that reporting and governance allows timely decisions.
Active quality management

Develop a robust Quality Strategy and a workable Quality Plan, and utilise them.
An agreed quality plan has been developed Develop detailed product-level descriptions and acceptance criterion and use them throughout the
based on appropriate standards, it is
programme. Use Voice of the Customer techniques to articulate customers' needs.
communicated and the right behaviours are Establish tailored quality planning methodologies, tools, techniques, document management and
in place.
configuration control mechanisms. Manage deviations from the required quality standards.
Agile change control
A formal process is in place for controlling
changes to programme scope according to
the programmes principles and this has
been communicated to the programme
stakeholders.
Tailor and implement good practice change control to the specific programme needs. Minimise
bureaucracy around change control to respond swiftly to dynamic environments.
Establish a suitable level of governance to allow efficient and effective decision making.
Assess the impact of changes on time, budget, quality and benefits.
Control, approve and communicate changes and secure compliance with the process.
Integrated suppliers
An effective approach has been taken to
engage with suppliers, including adequate
governance of their activities.
Match supplier selection to programme goals as part of an integrated value chain.

Develop and deploy a consistent approach and common programme language between suppliers and
delivery teams.
Implement governance and reporting that provides a genuine view of programme health, as shared by
all suppliers across the delivery team.
Create an environment that fosters a strong, single team approach across multiple suppliers.
High performing teams

The programme team is highly motivated,
has the right blend of skills and
personalities and the organisation supports
the team to deliver.
Create a programme organisation with a clear definition of roles/responsibilities and escalation paths.
Help staff the programme with high quality people, and provide coaching as appropriate.
Communicate the programme vision to the programme team and other stakeholders.
Determine who is Responsible, Accountable, who needs to be Consulted and who needs to be kept
Informed (RACI).
Create knowledge and skills to maintain high performance after the change is complete.
Embedded lifecycle assurance and

Capture lessons learned throughout the programme and create mechanisms to address those which
learning
continue after programme closure.
A clear assurance plan has been defined
Identify issues with existing programme structures and create improvements to manage them and
which outlines the nature, timing and extent
increase the chance of success.
of planned assurance, quality reviews and
embeds learning.

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35
Clear scope
The scope of the programme is defined, complete, communicated and agreed and it
supports the objectives of the business strategy
Overview
Defining and agreeing a clear scope is a

key building block for the successful
delivery of any programme; clarity and
consensus is critical for success.
We work with you to customise the process for defining and agreeing scope; this
process will depend on the size and complexity of the programme and the its
environment. The typical stages are:
A clear scope defines the boundaries of a

programmes activities and therefore sets
the parameters against which to baseline
planning, monitoring and tracking of
benefits. PwC works in collaboration with
our clients so that the scope of a
programme is clearly defined, complete,
communicated and agreed and it
supports the objectives of the
programme throughout its lifecycle.
Step 1
Step 2
Define high-level scope
Develop scope statement
We work with clients to:

Define design principles and gather
business and functional requirements;
Articulate constraints and
dependencies confirming scope to be
included and,
Align scope to business strategy
securing commitment from key
stakeholders.
Confirm programme objectives and Document and agree deliverables

deliverables and Programme
considered in scope.
Sponsor.
Identify interdependencies within
Gather key information to inform
the programme and dependencies
the scope design, typically from
with other programmes or parts of
original business case.
the organisation.
Engage senior stakeholders to
understand expectations of the
programme and prioritise.
Document areas that are considered

out of scope, e.g. organisational
functions or processes.
Document areas that are considered
out of scope, e.g. organisational
functions or processes.
Our approach is differentiated because:

We believe gaining clarity and aligning scope with
business strategy is at the heart of programme
success;
We engage with senior stakeholders up front and
throughout your programmes lifecycle so that it
delivers to their expectations.;
We focus your programme on its agreed scope by
continual reference back to it throughout the
programmes lifecycle and,
We facilitate an agile approach to scope
recognising that programmes operate in
changing environments.

36
PwC
Step 3
Step 4
Client issues
Confirm scope with key stakeholders
Manage scope
Programme fails to deliver to the

clients expectations.
Programme planning and delivery
have initiated without a clear and
agreed scope.
Programme stakeholders are not clear
on the remit or boundaries of the
programme.
Confusion within the programme on
the scope and when the programme is
due to end.
Cross-check scope statement

Once programme delivery is
with programme objectives and
underway, refer back to scope
business strategy.
statement during governance
meetings and reporting
Share scope statement with
mechanisms to make sure scope
Programme Sponsor and obtain
is managed and avoid scope
initial sign off.
creep i.e. scope expansion
Agree with Sponsor the
without formal agreement or
appropriate senior stakeholders
resource considerations.
to consult.
For scope revisions, engage with
Share scope statement with
the change control processes to
senior stakeholders to gain
efficiently and effectively
input and agreement, and
manage
complete the process of aligning
the change.
with business strategy.
For scope revisions, engage with
Gain sponsor sign-off once
the change control processes to
scope agreed and finalised.
efficiently and effectively
manage the change.
Scope creep where the scope of the

programme has expanded without a
formal agreement, impacting
programme resources, timeline and
budget.
Benefits
Programme direction is defined from
the start to optimise focus, resource
efforts and achieve
on-time delivery.
Clarity from the start on the outputs
required during and at the end of the
programme.
Alignment of senior stakeholders on
scope and what is expected to be
delivered by when.
Scope is successfully managed through
change control, resulting in an
increased probability of on-time and
on-budget delivery.

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37
Engaged stakeholders
Identifying and managing stakeholders so that they are committed, appropriately
informed and contribute to the success of the programme
Overview
Large scale complex programmes are

inherently difficult to deliver. Achieving
the programmes objectives and benefits
requires stakeholders to be engaged
throughout the programme lifecycle;
their support is integral to its success.
When programmes are vulnerable,
decisive stakeholder management is
required to mitigate design and
implementation risks.
Our approach to stakeholder engagement focuses on identifying stakeholders and

maintaining their support and alignment to the programme and its intended benefits.
The typical stages are:
Step 1 -
Step 2 -
Identify, Assess, Map and Prioritise

Stakeholders
Develop Stakeholder Engagement

Strategy and Plan
Understand the historical and cultural

context of the programme and establish
the organisations drivers for change.
Develop an engagement and

communications strategy using the
stakeholder analysis completed in
Stage 1; this determines the nature of
the programmes engagement with
these stakeholders. The strategy defines
the level on which communication and
engagement occurs.
Effective engagement is a two-way

process, focusing on dialogue,
understanding and feedback.
Identify and assess the stakeholders
who are impacted or will influence the
realisation of the programme benefits;
Map stakeholders to the programmes
outcomes and benefits;
Develop and deliver tailored
stakeholder communications to
support the delivery of programme
benefits and,
Track stakeholder expectations and
alignment with the programmes
vision and deliver course correction
activity when necessary to maintain
alignment.
Gather relevant background on key

stakeholders from the programme
sponsor, e.g. likely reactions to the
programme.
Map stakeholders according to their
impact on change and their level of
interest , support for, and influence
over the programme.
Define the level of engagement with the
programme. Typically there are three
levels: Enrol, Engage, Inform.
A stakeholder engagement delivery plan

is created that is linked to key activities
in the programme plan (see Delivery
enabling plans).

We maintain the focus on the people throughout the
programme lifecycle from inception to benefits
realisation so that they remain continually aligned and
supportive of the programme;
We proactively plan for and deliver tailored stakeholder
communications that help build critical support for
change and,
We integrate stakeholder management at workstream,
project, programme and portfolio levels to make sure
that stakeholder engagement remains at the heart of the
change initiative.
38

PwC
Step 3 -
Step 4 -
Client issues
Develop Key Messages and Tailored

Information
Engage Stakeholders and Measure

Success
Stakeholders are not bought-in to the

programmes vision and there is
misunderstanding of the benefits that
change will bring.
The change programme is operating
without involvement from the
business and there is a lack of business
accountability for the programmes
outcomes.
Communication messages are

developed.
Communications are deployed

according to the plan.
Key messages are aligned to each major

stakeholder group.
Success of the communication messages

is evaluated, including any movement of
stakeholders support for the
programme. The engagement strategy is
updated accordingly.
Supporting materials (e.g. FAQs,

Sharepoint, websites, posters etc) are
prepared.
Review time is built the communication
plan so into that programme sign-off for
each communications message is
achieved.
Programme sponsorship becomes

weaker during the course of a
programme and the programme starts
to lose momentum.
Programme resources do not see
the benefit of working on change
programmes (sometimes on top of
their day job). The activities that they
are involved in are not prioritised and
the schedule slips and cost increases
as a result.
Benefits
Stakeholders are more accountable for
the programmes success, which drives
long-term sustainability of the
programmes benefits.
Early identification of risks and
effective response planning through
proactive and transparent
communication channels.
Greater realisation of programme
benefits by making sure the
stakeholders remain aligned with the
programmes objectives.
Enhanced confidence in programmes
being able to deliver.

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39
Governance enabling decision making

Enabling leaders to govern with confidence, making timely decisions using high
quality management information
Overview
Effective governance of a programme is
fundamental to successfully delivery and
alignment with organisational strategy
and direction.
Defining governance arrangements early
and comprehensively creates clear roles
and responsibilities at all levels and
allows for effective and timely decision
making throughout the duration of the
programme.
Engage senior management, and
identify who will sponsor and drive
the programme;
Assist the senior management team in
the development of a programme
vision;
Advise senior management teams of
the programme decision making
approach and rhythm, including
programme progress gates and signoff requirements;
Establish a change control processes
and procedures;
Establish the most appropriate
composition of key governance
forums, such as programme boards,
and propose potential programme
hierarchies;
Develop efficient reporting and high
quality management information (MI)
for effective monitoring;.

The process for establishing governance varies depending on the size and complexity of
the programme and the degree of associated risk. The typical stages are:
Step 1 -
Step 2 -
Engage with Sponsor, Identify

Stakeholders and Build Program
Team.
Design Governance Structure and

Meeting Schedule
Develop effective decision making and

supporting governance structure .
Incorporate existing rhythms into

design, as appropriate.
Understand how the program aligns to

the organisations strategic objectives
Establish a governance structure that

enables programme delivery.
Engage the senior management team

and Programme Sponsor.
Design governance review processes

and key programme stage/milestone
approvals (i.e. tollgates)
Identify key stakeholders; customers,

suppliers, investors etc.
Establish programme team.
Define and communicate governance

terms of reference (ToR) and the
process for escalation.
Establish governance meetings, rhythm
and reporting requirements.
Design reporting templates to support
the meeting rhythm.

We appreciate the difference between running the
business and changing the business, and the healthy
tensions that exist;
We structure programme governance so that
decisions are taken rather than postponed;
We underpin decision making with high-quality,
real-time management information rather than
bureaucracy and,
We drive your programmes forward through clear
vision and strong leadership.
40

PwC
Step 3 -
Step 4 -
Client issues
Implement governance structure and

processes
Monitor and manage
Lack of clarity around accountabilities

and responsibilities leading to inaction
and duplication.
Ineffective decision making .
Absent or insufficient Sponsor
resulting in inability to drive program
forward plus uncontrollable risks and
issues.
Achieve sponsor approval of

governance framework.
Conduct governance reviews

periodically or after
significant change.
Communicate governance structure and
processes.
Inability to effectively monitor and

control the programme, track progress
or and identify key risks and issues.
Communicate and launch reporting and

monitoring processes.
Benefits
Effective and transparent decision
making, at all levels in the programme,
underpinned by high quality MI.
Defined roles and responsibilities and
a clear escalation process.
Engaged stakeholders and programme
team.

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41
Focused benefits management

Developing a realistic business case subjected to an appropriate level of challenge with
benefits clearly defined, owned and tracked
Overview
Benefits management focuses on clear

identification, planning, tracking and
realisation of programme benefits from
the outset and early benefits delivery
wherever possible.
Our approach to stakeholder engagement focuses on maintaining their support and

alignment to the programme and its intended benefits. The typical steps are:
Benefits management is not merely a

technique for investment justification
but should be an integral part of
programme delivery so that all aspects of
the programme are designed and
delivered with benefits realization in
mind.
We work with a client team to:
Identify quantifiable benefits at the
outset of the programme and create a
framework to review and track
achievement;
Develop measureable benefits with
clear targets, baselines and monitoring
mechanisms.
Establish ownership of benefits.
Achieve agreed outcomes and
sustainable change rather than simply
delivering milestones and progress.
Often benefits are only considered at the
start and end of a programme. In order
to successfully embed the change in the
organisation it is important to plan for
and maintain a focus on benefits
throughout the programme.
Step 1 -
Step 2 -
Identify Benefits
Plan for Benefits Realisation
Establish Benefits Framework that

details the approach and structure of
how benefits will be managed.
Complete stakeholder engagement plan

to align benefits to stakeholder groups
impacted by the program.
Identify and confirm the stakeholders

who will be impacted by the change and
whose involvement and commitment
will be required.
Update Business Case with Benefits

Profiles.
Develop a Benefits Realisation Plan.
Confirm the organisational strategy and

the alignment with the investment
objectives of the change program.
Identify benefits that will result from
achieving objectives through the
creation of Benefits Profiles .
Develop the Benefits Dependency Maps
that links benefits to the expected
investment objectives.
Complete baseline of benefits.

We have expertise in benefits realisation in a broad
range of sectors and recognise the different application
of benefits approaches across sectors;
We insist on and drive for our clients the need for
business ownership of benefits;
We bring portfolio thinking to benefits so that they can
inform investment decisions and,
We have expertise in embedding benefits capability in
our clients so they can lead .
42

PwC
Step 3 -
Step 4 -
Client issues
Execute Benefits Realisation Plan
Handover Benefits Management
The programme is delivered on time

and to budget but the benefits are not
realised as expected.
The business case is poorly
constructed and it fails to articulate
what the real value or benefits are
meant to be.
Communicate and formalise

responsibilities for benefits
management
Report progress of benefits realisation
in programme performance reports to
the programme steering committee.
Monitor the impact of risks and issues
on benefits realisation.
Monitor delivery against the benefits
realisation milestones in the plan.
Monitor the impact of changes arising
through change control on benefits
realisation.
Provide support to the team
undertaking stage gate reviews to
determine whether the required
benefits have been delivered.
Manage benefits in design by ensuring
capabilities in the design are linked to
benefits.
Manage benefits in implementation by
monitoring and reporting progress
against the benefits to be realised.
Complete benefit reviews as an integral
part of programme management which
informs decision-making to ensure that
benefits can be delivered.
Track benefits realisation and taking
corrective action, where required.
Providing input to post-implementation
programme/project reviews.
Identify who will have leadership

responsibilities for the on-going
oversight and management of benefits
realisation;
Identify who will have responsibility for
tracking, monitoring, measuring and
reporting activities;
Support the establishment of
appropriate governance structures for
the benefits managers within the
organisation;
Brief and train on the tools used to
manage benefits, including the
handover of tools that will continue to
be used after programme closure; and
Handover status of benefits, with
documented arrangements for actions
to be achieved for the organisation to
realise the intended benefits.
The business case is well-constructed

but is not referred to during the
remainder of the programme.
There is a strong delivery mindset but
the outputs are not tested during the
programme to ensure they are fit-forpurpose.
There is no entity responsible for
owning the benefits management
process.
KPIs are not in place to measure
whether the benefits are realised.
Benefits
A clear understanding of what
investment objectives exist for the
programme.
Clear articulation of what business
benefits will result from the
achievement of these objectives.
Firm understanding of how these
benefits will be measured and who
owns them.
Strong linkage between benefits and
what needs to change in the
organisation to realise them.
Change ownership and measures of
the achievement.
The programme is delivered and that
the benefits are sustained after
implementation.
Complete post-implementation benefits

reviews.

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43
Managed risks and opportunities

Making certain that there are effective risk identification processes in place and that
the key risks are mitigated, issues are dealt with and opportunities are taken
Overview
Risk and opportunity management is the

identification and management of the
downside (risks/issues) as well as the
upside (opportunities) of potential future
events in a programme environment.
Risk and Opportunity Management is an integral part of managing a programme. After

developing /implementing risk/issue & opportunity management processes,
identification is undertaken throughout the life of the programme.
Effective risk and issue management

minimises the likelihood of detrimental
events occurring, reduces the impact that
a detrimental event would have if it
occurs and resolves issues that already
have occurred. Effective opportunity
management will assist with the
identification of opportunities beyond
the programme and thus will help
making choices that enhance the
effectiveness of the delivery.
Produce measures and controls to
identify and manage risks and
opportunities;
Establish formal risk identification,
assessment and mitigation processes,
reporting key risks and issues to
decision makers and managing
impacts;
Understand the financial aspects of
risk acceptance versus mitigation and,
Identify opportunities from risks to
improve programme outcomes.
Step 1
Step 2
Governance and Processes
Identify and Review
Review existing
organisational risk/issues
and opportunities
management arrangements.
Establish central control of
the risk, opportunity and
issue register. Identify
owners. Establish a culture
for proactive identification
and open discussion of risk.
Establish tools for
measuring, recording and
tracking risks and issues.
Determine programme risk
appetite and levels of
risk tolerance, in terms of
outcomes, cost, resources
and timescales.
Define criteria and means for
escalating risks/issues
Agree risk and issue
reporting forums.
Review the existing

information through desktop
studies and team workshops
to collate the known risks.
Assess the programme
delivery plan for hard
deadlines, key events and
structure of activities to
understand dependencies
and areas of potential conflict
or
delivery failure.
Establish risk categorisation,
probability factors, impact
ratings and risk proximity
measurement.
Consider external factors that
could detrimentally impact
the programme and how
these can be accounted for.
Outcome will be identified
risks, issues and
opportunities framed in the
updated governance process

44
PwC
Step 3
Step 4
Client issues
Mitigation
Monitor and manage
Many programmes do not consider

risks from outside the programme;
they can be a source of surprises that
are detrimental to the programme.
Reporting Dashboard
<Programme / Project Name> Risk Dashboard as at
0
Number of Open Risks
Current Risk Rating

Extreme
Very High
High
Moderate
Low
15/04/2011 11:13
Number of Closed
Risks
Number of Open Long Number ofOpen

Number of Open Risks Term Risks
Medium Term Risks
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Number of Risks that

became Issues
Identified risks are not managed

resulting in inadequate mitigation.
Cost to deliver increases.
Number of Open
Immediate Risks
0
0
0
0
0
D e g re e o f Im p a c t
Likelihood of Risks Occurring

Rare
Unlikely
Possible
Likely
Almost Certain
Severe
Major
Medium
Low
Insignificant
Functional Risk
Resource Risk
Organisational Risk
Technical Risk
Executive Risk
Number of Issues
Open by Category
Developing mitigation
measures and build these
into delivery plans.
Programme/Project
Management Risk
0
Assisting and encouraging

projects/workstreams to
identify and regularly review
potential new risks;
Assessing the impact of

mitigation options and
Maintaining the Risk and
considers alternative actions. Issue Log to act as a central
repository for programme
Considering contingency
risks and issues which should
options and identify budget
and timescales for these to be incorporate risks to the
achievement of benefits;
applied.
Providing risk and issue
Identifying timescale for
reports and other statistics
mitigation actions so that
actions can be prioritised and for inclusion or escalation in
executive dashboards
effectively planned.
/programme performance
Identifying mitigation action
reports for use by the
owners and appropriate
programme leadership;
engagement.
Close risks and release
contingency funding when
the risk passed or escalate to
an issue, if this occurs.
We drive risk management by ensuring all risks have an
active owner and associated action plan;
We manage the upside (opportunities) as well as the down
side (risks/issues);
We identify risks and opportunities beyond the programme
to minimise unforeseen impacts;
We plan the best risk by risk strategy; reduction,
mitigation, acceptance, elimination or transference and.
We assess financial risk impact to ensure contingency is
appropriate.
PwC
Risk and issue logs are often complex

and not effective for communicating
the scale of risks.
Financial impact of accepting or
mitigating risks is not assessed,
resulting in poor decision making.
Absence of clarity around who is
responsible
for risks and opportunities and their
management, who needs to be
consulted or informed of risks/issues
and the planned mitigation activities.
Benefits
Measures in place to keep the
programme on track. Resources are
appropriately applied.
Consistent approach to identifying and
rating risks, which increases the
probability of successful delivery.
Identified risk budget and time
dependent budget decision points for
mitigation/contingency actions and
budget release.
Effective MI and reporting of risks.
Identification of opportunities to
improve delivery.
Effective filtering and escalation of
risks provides focus for senior
management.
Order from chaos' through clear
documentation of risks and controls,
removing fire fighting of unexpected
risks.
45
Smart financing
Establishing the budget and associated processes/standards for effective cost
estimation, financial management and reporting
Overview
If programme costs become out-ofcontrol or are significantly higher than
expected, the programme may no longer
be viable or cost effective . As a result
sponsors may consider abandoning the
effort or significantly changing the
Programme Scope.
As part of the case for change,
costs/benefits of the programme should
be identified in the Initial Business Case.
The PMO's role includes establishing,
managing and reporting on the
programme budget, in conjunction with
the Programme Accountant where one
has been appointed.
Establish programme costs, secure
financing and run financial
management processes, including cost
control and reporting
within programmes;
Identify alternative and innovative
funding approaches to overcome
funding constraints;
Establish programme financial
policies and procedures, working in
tandem with the PMO and finance
function where necessary. We verify
that they are appropriately
implemented within programmes;
Provide visibility on financial
performance of in-flight programmes
and the impact of options for halting
existing projects or integrating new
programmes;
Benefit from PwCs experienced
Corporate Finance Function that has
specialist skills in business cases,
payback periods, software
capitalisation and innovative fund
draw-down and,
Implement effective benefits
management, Discounted Cash Flow,
Earned Value (EV) processes and
Monte Carlo type simulations.
46

Programme costs and budgets should be managed throughout the programme life cycle
to ensure that the expected benefits accrue to the organisation within the specified
financial constraints. The typical stages are:
Step 1 -
Step 2 -
Develop Budget
Develop Financial Management
Develop a budget for the

programme including template to
cover normally included costs.
Set up program accounting

arrangements in line with each
stage or release.
Develop bottom up budget using

cost estimation approach to
promote accuracy and adequate
level of detail.
Develop Financial Management

Strategy and Plan in line with
agreed program scope ensuring to
address areas such as policies,
systems, roles and responsibilities,
Validate against Business Case to
base-lined budget and costs, budget
optimize against your cost baseline.
profile and financial report
Establish tailored forecasting
structured for the organization and
principles to align with and support
audiences.
organisational needs including any
budgeting assumptions in line with
your Project Charter.

We can identify alternative and innovative funding
approaches;
We bring corporate finance expertise e.g. tax
efficiency and software capitalisation;
We have a bottom-up cost estimating
model and,
We understand financial earned-value
management.

PwC
Step 3 -
Client issues
Implement and Manage Finances
Programmes are initiated without

adequate financial rigour, requiring
unplanned funding downstream.
Monitor actual cost against

forecasts
Conduct analysis of variances and
recommend ways to exploit
opportunities .
Conduct periodic reviews to ensure
that the financial information is
effective and supports informed
decision making and ensure follow
up.
Generate and submit Financial
performance reports to the Sponsor
and relevant governance bodies in
the approved formats, including
agreed KPIs.
Identify and manage financial risks
within the overall program mix.
Inadequate cost control processes and

skills leading to inadequate funding
and quality and/or delivery problems.
Lack of current and forecasted cost
information, leading to inability to
prioritise or allocate resource
effectively for the best return.
Inability to foresee financial risks and
prepare contingencies which threatens
viability of key initiatives.
Disconnect between the initial benefits
case approved and the benefits
realisation process in practice.
Cost overruns negate hard-won
benefits already achieved.
Benefits
Financial discipline allows accurate
planning and budgeting.
Focus on financial benefits allows
better prioritisation of effort and
allocation of resource for the best
returns.
Avoid cost overruns, failure to deliver
tangible value, losing sight of original
aims and budget freezes and cuts.

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Delivery enabling plans

Plans must be realistic, achievable and bought into by key stakeholders. They are living
documents that guide programmes through change to a successful outcome
Overview
Plans are at the heart of programme

delivery; they bring together delivery
teams which are often comprised of
people and organisations that are not
used to working together, and provide
the detailed route map from the
programme s start to the finish.
The process for programme planning can vary depending on the size, complexity and
point in the lifecycle of the programme. The typical stages are:
Step 1 Develop high-level programme plan and Outputs

Programme
Plans are living documents which must

be constantly updated and referenced
during programme delivery.
A programme is a means of creating and
embedding change within an
organisation. The plan needs to cover
both the delivery of the desired
programme outcomes and how those
outcomes translate into organisational
change that delivers the planned
benefits.
Develop robust , resource-balanced
delivery plans which set out an
efficient route to delivering agreed
scope and associated outcomes, lay
out the key milestones, recognise
dependencies and illustrate the critical
path. We generate multiple views of
plans that are appropriate for their use
and audience;
Once the delivery plan is agreed and
accepted, establish the baseline
against which the status will be
measured and reported;
Maintain and manage plans to reflect
the dynamics of the environment, by
acting on risks, issues, changes to
budget and scope and the realities of
programme delivery in a changing
environment and,
Deliver against a plan by making sure
that the appropriate resources,
information and direction is provided
to the programme team, and that
reporting and governance allows
timely decisions to be made.
48
Organisations
Vision
Program me
Blueprint
Program me
Plan
Programme
Benefits
Programme
Stakeholders
Programme
Risks and issues
Integrated
Suppliers
Programme
Tracking
Program
Budget
Confirm scope, programme

boundaries and desired outcomes of
programme.
Create a project dossier, providing a
description of all the programmes
projects.
Identify and schedule the high-level
phases and activities highlighting
the programmes high level
dependencies and allowing initial
milestone sequencing.
Projects
Identify and document assumptions that

underpin development of any plans.
Agree the approach to transition, i.e. how
the programme outputs will allow the
organisation to embed them into
operational outcomes that will deliver the
planned benefits.
Identify key deliverables required to
achieve programme milestones.
Identify component projects required to
produce deliverables.
Agree approach to planning (e.g.

agile, rolling wave, gated process or
other) before starting.
Agree planning tolerances and
contingencies.

We integrate our programme plans into the wider
strategy of the business to ensure alignment;
We anticipate change and develop a flexible and agile
planning approach to maintain plan currency and,
We design plans to deliver the programme within
agreed time-frames and the delivery of benefits beyond
programme completion.

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Step 2-
Step 3 -
Client issues
Schedule Project Work
Manage and Maintain Plans
Planning takes place in isolation of the

programme and/or key stakeholders,
typically resulting in misaligned plans
which do not align to the overall
programme or shared goal.
Plans no longer represent the reality of
the programme.
Develop and set the baseline for

the master schedule, using
techniques such as Product
Breakdown Structure, Work
Breakdown Structure and critical
path analysis.
Allow for contingency and
tolerances within schedule based
on the risk profile of the activities.
Schedule phases of work and
deployment approach as required.
Very large programmes may
require a rolling-wave approach
to progressively establish detailed
schedules.
Manage delivery against plans at

each level via programme, work
stream and project reporting and
governance structures.
Plans are presented in too much or too

little detail, inhibiting decision
making, leading to paralysis or poorly
considered decisions being taken.
Manage variations through change

control procedures,
re-planning as required.
Insufficient flexibility built into

original plans, so slight changes to
delivery result in complicated and
time-consuming
re-planning exercises.
Avoid re-setting baselines unless

there are formally agreed changes
to scope or costs, or as a result of
external dependencies or factors.
Plans stop at the delivery of outcomes

and do not cover transition of those
outcomes into the organisations
operations and benefits.
Benefits
Confidence that plans are fit-forpurpose as a result of logical, bottomup development leading to clear
outcomes, milestones and outputs.
A flexible approach to planning which
avoids excessively risky planning
assumptions, for example zero
schedule float.
Plans illustrated at various levels of
detail to suit the needs of stakeholders
and delivery teams.
Collaborative approach to planning
helps to secure the buy-in of all parties
involved.
Clear view of the actual status of the
projects and overall programme as
compared to the baseline.

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Active quality management

An agreed quality plan has been developed based on appropriate standards, it is
communicated and the right behaviours are in place
Overview
Active Quality Management is a process

for providing assurance and validation
that a programmes outcomes meet
customer expectations. It focuses the
effort made in delivering a programme
on meeting the expectations and needs
of the client, and involves the
development and agreement to a quality
strategy and plan. Its success requires
quality-focused behaviours that support
individual outputs or programme
activities being performed such that they
collectively deliver the expected
outcomes or benefits.
The quality management approach will need to be tailored to the size, complexity and
nature of the programme outcomes. We work with you to customise the process to your
needs. The typical steps are:

Develop a robust Quality Strategy
and a workable Quality Plan and
utilise them;
Use Voice of the Customer techniques
to clearly articulate customers' needs
and perceptions of the end product
or service;
Develop detailed product-level
descriptions and acceptance
criterion and use them throughout
the programme;
Establish tailored quality planning
methodologies, tools, techniques,
document management and
configuration control
mechanisms and,
Step 1 -
Step 2 -
Develop the Quality Strategy
Develop the Quality Management Plan
Conduct a review to determine the

clients key expectations for the
change initiative.
Develop a list of the critical elements of

the programme that are subject to
regular quality review.
Determine the programme principles

for managing quality and the associated
high-level process.
Define the approach, process, timing

and responsibilities for reviewing and
signing-off programme deliverables
or outcomes.
Review the organisations existing

quality management processes, roles
and responsibilities, systems and
behaviours and determine if they are
adequate. If required, agree changes.
Finalise and agree a Quality Strategy.
Define the approach for ensuring

integrity of the agreed outcomes.
Define the approach for making changes
to baselined deliverables.
Determine the criteria for successful
completion of one phase/stage and
commencement of the next.
Create a Quality Log which sets out the
quality milestones and deliverables.
Embed a quality mindset and establish

the correct quality focused behaviours.

We use Voice of the Customer techniques to clearly
articulate customers' needs up front . These needs are
translated into agreed Quality Criterion that are used to
assess the quality of the programmes outputs
throughout the programme and,
We continuously check that a programme is delivering to
these quality criterion and do not hesitate to implement
decisive actions where required.
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Step 3 -
Step 4 -
Implement and Review Quality

Process
Manage Quality Defects
Start
Specify the Product
Build the Product
Rework
product /
investigate
and address
cause
No
Compliant with
product
description?
Yes
Client issues
Programmes fail to deliver the
expected outcomes and benefits
or these are not in line with
customer expectations.
Write product description
The link between organisational

strategy, customer expectations and
the change programme is broken.
Accordi ng to product description
Baselined
Product
Quality Control
Communicate the Quality Management

Strategy and Plan, the associated roles
and responsibilities.
Roll-out formal and informal training in
Quality Management.
Assess quality against previously

establish standards.
Determine degree of impact on
programme in terms of time,
dependencies and risk.
Lack of focus or documentation of the

customers expectations. No definition
of how programme
outputs are linked to meet the
overarching expectations.
Huge investments of time and cost
on delivering programme outcomes
without the appropriate level of
authorisations in place or
gate/stage reviews.
Provide support to the teams in

Work to determine appropriate
developing plans in line with the Quality
remedial action with owner in line with
Plan. This may involve the development
Change Controls and Governance.
of detailed product descriptions.
Limited or no programme
assurance and/or validation.
Schedule regular quality reviews and

interventions, including continuous
improvement cycles.
Benefits
Enforce quality management through

the programme governance
arrangements and displaying the right
leadership behaviours .
The effort and expenditure in

delivering a change initiative meets the
expectations and needs of the
customer or organisation.
Provides a clear baseline for delivering
consistent high quality outputs and a
mechanism for enforcing these
standards.
Activities are all conducted in line with
expectations such that, when outputs
are implemented, they collectively
deliver the expected programme
outcomes and benefits.
Validates that the change initiative is
delivering to the agreed quality
criterion, before it is too late.

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Agile change control

A dynamic process is in place for controlling changes to programme scope and has
been embedded with programme stakeholders
Overview
Programmes typically require corrections

due to risks, dependencies, new
developments and opportunities.
Programmes require a controlled change
process for defining, authorising,
managing and communicating changes
to an existing programme. Failure can be
the result of uncontrolled changes or too
rigid a regime that is resistant to change.
Agile change control therefore aims to
identify a balanced path between these
two extremes and allow an efficient, wellgoverned and responsive process.
Change control arrangements are used to manage changes to scope, requirements

(business and technical), deliverables and intended benefits that impact the
programme/project baseline scope, timing or cost.
Step 1
Step 2
Identify approach and process
Identify change and raise change

request
Identifying current approach and

adapting change control processes
and procedures where necessary.
The programme manager or design

authority identifies whether the
type of change is to quality
(outputs), resource or schedule.
Agreed tolerances will determine
whether a formal change request is
required.

Tailor and implement good practice
change control to the specific
programme needs;
Minimise bureaucracy around change
control to respond swiftly to dynamic
environments;
Establish a suitable level of
governance to allow efficient and
effective decision making;
Assess the impact of changes on time,
budget, quality and benefits;
Control, approve and communicate
changes and secure compliance with
the process and,
Maximise the sponsors investment
from the impact of adverse
environmental changes.
The re-designed change control

process will:
ensure appropriate
identification, communication
and authorisation of changes;
Minor variations in scope may be

controlled by project
enable people to raise a change
managers within their individual
request;
work streams.
explain how to assess the
The requester or project manager
impact of each request;
estimates the likely impact to the
explain how to assess the
priority of each request;
ensure that clear lines of
accountability and
responsibility for approving
change are defined;
define how quickly and how
often changes need to be
considered.
work stream and across the

programme.
For a formal change request to be
raised, the steps to followed are that
the required documentation is
created and the submission process
is followed.
The change request will be
documented in a change log.

We understand change is healthy for a programme;
We bring knowledge of agile change control processes from
many sectors;
We work with you to understand the need for change authorisation and
management;
We recognise a well governed change process does not need to be
bureaucratic and,
We use change management and acceptance criteria to suit the needs of
the programme.
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Step 3
Step 4
Client issues
Impact Assessment
Communicate and action changes
Programme plans incorporate

untested assumptions or fail to
identify all critical risks.
Work streams course-corrected
without
adequate communication.
Dependents are not aware of changes
in other parts of the programme,
affecting their ability to deliver their
own outcomes.
Governance structure is put in place Decisions are communicated and

to review the change request. This is
the change request is closed.
often a design authority, the
Documentation is filed and the
programme manager, change
programme change log is updated.
sponsor along with any identified
In addition to the systematic
SMEs who are impacted.
management of change requests,
This governance authority
the change control arrangements
undertakes timely triage of change
should be subject to a periodical
requests to identify their urgency
analysis and should be changed
and priority;
based upon trends and volumes.
Typical areas to be monitored are:
The programme impact is assessed,
resulting in either approval,
rejection, reject and re-submit or
escalation. Impact assessments
completed must make specific
references to impact on benefits and
business case;
The governance authority ensures
that follow-up actions are
progressed (e.g., where a steering
committee asks for additional
information or asks for alternatives
to be considered).
The degree of control project

managers have over their
projects;
Issues relating to the quality of
planning and cost estimating;
Lack of clarity regarding the
plan and what people are
doing.
Programmes are unprotected from

significant change influences outside
of their control (e.g. due to competing
business priorities).
No understanding or linkage
between proposed changes and impact
on benefits.
Programmes fail to communicate and
manage changed expectations with key
stakeholders.
Benefits
Helps programme absorb a
high rate of scope change in a
controlled fashion.
Clarity of roles and responsibilities in
relation to change control
authorisation and management.
Identifies and manages emergent
programme risks and opportunities
requiring change.
Maintains focus and productivity of
programme and organisation
resources on key priorities.
Maintains tight stakeholder
management in relation to the status
of changes.
Supports strong focus on benefits
realisation and associated business
case.

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53
Integrated suppliers
An effective approach has been taken to engage with suppliers (internal or external)
including adequate governance of their activities
Overview
Organisations operate in
environments where one or more
core supporting activities, such as
IT, are often fulfilled by an external
or internal supplier. These suppliers
bring technical and/or marketplace
expertise in addition to programme
resources.

Integration of suppliers should be an early consideration in initiation of a programme.
Typical stages of ensuring supplier integration are:
Step 1 -
Step 2 -
Develop Supplier Management
Implement Supplier Management

Processes and Procedures
Agree a consistent programme

management approach for
suppliers.
Implement and train on supplier

management processes. This can
be done in parallel with other
programme management
processes.
Having Integrated Suppliers is

critical for the delivery team to work
in unison and allows the whole
programme to deliver efficiently.
Match supplier selection to
programme goals as part of an
integrated value chain;
Develop and deploy a consistent
approach and common
programme language between
suppliers and delivery teams;
Design and implement
governance and reporting that
provides a genuine view of
programme health, as shared by
all suppliers across the
delivery team;
Create an environment that
fosters a strong, single team
approach across multiple
suppliers and,
Assess cultural fit of potential

suppliers and client team.
Review supplier management
processes including element such
as; potential for conflicting
relationships, management of
intellectual property rights and
supplier dependencies.
This should be considered as a

repeatable process, based on how
and when new supplier
relationships are established within
the progamme.
Review contractual approach to

suppliers to understand the existing
arrangements and make
recommendations.
Minimise risk of delivery failure

during programme delivery and
maximise success in operation.

We foster a collaborative, delivery based approach
between client and supplier teams;
We aid the client in securing the maximum benefits
from their multi-disciplinary suppliers and,
We help define the most effective delivery model
and contractual arrangements.
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Client issues
Critical programme activities and
projects fail to be successfully
delivered due to ambiguity between
suppliers and client organisation.
Step 3 Manage Suppliers

Manage suppliers including
resource identification and
selection; contracting and supplier
induction.
Contract performance management
which needs to be right sized to fit
the engagement size and needs.
Ongoing relationship management
to support team integration and
delivery effectiveness.
Exit procedures to ensure a proper
programme close out , knowledge
transfer and sharing of lessons
learned.
A blame culture can easily perpetuate

with suppliers blaming delivery failure
on each other or on the project
management practices of client.
Client does not have a true and honest
view of programme health, risks and
issues.
Suppliers do not feel part of an
integrated team.
Different programme approaches and
methodologies employed by suppliers.
Unaddressed integration challenges
leads to protectionism within
individual suppliers.
Benefits
Client and multiple suppliers working
as one delivery team.
Programme challenges more likely to
be resolved across team rather than
suppliers hiding behind a shield of
contractual boundaries.
Client has clear and true view of
progress and issues and can quickly
address and respond as a result.
Increased confidence in
programme delivery.
Collaborative approach, securing
strong buy-in of all suppliers and
fostering best outcome approach to
objectives, ensuring client gains
maximum knowledge return.

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55
High performing teams

The programme team is highly motivated, has the right blend of skills and experience
and the organisation supports the team to deliver
Overview
In a high performing team everyone

understands who is doing what, why,
how and when. Clear roles and
responsibilities and shared
understanding and ownership of the
programme vision are essential elements
of this. Programme roles are staffed with
people that possess the authority,
responsibility, knowledge and experience
to make timely and effective decisions.
Integration of suppliers should be an early consideration in initiation of a programme.

Typical stages of ensuring supplier integration are:
Step 1 -
Step 2
Develop Resource Management Plan
Develop Programme Organisation

Structure

Create a programme organisation with
a clear definition of the roles/
responsibilities and the relationships
that need to exist between them;
Help staff the programme with highly
motivated people with the authority,
responsibility and knowledge to
be effective;
Communicate the programme vision
to the programme team and educate
the rest of the organisation as
appropriate;
Agree how reporting and escalation
paths operate in order to support
effective decision making;
Develop an understanding of resource
requirements throughout the
programme life cycle: when they will
be needed; whether the role is full
time; where the individuals should be
based; and the limitations of the
programme budget and,
Understand the organisations

existing structures, processes and
procedures.
Build on the preliminary

programme organisation structure,
use updated information from the
programme plan and through
Develop a resource management
consultation with key individuals at
plan that ensures that the
each level in the hierarchy to
programme will be appropriately
discuss and agree the scope of their
staffed. The resource management
responsibility, suitability (technical
process will describe how the
and managerial skills and
required resources will be
experience, etc.) and any additional
commissioned, on-boarded and
roles needed to support them.
effectively managed.
Develop a preliminary programme Create a RACI chart to bring clarity
to which positions are Responsible,
organisation structure, including
Accountable, Consulted or
preliminary roles and
Informed for defined work
responsibilities, so that the
elements and activities.
programme team can be organised
effectively.
Create knowledge and skills to

maintain high performance after the
change is complete.

We run detailed PPM skills assessments and develop bespoke training curricula
for client organisations;
We design training & knowledge transfer into all of our client engagements;
We work with the client to design a balanced delivery model (including offshore,
consulting and in-house resources);
We leverage repeatable organisational structures, standardised roles and
responsibility definitions and,
We deploy repeatable tools & processes to optimise resource allocation.
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Step 3 -
Step 4 -
Client issues
Implement Resource Management

Plan
Manage Resources Throughout the

Programme Lifecycle
An inappropriate team is put in place,

due to a lack of understanding of the
skills or knowledge required.
Lack of clarity around the roles and
responsibilities required to deliver
the programme.
Conflict over resource availability
and accountability.
Once the programme resource

requirements are clear, implement
the resource management plan by:
Identifying required resources;
Use the appropriate management

structures and reporting processes
to make sure resources
are delivering.
Identifying available resources

(including those already within the
programme team);
Conduct entry and exit interviews

to ensure shared understanding
and capture lessons learned.
Matching available resources with

the skills needed and identifying
any gaps;
Update the programme

organisation structure, roles and
responsibilities during the course of
the programme
as it evolves.
For each skills gap identified,

determine the action to be taken;
Document proposed resourcing
arrangements and outstanding
resource needs and,
Action the agreed arrangements to
staff the project as required. Gaps
or lags in this process are carefully
monitored as a source of risk for
the programme.
Boost resource performance

through coaching and
skills/knowledge transfer.
Lack of balance between enabling a

programme to take shape through
shared vision and expert
communication versus letting others
shape the programme.
Benefits
Robust understanding of the skills and
expertise required to fulfil different
programme roles
before commencing recruitment or
appointments.
Getting the right resources.
Confidence that the team have the
right skills, knowledge and authority
to deliver the benefits of the
programme.
Maximising the benefit of
each resource.
Clarity over roles and responsibilities
to aid decision making and
reduce bureaucracy.
Collaborative working, team building,
alignment of vision and appropriate
resourcing to achieve programme
success.

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57
Embedded lifecycle assurance and learning

A clear assurance framework has been defined which outlines the nature, timing and
extent of planned quality reviews and embeds learning
Overview
Programme sponsors need to understand

the likelihood of programme success,
have adequate information to make
decisions and be capable of
implementing necessary improvements.
Embedded Lifecycle Assurance and Learning provides a clear view of the programmes
status. The typical steps are:
Embedded Lifecycle Assurance and

Learning provides clarity on the
programmes status, viability and
alignment to the business case. It
determines the level to which a
programme is being managed effectively,
is in line with policies and procedures,
and whether it is under control and on
target to achieve its benefits.
Assurance and learning can be both
formative; lessons learnt from
assurance during the programme can be
used to improve its development and
delivery, and summative; summarising
achievements to date, along with the
resources associated with their delivery.
The key difference between lifecycle
assurance and quality management is
that the former is concerned with
reviewing the programme at a strategic
level, whilst the latter deals with the
quality of the programmes outputs.
Step 1 -
Step 2 -
Identify Assurance and Learning

Needs
Plan for Reviews
Identify assurance needs and include

them in the programme plan e.g.
reviews at critical stages in the lifecycle
to make sure that the programme does
not continue to the next stage unless it
meets certain criteria.
Identify assurance timing and scope

using factors such as number of stages,
key events and reporting requirements.
Develop assurance plan in collaboration
with programme plan development.
The assurance plan will be reviewed
throughout the programme because the
focus and timing of assurance may
change as the programme moves
through its lifecycle and responds to a
changing environment.

Capture lessons learned throughout
the programme and create
mechanisms to address those
which continue after programme
closure and,
Identify issues with existing
programme structures and create
improvements to manage them and
increase the chance of success.

We enable management to showcase achievements to date as well as identifying
areas for improvement;
We integrate all sources of assurance and develop a framework that avoids
unnecessary repetition or duplication of work;
We enable the programme to quickly identify the issues that matter and do
something about them and,
We take a constructive, forward looking approach which helps drive delivery
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Step 3 -
Step 4 -
Client issues
Conduct Reviews
Report Learnings
The delivery of the programme and

associated activities are inefficient,
costly and time consuming.
The PMO and programme controls are
ineffective and disproportionate to the
size of the programme.
The Programme Management Diagnostic

is a tool which runs a health-check on the
governance and management of any
programme. Input data is obtained from
programme documents such as progress
reports, PID and plans, as well as
interviewing key staff and stakeholders.
Reviews may include an assessment of:
The business case;
Current stage work;
Supplier selection;
Progress made to deliver benefits;
Risk management;
Progress against the plan, including
financials and timelines;
Next stage plan and,
Strengths, weaknesses and gaps in
controls that could be improved.
The reviews will report key findings,

priority areas for improvement, best
practice recommendations and lessons
learnt, along with an action plan for
implementation which identifies action
owners and deadlines.
The report and its underlying findings
may also be Red/Amber/Green (RAG)
rated to reflect the significance of
findings and the likely impact on the
programmes success of taking or not
taking mitigating action. The RAG
rating also provides a baseline against
which to measure improvement.
At the end of a stage, the report will
inform the decision of whether to
proceed, close, pause or recycle.
Mistakes and inefficiencies are not

discussed, lessons are not recorded or
translated into actions to further
enhance the delivery of
this programme.
Training is ineffective.
Benefits
Clear line of sight over whether the
elements that are fundamental to
successful programme delivery are in
place and operating effectively.
Identification and mitigation of risks
to successful delivery are present in a
programmes sponsorship, business
case and benefits plan, governance
and reporting arrangements,
contracting and supply chain
strategies, commercial and
delivery skills, funding and
resourcing and overall programme
management approach.
Capture of learning that could be used
in this or other similar programmes in
the future.

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59
Enablers
At PwC, we pride ourselves in being able

to deliver the benefits attributed to each
service on time, to the highest quality
and in a cost efficient manner.
To do this, we have industry leading
tools and a structured methodology,
delivered by exceptional people.
Methodology
When working for you, we leverage or
globally consistent Transform
Framework,. Transform allows us to
offer you proven set of methods and
tools born of best in class thinking from
across our network of practitioners.
Following Transform allows us to deliver
you value in the way we order our
thinking, so that we thoroughly
understand your challenge, design the
most effective solution and implement it
with efficiency.
55% of PM professionals say that their

organisation provide too little time for
PPM training and development.*
A project staffed with uniformly very
low-rated personnel on all capability
and experience factors would require
11 times as much effort to complete the
project as would a project team with
the highest rating in all the above
factors.**
2014 **Source: Software Engineering Economics, Prentice Hall, Englewood
Cliffs, NJ, p431,Boehm B (1981)
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Tools
We use tools to enhance the control,
insight and efficiency of information
flow to better inform decisions. We have
used our vast experience to develop a
range of in-house tools that can be
tailored to the clients need and IT
maturity. We also have specialists with
experience designing, implementing and
operating third party PPM tools.
Networks and People
Our practitioners have industry
recognised PPM qualifications. Teams
are shaped with a combination of PPM
specialists and industry experts to
provide the skills appropriate to the
engagement. The Global Programme and
Project Management Community
provides a platform for sharing of ideas,
which is critical to the development of
our people.
PPM
PPMService
ServiceCatalogue
Catalogue
PwC
PwC

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61
Methodology
Transform is our global methodology and framework for delivering all aspects of
client programmes from strategy through to implementation
Overview
Transform is more than just a methodology that defines how we deliver our projects. Transform is also a framework that:
Connects our different skills, processes and experiences to capture the most value possible for our clients;
Gives us a consistent language and approach through which we can work together to serve global clients seamlessly across
borders and,
Offers a proven framework for delivering end-to-end results that are sustainable long after implementation programmes are
complete.
How Transform helps us deliver our services

A thorough and detailed methodology. Behind each of the 5 stages that anchor Transform are a number of delivery
modules, each of which has clear tasks and steps. Teams are able to use the methodology as a whole, or extract and develop those
areas that are appropriate to the engagement.
A repository for best practice tools and templates. You can benefit from tried and tested tools shared and available to
tailor to specific industry, competency and client operating environments so teams can quickly find the most appropriate
examples to your situation. Teams can then use these as a basis to innovate a suite of tools and templates that are targeted to
particular client needs.
Programme and Benefits Management is a Core Delivery Module meaning that we believe this cross life cycle content is
absolutely required and should be embedded into every engagement. The services provided out of the Programme and Benefits
Management content is critical to your success.
A link to more specialist PwC methodologies. Scope specific modules provide our teams with access to more specific skills
and methodologies, beyond the usual remit of PPM, which may be appropriate for the specific engagements type you require PwC
to support.
62

PwC
Tools
Our tools are housed within the Transform Framework to improve the speed and
quality of our data capture, analysis and reporting
Overview
It is estimated that nearly 60% of an average Programme Management Offices (PMOs) effort is spent on manual activities that
could benefit from partial or full automation.
PwC has developed appropriate tools to automate processes at the heart of programme and portfolio delivery. Given the
varying nature of individual projects, programmes and portfolios we have developed a range of solutions that focus on
pragmatism and functional completeness.
Our enabling tools are fully aligned to, and accessible through, the Transform Framework. Our experienced PPM practitioners
will make sure these tools can be mobilised quickly and efficiently.
Example Tool - Diagnostic Tool
Example Tool - Automated Reporting
How our tools help us deliver our services and capabilities

Service aligned
Programme and Portfolio Management Diagnostic Tool An Online diagnostic, used on over 300 complex Client
programmes, which assesses and benchmarks Clients PPM capability against the wider dataset.
Enterprise Portfolio Management We have a number of Global Partnerships with leading software firms that have
experience in large PPM solution deployments e.g. HP PPM, CA Clarity, Oracle Primavera and Microsoft Project Server.
Sharepoint (E-Tools) A repository, covering core functional PPM elements (e.g. RAIDs), which supports rapid PMO
mobilisation.
Portfolio Optimisation tool - This system allows configuration of the strategic drivers (portfolio prioritisation criteria) and
constraints to determine a number of optimised scenarios.
Capability aligned
Transform-aligned Templates and Plans - Transform contains a series of tools that have been developed, tested and
refined by PPM specialists. These range from risk and issue logs to standard status reporting templates.
Strategic Tools Analysis - The competency also has specialists in wider programme/portfolio management tools, who can
support clients in undertaking an assessment of their as is practices/architecture, undertake a gap analysis and recommend a
range of to-be solutions.
Automated Planning This automated Plan on a Page takes Excel-based milestones and dependencies, as an input, and
converts them into a presentation-ready programme/project plan.
Scoping Tools We can share scope/requirements management solutions from basic Excel trackers to full tools to track
requirements through benefits.
Automated Reporting The production of an automated scorecard which supports identification of key delivery risk areas
around cost, schedule and RAIDS.

PwC
63
Networks
Uses a collaborative global network to share best practice to drive and support the
delivery of quality engagements
Overview
PwCs global network stretches across 154 countries and is made up of over 161,000 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.
To continually improve the quality and consistency of our programme management services, PPM has created a global programme
management network that is focused on assuring programmes and portfolios are delivered in the most effective manner. The
network provides a platform for consultants to use their own experience and specialist expertise when tackling complex challenges
faced by our clients, with access to programme management specialists and better practice programme management methodology,
tools and techniques.
West Cluster
534
Central
Cluster 377
East Cluster
412
How our networks help us deliver our services to you

Through active engagement and communication across geographies and lines of service, the programme management network
supports and strengthens the delivery of our services by:
Making sure portfolio and programme management is delivered consistently using best practice tools, techniques
and methodologies in line with PwCs globally-consistent framework to approaching and delivering all aspects of
transformational change from strategy through to implementation (Transform);
Providing access to tools and techniques across our global reach so the latest thinking is used for each client challenge;
Creating absolute integration of the teams brought together to deliver work for clients;
Broadening and deepening our delivery capability through our ability to provide the required specialist skills combined with
project management proficiency ; and
Providing training and development opportunities across the network to make sure we can continue to improve the quality of
our offerings.
PPM continually remains at the lead of programme management best-practice thinking through our global partnerships with
industry leaders and relationships with professional organisations such as Programme Management Institute (PMI), Association
for Project Management (APM), Major Projects Association (MPA) and academic institutes such as Cranfield Business School.
64

PwC
People
Our people are our most important asset. They help organizations run and deliver
change initiatives in the most efficient and effective way
Overview
Each sub-competency is made up of technical PPM specialists and PPM generalists with specific industry experience. We invest
heavily in the development of our people through training, knowledge sharing and providing opportunities for external
networking and professional accreditation.
Depending on the services being delivered, scale and complexity of the client issue(s), the most appropriate team is mobilised.
The competency can draw on nearly 1000 years of
individual project management experience
Over 91% of the team have one or more
external PPM qualifications
Through our network of PPM

practitioners we are able to offer you
deep skills and experience from
across a variety of Services Lines and
geographies
How our people help us delivery our services to you

Our PPM team collectively possesses a broad spectrum of experience across industry sectors and project-related skills. This matrix
of capabilities gives our team the ability to understand more closely the unique PPM challenges within specific industries while also
identifying opportunities for cross-industry learning and thought leadership. The foundational aspects of our PPM community,
which we believe set us apart from our competitors, are:
Training we have a strong focus on training within PPM. Nothing replaces real day-to-day client experience but we feel a
strong background on industry practice and certification enhances our delivery capability. This includes external qualification
such as: PRINCEII, PMP, MSP, MoR and PgMP;
Knowledge - we understand the efficiency that can be gained by reuse and refinement of our good practices. This gives our team
a tangible advantage when working with clients as we have developed a reputation for high quality, accelerated deployment. Our
Partner and Director team actively drives the global PPM agenda by participating in keynotes, learning seminars and thought
leadership (whether for top executives or the wider PPM community);
Accreditation - corporate and individual memberships allow our PPM competency to be engaged with, and contribute to, the
wider PPM community which benefits our clients as we engage on your behalf. Professional accreditation, such as ISO 9001,
certification that our quality management system has recently been awarded by BSi, demonstrates a level of PPM expertise
recognised externally to PwC; and
Networks - the PPM competency maintains a strong network of working relationships across the wider PwC business and
externally. We understand that leveraging our internal or external networks magnifies the value we can deliver to clients and we
use those networks actively.

PwC
65
Global PPM Leadership Team

Our partners have vast experience in delivering large-scale, complex change provides
PPM Client Teams with a formal decision support network.
West Cluster/USA PPM Competency Leader
Federal
Global PPM Competency Leader (UK)
Randy Loyer
Sandie Grimshaw
Mobile: (240) 682 6409

Direct: (703) 918 1164
john.r.loyer@us.pwc.com
Mobile: +44 (0) 77383 10355

Direct: +44 (0) 207 804 1520
sandie.grimshaw@uk.pwc.com
West Cluster/USA PPM Competency Leader Products

and Industrial Services
Stephen Moysey
Mobile: (703)431 3232
Direct: (703)918 3112
stephen.moysey@us.pwc.com

Health Industries
Paul Tenuta
Kevin Reilly
Mobile: (708)205 0564

Direct: (312) 298 6894
paul.tenuta@us.pwc.com
Mobile: +61 (4) 2376 0896

Direct: +61 (2) 8266 7202
kevin.reilly@au.pwc.com

Financial Services
PPM Competency Leader (Netherlands)
Paul Frank
Anton Koonstra
Mobile: (412)414 7384

Direct: (412)355 6003
paul.frank@us.pwc.com
Mobile:
Direct: +31 (0) 88792 3303
Anton.koonstra@nl.pwc.com
PPM Competency Leader (West Cluster, Canada)
66
East Cluster PPM Competency Leader (Australia)
PPM Competency Leader (Germany)
Carmine Cirella
Serkan Katilimis
Mobile:
Direct: (416) 815 5135
carmine.cirella@ca.pwc.com
Mobile: +49 160 74 35071

Direct: +49 211 981 2157
serkan.katilmis@du.pwc.com

PwC
Team
Our global leaders are supported by a network of experienced PPM practitioners who
have a wealth experience and specialised knowledge in one or more industry sectors.
They would be happy to discuss tailoring the services to suit your needs.
Michael Cooch United Kingdom
Office: +44 (0) 20 7212 5471
michael.c.cooch@uk.pwc.com
Stephen Cheung - Hong Kong

Office: (852) 2289 1966
stephen.cl.cheung@hk.pwc.com
Gerben Kraak -Netherlands

Office: +088 792 73 42
gerben.kraal@nl.pwc.com
Carlos Lopez Cervantes - Mexico

Office:+52 55 52 63 57 25
carlos.lopez.cervantes@mx.pwc.com
Frank Wittman- USA

Office: (502) 585-7722
frank.wittman@us.pwc.com
Andrew Metcalfe South Africa

Office: +27 11 287 0980
andrew.metcalfe@za.pwc.com
Mark Stmpfli -Switzerland

Office: +41 58 792 13 74
mark.stampfli@ch.pwc.com
Raymond Ready - USA

Office: (678) 419 1226
raymond.ready@us.pwc.com
Evgeny Otnelchenko - Russia

Office: +7 (495) 967-6000
evgeny.otnelchenko@ru.pwc.com
Neel Ratan India

Office: + 91 124 4620540
neel.ratan@in.pwc.com
Darren Honan Australia

Office: +61 (3) 8603 3104
darren.honan@au.pwc.com
Yoann Derriennic France

Office: +33 (1) 56 57 41 11
yoann.derriennic@fr.pwc.com
Johannes Joergensen Sweden

Office: +46 (0)723 530264
johannes.joergensen@se.pwc.com
Gene Alfred Morales

Philippines
Office: +63 (2)8452728
gene.alfred.morales@ph.pwc.com
Santiago Franco Castro Spain

Office: +34 915 684 361
santiago.franco.castro@es.pwc.com
Riyadh Al - Najjar Middle East

Office: +966 1211 0400
Riyadh.alnajjar@sa.pwc.com
Vivian Muniz - Brazil

Office: +55 11 3674 3883
Vivian.muniz@br.pwc.com
Satoru Nakamura Japan

Office: +81 80 3364 0027
satoru.n.nakamura@jp.pwc.com

PwC
67
Credentials
We have experience working across all sectors and
these credential summaries include a selection of
recent engagements
To remain current for our clients and contribute back to the
PPM community PwC remains involved with professional
networks:
Chair & Member PMI Certification Governance Council
(2003-2008)
PwC is a PMI Registered Education Provider.
The only Big Four firm that is a founding member of the
Project Management Institute (PMI) Global Corporate
Council
Developed and maintains a PwC PPM Global Best Practice
database
Is an active member of Association of Project Management
(APM) and Major Project Association (MPA)
ISO9001 certified (UK practice)
Administration of a Global Investment Bank
When the bank filed for administration with on and off balance sheet positions of $1.2 trillion, we established multiple
PMOs to co-ordinate the large workstreams. This intervention improved the consistency of all aspects of delivery,
including programme management and governance, MI reporting against the objectives of the administration, stakeholder
engagement and operational support.
National Education Standards Inspectors

PwC was engaged to undertake the project management and business process design for the 156m outsourcing of the
clients Early Years Inspection Services. PwC was also involved in the project management of the competitive dialogue
phase, which included the development of SLAs and price tariffs.
European Public Transport Company

The client needed to identify opportunities to enhance scalability and procurement. We planned and co-ordinated a
qualitative and quantitative data gathering exercise across 10 countries within 5 weeks. This involved detailed project
planning, daily progress reporting , proactive risk and issue management and engagement of stakeholders across Europe,
speaking multiple languages to deliver.
International Pharmaceutical Company

The client asked us to programme manage the implementation of a new global shared services operating model. We
worked in with them to establish the Programme structure and processes . This involved developing and implementing a
governance framework, developing individual work stream plans and an overall integrated programme plan, establishing a
PMO structure and developing a PMO toolkit.
68

PwC
Global Payment Processing Company

The client agreed the sale of its card payment processing subsidiary. We rapidly mobilised a PMO and provided
programme management expertise as well as specialist support in key areas. We provided visibility and transparency
across the programme by organising and structuring a large number of complex work packages with cross organisation
dependencies and managing the multiple demands of the client and the buyers.
Global Manufacturing Company

The client had grown rapidly through a period of acquisitive growth which had left it with a collection of businesses which
were not fully integrated. PwC worked collaboratively with the senior leadership team to design a vision and future target
operating model. As the design was being developed, a implementation plan was created, for delivery across 90 sites and
32 countries. A tailored PMO was set up with the methods and tools capable of delivering a transformational change
programme of this size and complexity.
Healthcare Trust
The Board recognised the need to become more efficient . We supported the delivery of a cost efficient and quality
improvement programme. This involved developing improvement plans and establishing project governance and
reporting structures.
Administration of a Global Investment Bank

When the bank filed for administration with on and off balance sheet positions of $1.2 trillion, we established multiple
PMOs to co-ordinate the large workstreams. This intervention improved the consistency of all aspects of delivery,
including programme management and governance, MI reporting against the objectives of the administration, stakeholder
engagement and operational support.
National Government
PwC selected and supported ten pilot Public Social Partnerships, each of which consisted of a social enterprise or charity
and a public body. The pilots covered themes from recycling to social care, and involving councils, government agencies
and a prison. The consulting team provided coaching, programme management and specialist support to help the pilots
get established and run for eighteen months.
Global Insurance Company

To assist the company with meeting regulatory requirements, within a short time frame, PwCs PPM team worked across
the programme to understand the existing plans and develop a bottom-up view of what the client was already delivering. At
the same time, we worked with clients senior specialists and PwCs insurance and Solvency II SMEs, to create a top-down
view of what the client needed to do, in order to comply with the Solvency II Directive. A series of workshops was then held
to develop and validate the key milestones and critical path plan.

PwC
69
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.
2013 PricewaterhouseCoopers LLP, an Ontario limited liability partnership. All rights reserved. PwC refers to the Canadian member firm, and may
sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.
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PwC has a global team of Portfolio and Programme

PPM Service Catalogue

Our passion is helping our clients execute their strategy

The strategic imperative for PPM

Change the business

PPM Service Catalogue

PPM Service Catalogue

PPM Service Catalogue

Change Portfolio Operating Model Design

Programme and Project Delivery

Programme Maturity Assessment

Operate and Realise

The 12 Elements of Delivery Excellence

Governance Enabled Decision Making

Focused Benefits Management

Manage d Risks and Opportunities

Delivery Enabling Plans

Active Quality Management

Agile Change Control

High Performing Teams

Embed Lifecycle Assurance and Learning

PPM Service Catalogue

45% of respondents report that

The Portfolio Optimization service

*Source: 4th Global Portfolio and Programme Management Survey,

PPM Service Catalogue

Change Portfolio Operating Model Design

PPM Service Catalogue

Process and approach

Assess and mobilize

Confirm Portfolio Drivers

Monitor, support, and

Conduct As Is assessment Governance

Build further capability

Work with relevant

Select the most appropriate

automated reporting cycle

PPM Service Catalogue

Benefits of programme mobilisation

Develops strong enterprise governance to allow a balance between Run

Takes a consultative approach to ensure the right parties are involved up

Critical factors for service success

Senior sponsorship with a willingness to lead collaboration across the

Understanding of the current portfolio and its delivery challenges.

Governance and steering

Clear and valuable portfolio key performance indicators.

Utilization of leading practice where it can add value.

PPM tools and Portfolio Analytics

Regular reviews of the resource, project, application, infrastructure

Portfolio Delivery engages with senior

PPM Service Catalogue

Process and approach

Assess portfolio scope Design and build

Step 3 Test and sign off

Assessing the current portfolio

PPM Service Catalogue

Benefits of the Portfolio Optimization

Strengthen portfolio boundaries by better understanding all inflight Programs.

Maximize value of the portfolio against defined enterprise strategy

An experienced Portfolio Management

Maintenance Sustaining systems, processes and resource

Governance Creation of an efficient governance and controls