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Report
NATIONAL TREASURY
TECHNICAL ASSISTANCE UNIT
(TAU)
Enabling Change for Development
Programme and Project Management (PPM) Update
Project Management Interest Group
12 April 2012
Page 2
Purpose of the Briefing
• To provide background and an update in respect of the
Programme & Project Management (PPM) initiative
• Overview of the PPM Methodology and Toolkit
The overall objective of the PPM initiative is the
development, implementation and support of a PPM
framework and its associated methodologies and tools within
the TAU and its technical assistance activities, and across
the South African public sector.
Page 3
Background: Mandate for the PPM
The PPM initiative – which aims to address the key contextual
challenges – derives its mandate from the following:
– TAU Strategic Plan, April 2007
• Explicitly identified the development and implementation of PPM as a key objective
of the TAU
– National Treasury Reference Group & DG
• Agreed to standards and Guidelines on Project Management
• Include programme element to get better understanding of use of terms / language
& how used in public service and ultimately improve programme management
• Supported the undertaking of baseline research into PPM
Page 4
Background:
• Many different interventions have to take place in order to shift the public
service to a new trajectory towards being efficient, effective and
development-oriented. National Treasury has made specific
commitments in this context. These commitments are captured in the
Appendices to the Delivery Agreement and in presentations to the Forum
of South African Directors-General (FOSAD) and includes, amongst
others
– Appropriate location of decision rights (with decentralisation where
appropriate) and clarity regarding mandates and roles and
responsibilities
– Implementation support coupled with increased accountability;
– Project and programme management.
Page 5
Background:
• There is further commitment in the Delivery Agreement that “The
Performance Monitoring and Evaluation Department within the
Presidency, together with the DPSA and National Treasury, will play a
leading role in improving programme and project management
capacity in government through a similar process of putting in
place good practice guidelines and toolkits, assessing and increasing
capabilities for programme and project management, and on-the-job
support”.
• On 25 May 2010, at the Project Management Interest Group (PMIG), the
Technical Assistance Unit launched the Programme and Project
Management Toolkit and the eLearning Module.
Page 6
Background:
• The TAU has utilised the Project Management Body of Knowledge
(PMBOK) as a basis for the development of the Programme and Project
Management which has the following logical structure.
• The project management methodology and framework provides the
theoretical background to project management while the various guides
have been developed to assist in the support of project management.
• The overall framework is supported by detailed guides, tools, templates,
checklists and place mats. Additionally, the material is available on the
TAU website http://tau.treasury.gov.za.
•
An introduction to project management is provided through an e-learning
module.
Page 7
Toolkit Logical Structure
Integrated Project Management Methodology
Project Management
Framework
Framework &
Methodology
People & Organisation Change
Framework
Health Check Guide
Concept Phase Tools
Checklists
Project Start Up Guide
Definition Phase Tools
Placemats
Charter Writing Guide
Planning Phase Tools
Guides
Project Sponsorship
Guide
Project Planning
Guide
Tools
Implementation Phase
Tools
Close-Out Phase
Tools
Smaller Projects
Guide
Smaller Project Tools
Alignment to TAU
business
process/BMIS
Page 8
Overview of PPM Toolkit
Page 9
Background:
• The source material was obtained from the Ontario Provincial
Government’s Project Management Centre of Excellence (PMCoE). The
intellectual property rights are covered through a Memorandum of
Understanding between the TAU, PMCoE and the Project Management
Institute. The said MOU includes the dissemination and utilisation of the
PPM material for the South African public service.
•
The material was customised to suit South African needs and now
includes sections that address the Results Based Management and
Outcomes approach. Additionally, the material was examined from an
equity perspective and now has a toolkit that addresses both Gender and
Disability in the context of project management.
Page 10
Consultation
• The TAU has assisted the Public Administration Leadership and
Management Academy (PALAMA) in the development of project
management training modules that are aligned to the proposed framework.
The courses are in the process of being accredited in terms of the National
Qualification Framework.
• The TAU has also assisted PALAMA with the training of trainers for the
advanced project management course.
• There is a clear understanding between the National Treasury and
PALAMA that the latter would provide the training to the public service,
while National Treasury (through TAU) will provide the technical and related
support required by departments.
• PALAMA was also consulted on the roll out and have committed to attend.
Page 11
Consultation
• Meetings were held with Deputy Directors-General of the Department:
Performance Monitoring and Evaluation (D:PME) and the Department of
Public Service and Administration (DPSA) to consult on potential usage
of the PPM Frameworks developed, for the South African Public Service.
• Further consultations were held with DPSA officials dealing with Change
Management to show them the PPM toolkits and to ensure that there
was no duplication in approach.
• The TAU has received written confirmation from the DPSA that they
support the initiative and have committed to attend the provincial roll outs
of the PPM framework.
Page 12
Pilot Roll Out
• The Office of the Premier in the North West Provincial Government
approached TAU to showcase the PPM framework and toolkits at a
provincial Road Show in October 2011.
• The province committed to organise the meeting and bear the costs for
the venue, refreshments and meals.
• TAU accepted the invitation decided to utilise the North West as a pilot to
test the provincial acceptance of the PPM initiative.
• In line with the consultations, officials from DPSA and PALAMA were
invited to attend the pilot meeting.
• Both DPSA and PALAMA sent representatives and made presentations
at the North West Meeting.
Page 13
Pilot Roll Out
• The pilot meeting was well attended with 44 Provincial representatives
from a cross section of departments.
• An analysis of the evaluation forms from the pilot meeting has shown that
meeting met or exceeded the vast majority of participants’ expectations.
Additionally, the feedback on the TAU representatives’ inputs and
facilitation was well received.
• We believe that the pilot meeting with the North West Provincial
Government can set the benchmark for further roll out in all the
provinces.
Page 14
Pilot Roll Out
Page 15
Way forward on PPM roll outs
• Some provinces have indicated an interest
• North West Roll Out has taken place
• TAU intends proceeding with roll outs this financial year and would like to
roll out in 2 to 3 provinces and would like to get an indication from those
interested
• TAU has used its PPM tools to support its clients and offers this as a
service to potential clients
Page 16
QUESTIONS

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