PROGRAMME
08.30
Registration and coffee in the Networking Surgery
09.25
Chair's Opening Address
Dr Patrick O'Connell (confirmed)
Chair, BT Centre for Major Programme Management, University of Oxford
Dr Patrick O'Connell (confirmed)
Chair, BT Centre for Major Programme Management, University of Oxford
09.30
Morning Keynote Address
Andrew Bragg (confirmed)
Chief Executive, Association for Project Management
“Keeping contemporary: innovative management practices”
Management as a discipline must be innovative and adaptable; this is especially important in times of extensive reform, transition and transformation such as that which the public sector is currently undergoing. Successful execution of programmes and projects relies on identifying contemporary influences and establishing new ideas, perspectives and ways of working; challenging practices that are often entrenched in the culture of an organisation and identifying threats alongside opportunities.
What can be learned from the leading edge of modern programme and project management and how can this approach be suitably applied within public sector settings?
View Presentation
Andrew Bragg (confirmed)
Chief Executive, Association for Project Management
“Keeping contemporary: innovative management practices”
Management as a discipline must be innovative and adaptable; this is especially important in times of extensive reform, transition and transformation such as that which the public sector is currently undergoing. Successful execution of programmes and projects relies on identifying contemporary influences and establishing new ideas, perspectives and ways of working; challenging practices that are often entrenched in the culture of an organisation and identifying threats alongside opportunities.
What can be learned from the leading edge of modern programme and project management and how can this approach be suitably applied within public sector settings?
View Presentation
09.45
Stephen Mitchell (confirmed)
Deputy Director, Major Projects Authority, Cabinet Office
“Establishing assurance and safeguarding measures within change initiatives”
An effective system that gives assurance over the progress of transformational projects and programmes is critical for facilitating prompt interventions where necessary, thereby minimising excess costs and increasing the probability of successful outcomes. It was revealed this May in a National Audit Office report that, of 205 major projects currently being undertaken at a cost of £376bn across government, nearly a fifth have a high or fairly high risk of failure.
How can we successfully implement Gateway Reviews and other measures to manage assurance of change initiatives on a variety of scales across the public sector, and what steps can be taken to promptly safeguard those that are not performing as predicted?
View Presentation
Deputy Director, Major Projects Authority, Cabinet Office
“Establishing assurance and safeguarding measures within change initiatives”
An effective system that gives assurance over the progress of transformational projects and programmes is critical for facilitating prompt interventions where necessary, thereby minimising excess costs and increasing the probability of successful outcomes. It was revealed this May in a National Audit Office report that, of 205 major projects currently being undertaken at a cost of £376bn across government, nearly a fifth have a high or fairly high risk of failure.
How can we successfully implement Gateway Reviews and other measures to manage assurance of change initiatives on a variety of scales across the public sector, and what steps can be taken to promptly safeguard those that are not performing as predicted?
View Presentation
10.00
Jackie Lynton (confirmed)
Lead Associate, NHS Institute for Innovation and Improvement
“Managing large-scale change”
The NHS is undergoing change at an unprecedented scale and rate. The Health and Social Care Act of this year heralds a number of large-scale transformations including the abolition of primary care trusts and strategic health authorities, the creation of an independent NHS board, the transfer of commissioning powers to clinical commissioning groups, and the transfer of public health powers from the NHS to local authorities.
How can we engage leaders and staff in delivering change to improve patient care and ensuring sustainable, successful outcomes?
This presentation will share what we know about the factors that predict successful change outcomes and the behaviours and approach from leaders and managers.
View Presentation
Lead Associate, NHS Institute for Innovation and Improvement
“Managing large-scale change”
The NHS is undergoing change at an unprecedented scale and rate. The Health and Social Care Act of this year heralds a number of large-scale transformations including the abolition of primary care trusts and strategic health authorities, the creation of an independent NHS board, the transfer of commissioning powers to clinical commissioning groups, and the transfer of public health powers from the NHS to local authorities.
How can we engage leaders and staff in delivering change to improve patient care and ensuring sustainable, successful outcomes?
This presentation will share what we know about the factors that predict successful change outcomes and the behaviours and approach from leaders and managers.
View Presentation
10.15
Brian Wernham (confirmed)
Identity Assurance Programme, Department for Work and Pensions
“What is this thing called Agile?”
Agile connotes a process that is low-ceremony, flexible, responsive and fast. It is also one that is driven more by the process workers than by a set of documented standards. For these reasons, Agile is arguably one of the management processes most ideally suited to the challenge of change and its many surprise elements that cannot always be accurately planned for at the outset.
What are the barriers to achieving an agile approach to change within public sector settings, and how can they be mitigated?
View Presentation
Identity Assurance Programme, Department for Work and Pensions
“What is this thing called Agile?”
Agile connotes a process that is low-ceremony, flexible, responsive and fast. It is also one that is driven more by the process workers than by a set of documented standards. For these reasons, Agile is arguably one of the management processes most ideally suited to the challenge of change and its many surprise elements that cannot always be accurately planned for at the outset.
What are the barriers to achieving an agile approach to change within public sector settings, and how can they be mitigated?
View Presentation
10.30
Ben Grinnell (confirmed)
Director, Qedis
“Enabling sustainable and continual change in the public sector”
Ben has been a programme Director and served on the board of many large change programmes in the public and private sector, some having full life costs of billions of pounds. We are all aware that many of these are restructured several times during their life, take much longer than originally forecast and deliver less than originally envisaged. Yet the current vision for government services represents an unprecedented amount of change and with good reason. What got us here won't get us there, so what do we need to do differently?
In this talk he will pick out a couple of major barriers to change he's observed, explain the effect they have and propose solutions.
View Presentation
Director, Qedis
“Enabling sustainable and continual change in the public sector”
Ben has been a programme Director and served on the board of many large change programmes in the public and private sector, some having full life costs of billions of pounds. We are all aware that many of these are restructured several times during their life, take much longer than originally forecast and deliver less than originally envisaged. Yet the current vision for government services represents an unprecedented amount of change and with good reason. What got us here won't get us there, so what do we need to do differently?
In this talk he will pick out a couple of major barriers to change he's observed, explain the effect they have and propose solutions.
View Presentation
10.45 - 10.55
Question and Answer Session
11.00
Masterclass session 1
A series of Masterclasses will run throughout the day. You have the opportunity to pick a stream from the following topics: Processes and tools for positive transition; Developing skills in project, programme and portfolio management and Implementation of change through technological support
A series of Masterclasses will run throughout the day. You have the opportunity to pick a stream from the following topics: Processes and tools for positive transition; Developing skills in project, programme and portfolio management and Implementation of change through technological support
11.45
Coffee in the Networking Surgery
12.30
Masterclass session 2
13.15
Lunch in the Networking Surgery
14.15
Chair's Afternoon Address
14.20
Afternoon Keynote address
Richard Heaton (confirmed)
Permanent Secretary, Cabinet Office
“Navigating change within the public sector”
Navigating change successfully, on time and within budget, is essential in a climate of extensive public sector reform and limited finances. What skills are needed from managers, and what measures can be taken to maximise the success of change initiatives across central and local government?
This talk will offer insights from the current civil service reforms, and how new ways of working are being developed.
Richard Heaton (confirmed)
Permanent Secretary, Cabinet Office
“Navigating change within the public sector”
Navigating change successfully, on time and within budget, is essential in a climate of extensive public sector reform and limited finances. What skills are needed from managers, and what measures can be taken to maximise the success of change initiatives across central and local government?
This talk will offer insights from the current civil service reforms, and how new ways of working are being developed.
14.40
Craig Kilford (confirmed)
Deputy Director, Portfolio Delivery and Assurance, Office for National Statistics
“100 days to boost portfolio management capability and drive business change success”
With an introduction by:
Jil Matheson
National Statistician and Permanent Secretary, UK Statistics Authority / Office for National Statistics
The Office for National Statistics produces a wide range of information about the state of the nation, including GDP, Census, National Accounts and Retail Price Index. This information is used by government for social and economic policymaking as well as painting a portrait of the country as its population evolves over time. Early in 2012, Jil Matheson, Permanent Secretary, and ONS' Executive Leadership Team recognised the critical need to adopt portfolio management and increase assurance that ONS invests in the right changes, delivers those changes in the right way with the right people – every time.
In April 2012, ONS embarked on a high-energy 100 day plan to implement portfolio management across the organisation. This presentation tells the story of how this was achieved in such a short timeframe, together with the challenges and successes that continue to be experienced.
Click to view presentation
Deputy Director, Portfolio Delivery and Assurance, Office for National Statistics
“100 days to boost portfolio management capability and drive business change success”
With an introduction by:
Jil Matheson
National Statistician and Permanent Secretary, UK Statistics Authority / Office for National Statistics
The Office for National Statistics produces a wide range of information about the state of the nation, including GDP, Census, National Accounts and Retail Price Index. This information is used by government for social and economic policymaking as well as painting a portrait of the country as its population evolves over time. Early in 2012, Jil Matheson, Permanent Secretary, and ONS' Executive Leadership Team recognised the critical need to adopt portfolio management and increase assurance that ONS invests in the right changes, delivers those changes in the right way with the right people – every time.
In April 2012, ONS embarked on a high-energy 100 day plan to implement portfolio management across the organisation. This presentation tells the story of how this was achieved in such a short timeframe, together with the challenges and successes that continue to be experienced.
Click to view presentation
15.00
Nick Dobson (confirmed)
Principal Consultant, CITI
“Making change real - or making real change?”
When the repercussions of getting it wrong are just too high - when there is a possibly unrepeatable opportunity to make a real difference - change management must work.
This example describes how it was done in one public sector service organisation. It illustrates how the vision was achieved and how the potential resistance, even hostility, of the people affected was translated into forces that drove the transition. It demonstrates, ultimately, how genuine value was released into the community.
View Presentation
Principal Consultant, CITI
“Making change real - or making real change?”
When the repercussions of getting it wrong are just too high - when there is a possibly unrepeatable opportunity to make a real difference - change management must work.
This example describes how it was done in one public sector service organisation. It illustrates how the vision was achieved and how the potential resistance, even hostility, of the people affected was translated into forces that drove the transition. It demonstrates, ultimately, how genuine value was released into the community.
View Presentation
15.15
Question and Answer Session
15.30
Coffee in the Networking Surgery
16.00
Jane West (confirmed)
Executive Director of Finance and Corporate Governance, London Borough of Hammersmith and Fulham
“Developing a shared services approach”
Councils across the country are considering or already beginning to share services with neighbouring authorities to protect frontline provisions in the face of tight budgets. However, there are also a range of other potential benefits such as lower council tax rates and improved services for residents, easier recruitment and retention of skilled staff, improved investment, opportunities for innovation, and having the scale needed to procure the best private contracts. The three London boroughs of Hammersmith and Fulham, Kensington and Chelsea, and Westminster are on track to save £40m a year by 2015 in their adoption of a shared framework.
This talk will assess the skills and processes necessary to broach a transition to shared services, how shared partnerships can be positive and sustainable, and how quality of services can thereby be not only preserved but improved.
View Presentation
Executive Director of Finance and Corporate Governance, London Borough of Hammersmith and Fulham
“Developing a shared services approach”
Councils across the country are considering or already beginning to share services with neighbouring authorities to protect frontline provisions in the face of tight budgets. However, there are also a range of other potential benefits such as lower council tax rates and improved services for residents, easier recruitment and retention of skilled staff, improved investment, opportunities for innovation, and having the scale needed to procure the best private contracts. The three London boroughs of Hammersmith and Fulham, Kensington and Chelsea, and Westminster are on track to save £40m a year by 2015 in their adoption of a shared framework.
This talk will assess the skills and processes necessary to broach a transition to shared services, how shared partnerships can be positive and sustainable, and how quality of services can thereby be not only preserved but improved.
View Presentation
16.15
Aiden McManus (confirmed)
Director of Corporate Services, London Borough of Croydon
“Stimulating transformation through technology”
Technology has greater power than ever to instigate and influence change, not only in the quality, cost and delivery of the nation's public services, but also in its culture and organisation. This has been recognised and captured in the government's ICT strategy, which has saved £490m in its first year. Information officers across the country are transcending IT roles and becoming established as leaders in local government.
Technology is proving critical to public sector change initiatives, in particular to Croydon Council, which is using greater flexibility in its ICT plans to drive cultural change within the workforce and within the borough itself.
This talk will offer insight into the successful management of change within public service ICT systems and insight into the users, with useful advice for others seeking transformation through technology within their own organisation.
View Presentation
Director of Corporate Services, London Borough of Croydon
“Stimulating transformation through technology”
Technology has greater power than ever to instigate and influence change, not only in the quality, cost and delivery of the nation's public services, but also in its culture and organisation. This has been recognised and captured in the government's ICT strategy, which has saved £490m in its first year. Information officers across the country are transcending IT roles and becoming established as leaders in local government.
Technology is proving critical to public sector change initiatives, in particular to Croydon Council, which is using greater flexibility in its ICT plans to drive cultural change within the workforce and within the borough itself.
This talk will offer insight into the successful management of change within public service ICT systems and insight into the users, with useful advice for others seeking transformation through technology within their own organisation.
View Presentation
16.30
Question and Answer Session
16.40
Chair's Closing Remarks
16.45
Conference Close
