Download full case study (pdf)
An Interim Head of PPM helped drive forward the rapid pace of change at this government agency by creating a flexible pool of highly-skilled change professionals.
The challenges of change
Before April 2006, change projects ran from within the DVLA’s seven directorates. Major programmes were divided up, with directors given responsibility for delivery in each area. “I had a small core of expertise, the rest was spread across the business,” says Sharon Baker, PACT Services Director. “We have a hugely ambitious change programme. The concern was that our appetite for change – we have a very visionary Chief Executive - was greater than our ability to deliver. We want change at an incredible pace, and the key is having sound programme and project management skills.
“The Board took the strategic decision to bring all resources together into a single pool, to increase skill levels, enable better control and management, improve programme and project delivery, and help achieve efficiency savings of 20 percent. Addressing the pace of change was the key to delivering on our vision. We needed to bring someone else in to raise our capabilities; we didn’t have that breadth of expertise.”
The right match
Paula Morton, a Campion Willcocks Associate, was chosen as Interim Head of Programme and Project Management. Her remit included running a department of 300; and determining, developing and delivering a flexible PPM resource pool. Baker says, “Paula had the experience: she had put in place similar resource pools, understood the concept of dedicated People Managers, and understood the whole PPM environment. We were also moving ahead with Job Families, and one of her tasks was to pilot this in the resource pool.” This approach places staff in groups, based on the collection of unique skills, to better enable the DVLA to achieve its objectives.
Successful outcomes
In terms of Morton’s contribution, Baker mentions a number of success factors. “First, getting everyone together and feeling part of a ‘family’. Second, everyone now has dedicated People Managers who oversee the setting and achievement of SMART objectives, and people are managed for performance more consistently. Third, people have a much better idea about how their career’s developing, and feel in control. Fourth, Paula was very good at communications, setting up PPM events that have continued since she moved on. Staff really feel a part of things.”
She adds, “Paula’s work in creating the resource pool then leading the set-up of Job Families were essential first steps both in improving our capability to deliver on change, and in enabling the step changes in improvements and efficiency we’re aiming for at the DVLA.”
For more information please call 01494 725885 or email
|
