UNNExT Capacity Building Workshop on Single Window Planning and Implementation Module 9 – Project Management Phase 4: Implementation Oversight Phase Project Management Phase 5: Lessons-Learned/Feedback Phase Authored by Dr. Somnuk Keretho UNNExT Advisory Committee Director, Institute for IT Innovation Kasetsart University December 2011 Palais des Nations, Geneva Supported by

Page  2 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva The Objectives of this module  To suggest some approaches and tips on how to monitor and oversee the progress of the SW project implementation so that if there are any significant deviations from the project plan, then any necessary corrective actions should be carried out (Here we can only discuss it from a perspective of policy managers).  To emphasize the importance of collecting lessons learned and suggesting improvement opportunities as a feedback for the next iteration of SW project management process, i.e. for the analysis and planning for the next target SW project (within the SW long-term program).

Page  3 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva SW Project Management Process in 5 Phases 1.Inception Phase (Preliminary) – Developing a concept paper for preliminary and initial discussion 2.Elaboration Phase – Conducting detailed feasibility study 3.Planning Phase – Formulating a High-level SW master plan 4.Execution Phase (Implementation & Oversight) – SW Project Implementation and – Monitoring and Controlling the project’s progress 5.Feedback & Lessons-learned Phase – Collecting lessons learned and suggesting opportunities for SW improvement and extensions.

Page  4 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva Establishing Several Levels of Project Management Offices (PMO)  After the SW high-level master plan has been officially approved and funded, several levels of Project Management Offices (PMOs) must be established and mandated to coordinate, manage and/or implementation the different levels of the SW program and (sub)projects to ensure long- term institutional support and operation (with offices and staffs), i.e. at least in 3 major levels 1.PMO at the political level 2.PMO at the strategic level 3.PMO at the implementation and operation level

Page  5 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva Establishing 3 Levels of Project Management Offices (PMOs) 1.At the Political Level – the National Economic and Social Development Board, or an organization in charge of overall national development planning and coordination, normally acts as the PMO or the secretariat office for the political level by collaboratively planning and overseeing the progress of the overall SW program implementation  Monitor the deliverables, provide quality checks, and feedbacks etc. 2.At the Strategic Level – suppose that Customs Dept is mandated to be the NSW focal point at the strategic level, then Customs Dept should establish a PMO team to manage and coordinate the SW projects with other government agencies and business sectors.  The SW high-level master plan needs to be further refined into several detailed plans, so that each relevant government/agency will procure, implement and deploy its system along with associated reforms. 3.At the Operational Level – Each agency in charge of any specific (sub)projects needs to have its own PMO to manage its own projects including detailed planning, implementation, deployment and operations of those projects.  For example, some projects may be procured, implemented and deployed by Customs, some projects by MICT, some projects by Port Authority, but all projects must be coordinated strategically by Customs Department (as the mandated focal point).

Page  6 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva With the complexity of SW Implementation, At least 3 Levels of Interplay are normally needed. PlatformInterplay Levels/ Drivers Politic al will Strate gic National Committee chaired by Head of State Cabinet decree National Committee and NSW Sub Committee Source of legitimacy and budget Source of authority for the Political-level PMO Sub committee on NSW Flagship status under Logistics and Trade Facilitation issues Designating Lead Agencies (MICT, NESDB, Customs Dpt.) Regular meetings drive progress Informal meeting and dialogue create mutual trust and understanding Lead consultant helped draw out over all architectures and models MICT Task Force allocating budget to 12 Government Departments. Customs’ two Sub working groups on streamlining BP + aligning data required and technical communication protocols MICT enforced Cooperation via budgeting and procurement process Customs procedure reform implemented by Customs Dpt. forced some OGAs to come along Operat ional Ref: Suriyon, NESDB, 2010 NESDB=National Economic and Social Development Board NLC = National Logistics Committee A Case Example 2 (referencing to the SW Roadmap - Level 2) OGA = Other government agencies

Page  7 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva What and How to monitor and control a project? [At least 3 key things you should do ]  The project’s documented plan is the basis for 1.monitoring activities & their deliverables 2.communicating status, and 3.taking corrective actions  Progress is primarily determined by comparing “actual” work products, tasks, cost and schedule with the “planned” ones at prescribed milestones within the project schedule or within the work breakdown structure (WBS), e.g. –Comparing the “actual” finished-date with the “planned” finished date of the Milestones –Comparing the “actual” deliverable with the “planned” (expected) deliverable (work product)  Appropriate visibility enables timely corrective actions to be taken when performance deviates significantly from the plan. –A deviate is significant if, when left unsolved, it precludes the project from meeting its objective.

Page  8 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva What are the options for corrective actions? When actual progress’s status of the project deviates significantly from the expected values, corrective actions should be taken appropriately.  These actions may require “re-planning,” which may include revising the original plan, establishing new agreements, or including mitigation activities within the current plan.  In general, we should manage corrective actions to closure including (this is referred to as “Issue Management”). 1.Collect and analyze the issues and determine the corrective actions necessary to address the issues 2.Take corrective action on identified issues 3.Manage corrective actions to closure

Page  9 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva 1.Inception Phase 2. Elaboration Phase 3. Planning Phase 4. Execution Phase 5. Feedback Phase Lessons-learned Collection and Feedback Phase  At the completion of each project implementation and deployment, lessons-learned collection and feedback phase should be conducted, normally by the appropriate PMO.  Since establishing a SW environment is a long-term and complicated development program (e.g. referring to the SW Roadmap), the concept of continuous improvement should be adopted since we could learn and continuously gain more experiences as we go through all phases.  Note that the SW project implementation include not just the technological components, e.g. hardware/network, software development, but also human-related operations and life-style environment changes. –It is very important to collecting lessons learned and suggest improvement opportunities of the above aspects as a feedback for the next iteration of SW project management process.

Page  10 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva Summary  This module briefly discuss basic concepts about SW Project Implementation Oversight. 3 main activities are suggested. 1.Monitoring progress.  Progress is primarily determined by comparing “actual” work product, task, cost and schedule with the “planned” ones at prescribed milestones within the project schedule or within the work breakdown structure (WBS) 2.Communicating status, and 3.Manage corrective actions  Collect and analyze the issues and determine the corrective actions necessary to address the issues  Take corrective action on identified issues  Manage corrective actions to closure  As a long-term endeavor as in the SW project, we recommend a continuous improvement concept by collecting lessons learned and feedbacks in the current cycle for iteratively improve the SW project planning and implementation of the next cycle.

Case Examples & Discussion How to provide an understanding of the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.

Page  12 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva An S-Curve Technique to monitor the project work’s progress by comparing between the planned progress v.s. the actual progress of the project’s work products 18% Project Delay at the end of the 7 th project’s month Planned work progress Actual work progress A Case Example

Page  13 UNNExT Workshop on SW Planning and Implementation, December 2011, Geneva Project Start Date 31 มีค.54 Work Breakdown Structure (WBS) April 2011 May 2011 Mar 201 Feb 2012 Jan 2012 Dec 2011 Nov 2011 Oct 2011 Sept 2011 Aug 2011 July 2011 June 2011 Project End Date WBS-1 WBS-3 WBS-4 WBS-5 WBS-6 Work Product-3 Work Product-1 Done Significant Delay Slight Delay Work Product-2 Deliverables Reporting’s Date WBS-2 A Case Example on WBS Project Duration = 1 year Work Product-4 Progress Schedule