Programme Board – 100 Day Plan 10 th March 2011 working days left

2 Agenda TimeNo.ItemOwner 13:001IntroductionsAll 13:102Minutes of last meetingRO 13:303Update from Boards and Meetings/Commercial/ RMG Stakeholder Update JR 13:454Programme DashboardRO 13:505Project UpdatesAll PMs 15:006PMO UpdateRO/BM 15:257Plans for next periodRO 15:30Close

3 Governance Cycle Client Review With RMG and BB to act as the link between the Programme and the relevant business strategies and stakeholders and to discuss and agree ongoing performance management requirements Client Review With RMG and BB to act as the link between the Programme and the relevant business strategies and stakeholders and to discuss and agree ongoing performance management requirements Quarterly Board Title and Purpose Frequency/Duration Programme Steering Group Provide leadership to the programme in delivering its outputs and benefits to time, cost, quality and stakeholder expectations Programme Steering Group Provide leadership to the programme in delivering its outputs and benefits to time, cost, quality and stakeholder expectations Monthly Programme Board Provide management to the programme to deliver its outputs and benefits to time, cost, quality and stakeholder expectations Programme Board Provide management to the programme to deliver its outputs and benefits to time, cost, quality and stakeholder expectations Day Day Plan – Fortnightly Change – Monthly Day Day Plan – Fortnightly Change – Monthly HR Working Party To ensure all people related issues are understood and being managed HR Working Party To ensure all people related issues are understood and being managed Weekly Finance Working Party To ensure costs and benefits are identified, managed and tracked in accordance with project plans, and linked to P&L Finance Working Party To ensure costs and benefits are identified, managed and tracked in accordance with project plans, and linked to P&L Commercials Working Party To manage interdependencies between bid work and project delivery Commercials Working Party To manage interdependencies between bid work and project delivery Sponsors Board Ensure all programme outputs are embedded as business change Sponsors Board Ensure all programme outputs are embedded as business change BB Board JV Board Romec Exec 23/2 3/3 17/2 Cost/Phasing Workshop 10/3 8/3 15/2

4 Programme Summary

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18 Plans Process Review SharePoint – Checking Out & Editing Weekly Reporting Contact List Business Cases Joint Mobilisation Groups Communications Following slides to cover: Plans/Dependencies Status Baseline Data (Romec & RM) Costs Benefits Risks & Issues PMO Update

19 Plans/Dependencies Status

20 What RM information do we need? Baseline Data

21 Programme Costs Year 0 (Jan 11 – Mar 11) Year 1 (Apr 11 – Mar 12) Year 2 (Apr 12 – Mar 13) Year 3 (Apr 13 – Mar 14) Total Resource£0.56m£4.54m£0.74m£0.33m£6.17m Capital£0.28m£2.07m£3.81m£0.84m£7.00m Non-Capital£0.36m£11.73m£0.25m£0.12m£12.46m Total£1.20m£18.34m£4.80m£1.29m£25.6m Notes: Latest figures provided as at 2 nd March Some validation and inclusions still outstanding Some resource working on bid but charged to change Programme included in numbers above (see below)

22 Programme Benefits

23 Benefits – Next Steps Meet remaining teams Agree measures Agree data and source Define baseline Define target and date to achieve Validate with Finance, HR and KPIs Link to Glide-Slope De-duplicate Link to milestones

24 Programme Level Risks & Issues Risk/IssueMitigation Design Principles have not been agreed for the new Operating Model, particularly around Brand and People Strategies – may be unable to implement the required changes by 1st April. Pragmatic decision making required to phase the implementation of BBSD over 2011 and SC is raising with Exec. Available time to deliver shortening whilst awaiting deal signature – delays to communications, training, supplier negotiation, etc. Reduce by working with what is currently known. Accept possibility that things may change. WSP Enforma Call logging Application / Operation need to change in order to meet Day 1 Requirements. Without correct information being fed it will not be possible to act against new performance framework RM to confirm by 9 th March whether date will be end April /start May or end June/start July Timeliness of Comms across Romec, BBW and Royal Mail where all have different priorities - without effective comms buy in will suffer and this could have a knock on effect on the service. Working parties have been requested although timings are stretched ). Meetings to be arranged to discuss but need decisions re when comms can commence. Both internal and external IT teams are now at capacity – any additional requirements would need prioritisation which could lead to less effective manual workarounds Monitor and assess if required Risk that without effective closedown and cutover procedures, issues could surface with outstanding jobs and service could suffer, requiring manual intervention to rectify Being planned within the projects Possibility of strike action as part of ongoing negotiations within HRReduce through planning work taking place within People, Training and Communications to better understand comms/training requirements