http://www.fmi.ca/media/765533/Rosanna%20Di%20Paola_GoC's%20Pay%20Transformation.pdf

 

  • On budget on scope: schedule adjusted by 2 months
  • project completion date of April 2016
  • large quote (how things looked Nov 2015 before it would all go sideways – see item 10):
  • Lessons learned to date:
  • 1) Strong governance and oversight: Hands-on oversight at the senior management levels facilitates responsive, decisive decision making to deliver project's scope on time and within budget
  • 2) Strong negotiation skills: leveraged knowledge and experise in leading negotiations with the private sector vendor to ensure outcomes are to the advantage of the Crown
  • 3) Strong financial management discipline: plan for the unexpected: Prudent management of funds by increasing the contingency envelope. As a result, the project is well prepared to mitigate risks, unforeseen issues & challenges.
  • 4) Clear accountabilities/responsibilities: clear accountabilities between Crown, vendor and key partners (i.e., Shared Service Canada for infrastructure; Office of the Chief Human Resources Officer for business processes, Canada School of Public Service for training) is essential.
  • 5) Stategic risk taking: Risk-focused governance approach results in the successful management and mitigation of the risks.
  • 6) Communication with stakeholders: a substantial level of communication is required to engage stakeholders, both internally and externally. The project initially underestimated the level and extent of required communication and subsequently adopted a more comprehensive engagement plan.
  • 7) Phased implementation: Phased implementation approach will help the project team learn from each successive phase to implement the next phase more effectively.
  • 8) Co-locating Crown and Vendor: Co-locating Crown and vendor teams enables greater information exchange between technical and business experts and allows more expedient issue resolution.
  • 9) Preparing departments for the transition: Departments require ongoing support to perform all preparations and transition activities. Departmental readiness is one of the keys to the success of the project.
  • 10) Believe!