Trinidad and Tobago Prison Service Correctional Programme Department, an Analysis of their Strategic...

Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College

The Correctional Education Programme Department

Trinidad and Tobago Prison Service

Analysis of their Strategic & Business Aims,

Operations and Structure

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Date: Friday 29th August, 2008

Word Count:4989


Part Table of Contents Page # A Introduction 3-5

A.1 Executive Summary………………………………………………………... 3 A.3 Introduction and Background of CEP……………………………………… 4 A.4 CEP VMOST Analysis…………………………………………………….. 4 A.5 Projects within the Prison inclusive of CEP……………..………………… 5

Part 1 How does CEP use projects to achieve its strategic and business aims? 6-11

1.1 CEP’s Strategic Aims………………………………………………….…... 6 1.2 CEP’s Business Aims…………………………………………………….... 6 1.3 Analysis of the Organisational Structure……………………………….….. 7 1.4 Organisational Opportunity for Project Management……………………… 7 1.5 Portfolio/Programme/Project Management – link to Strategic Planning….. 8 1.6 Project Strategy Implementation at CEP……...…………………………… 10 1.7 Issues Identified……………………………………………………………. 11 1.8 Conclusion…………………………………………………………………. 11

Part 2 What are the main factors that influence project strategy?.................... 12-16

2.1 Overview…………………………………………………………………… 12 2.2 Internal Factors…………………………………………………………….. 12 2.3 External factors…………………………………………………………….. 14 2.4 Other Factors………………………………………………………………. 15 2.5 Conclusion…………………………………………………………………. 16

Part 3 How is CEP structured for managing projects? How are contracts,

alliances, and joint ventures handled?....................................................... 17-22

3.1 CEP’s appropriateness to achieve Business Objectives and Strategy……... 17 3.2 Issues within CEP………………………………………………………….. 17 3.3 Amalgamation of structures with day to day operations in CEP…………... 18 3.4 Comparisons of existing structures with best practice……………….…….. 19 3.5 Management of the Project Life Cycle……………………………..…….... 20 3.6 Identification of Procedures, Benefits and Risks……………………….….. 22 3.7 Analysis of partnering as a strategic option…………………………….….. 22

Part 4 Recommended Improvements………...…………………………………. 23-29

4.1 Identification of Gaps and Limitations.......………………………………... 23 4.2 Restructuring for strategic implementation for Gap closure……………….. 23 4.3 Recommended Improvements……………………………………………... 23 4.4 Redefining the CEP value Chain to achieve value for money (VFM)…….. 29

Bibliography………………………………………………………………. 29 Appendices………………………………………………………………… 30-33

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A.1 Executive Summary

The Correctional Education Programme Department (CEP) of the Trinidad and Tobago Prison

Service (TTPS) has its mandate clearly laid out as an arm of the criminal justice system. Its mandate

is the restoration of the inmates in their charge to the society as citizens that can add to the

continuous development of the nation.

This report seeks is to assess the project management operations at CEP through an evaluation of its

strategic and business aims. The evaluation also considered internal and external influencing factors

influencing project management at the department. The organisational structure, contracts and

alliances/partnership frameworks within which projects are developed were also appraised in this

document. The concluding section of this report identifies and recommends areas for improvement

in the project management operations of CEP. The recommendations seek to shift the managing of

projects from distinct activities to that of that of a programme, incorporating a project based

organisation through implementation of programme management methodologies and portfolio

management methodologies.

The author being a Henley MBA Consultant found that in conducting this report that CEP was not

far from alignment with best practices, since learnings were adapted from previous modules and

implemented at CEP. .

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A.2 Introduction and Background of CEP

A Cabinet appointed Task Force was appointed up in 2000 and proposed that the Prison Service of

Trinidad and Tobago should commit itself to the effective rehabilitation and reintegration services. It

was suggested that in order to do so they must adopt a Reintegrative Penal Policy, utilizing a shared

responsibility model of rehabilitation. These approaches features a correctional intervention process

that ensures that inmates (customers) are methodically assessed in relation to their needs,

personality, competences and risks, and assigned to rehabilitative activities in a planned and

coherent manner. This intervention strategy maps out a direction for the Trinidad and Tobago Prison

Service (TTPS) development and transformation. Appendix 2 depicts the organizational structure

for TTPS and CEP .

A.3 CEP VMOST Analysis

Since the incorporation of CEP in August 4, 2000, the department has created its own VMOST end

ensuring alignment to the Prison Services’ VMOST and the parent ministry, the Ministry of National

Security. The objectives are SMARTT

1 because it deals with the specific nature of the customer,

measurable because progress can be monitored. It is agreeable because of the mission and its sync

with that of the parent ministry. It is relevant because it deals with the specific nature of the

customer one of the key stakeholders. Time-bound due to the fact that the customers are incarcerated

for a specific period. The VMOST structure for the Correctional Education Programme Department

is in alignment with the VMOST of the Trinidad and Tobago Prison Service and further the parent

ministry, the Ministry of National Security2. The VMOST is outlined in appendix I.

1 SMART- Specific, Measurable, Achievable, Relevant, and Time-Bound 2

Mission of the Ministry of National Security is “To create an environment which ensures public safety and security through the maintenance of law

and order and the commitment of all available resources to the protection of life and property?

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A.4 Project within the Prisons inclusive of CEP

The projects undertaken in the Prison are illustrated in table I Projects undertaken by CEP are

highlighted within the table

Table 1: Projects undertaken in the TTPS 2008-2009

Arm Department Project Undertaken Transformation Unit Establishment of a coordinating office for all transformation

activities Prison Welfare Establishment of an After-Care system inclusive of stakeholders

Legal Revision of General and Station orders

Psychological Develop psychological profile database on officers and inmates

Finance Training of staff in the use of Activity Based Budgeting (ABB)

Accounts Establishment of an accounting information system

Transformation of personnel department to Human Resource

Adm

inis

trat

ive

Human Resource Implementation of an Information Human Resource Information System for staff

Infirmary Development of an inmate infirmary information system

Warrants Establishing links with other arms of the criminal justice system

Accreditation (Institutional and Programmatic)

Development of a inmate correctional information system

Establishment of a networked system.

Human Resource Development for leadership and management of tactical areas outlined in the VMOST.

CEP

Marketing campaign to attract non-participants of programmes

Construction of static security facilities or command centres ERU Training for tactical warfare Recruit and Train 1,045 officers into the Prison Service by December 2010 Development of an accredited training programme (programmatic)

Training College

Institutional accreditation Construction Setting up a Project Management Office for construction Reception Establishment of an information system Food Services Establishment of an information system utilising a point-of-sale

system for inventory maintenance

Ope

ratio

nal

General Stores Establishment of an information system utilising a point-of-sale system for inventory maintenance

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Part 1- How does CEP use projects to achieve its strategic and business aims? 1.1 CEP’s Strategic Aims

The strategic aims reflect CEP’s need to support both government objectives, the needs of the

society and the inmates in their charge. In achieving its aims, CEP will work with key strategic

partners and will advise, inform and help implement the strategies of government, stakeholder and

customers (inmates). See table II below for government’s objective from the National Strategic

Plan cascaded down to CEP.

Table II: Objectives cascaded down Government Ministry of National

Security Prison Service’s

Strategic Priorities

CEP Strategic Aims

Governing effectively

Nurturing a caring

society

Developing innovative

People

1 Reduce: crime, opportunities to

commit Public fear of it.

2 Improve rehabilitation

and reintegration of offenders

Correct

Reintegrate Restore Relate Protect

To empower the inmates in their charge to become productive members of the society thus assisting the nation to become developed by year 2020

1.2 CEP’s Business Aims

The business aims below says where the department wants to go in the future, its goals. They are as

follows;

• People-

o Increase the managerial competence of all ranks of officers assigned to the department.

o Increase inmate participation in programmes, both participant and non-participants.

o Increase stakeholder involvement in the business of CEP

• Organisation-

o Increase and include strategic alliances, partnering and joint ventures with suppliers and

customers.

• System-

o Incorporate and ICT framework for decision support, networking both a management

information system (MIS) and executive information system (EIS).

o Implement an information system that is a subset of the proposed national criminal database.

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1.3 Analysis of the Organisational Structure

Based on the previous conclusion and in order to emphasise the importance and influence of the

organisation in overall performance, positive correlations between project performance and types of

organizational structure were looked at. To perform the analysis five (5) organisational types as

defined by the Project Management Institute (PMI ®) were utilised.

Departments in the Prison Service fall somewhere between the fully functional and fully projectised

organizational structure. These are matrix organizations. Three points along the organizational

continuum have been defined by (Galbraith, 1971)

Table 3: An Analysis of departmental structure versus project success 2005-2007 Organisational Type Number of department

applying methodology Projects

Undertaken Projects

Completed Project Success

Functional 1 3 1 33% Weak Matrix 10 2 1 50% Balanced Matrix 3 4 1 25 Strong Project Matrix 1 (CEP) 5 5 100% Soft Boundaries Matrix 2 1 0 0% Projectised. 0 0 0 -- It was observed that prison officers that functioned as Project Managers preferred the Strong Project

Matrix because they were given more authority to control both resources and project budget than in

either a Balanced or Weak matrix. However, involvement in the weak matrix has taught them to be

both flexible and resilient by adapting on the fly much more that working in a strong matrix.

1.4 Organisational Opportunity for Project Management

CEP can no longer rely on past beliefs, unstructured and inadequate methodologies to succeed. The

rapid pace of innovation and the rising level of management, stakeholder and consumer expectations

demand that CEP re-assess and reinvent every facet of their existence. This in order to survive its

competitors competes, flourish and remain relevant. Resolving the struggle between tradition and

transformation initiatives requires a vehicle for managing change that can be trusted.

CEP realizes that Project Management has gained importance in the management field as they

recognise the positive effect it could have on profitability (Kerzner, 2003). Since its inception of the

department in 2000 many attempts have been made with some degree of success to formalise this

process (Frame, 2002).

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1.5 Portfolio/Programme/Project Management – link to Strategic Planning Linking strategy to projects is revolutionary thinking in some organizations. The concept of having

someone in the organization look at the strategic objectives with respect to ongoing projects is still new

in many organizations. Figure 1 below shows the link between strategy and projects in CEP.

Figure 1: Proposal and Projects in the context of Strategy at CEP

Source: Adapted from Portfolio of Projects by R. Buttrick in the Interactive Project Workout

Henley Management College: Managing Projects Course Material

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According to Combe and Githens (1999) they identified three general types of project portfolios

which are identified in CEP, they are as follows:

• Value-Creating: Strategic or Enterprise projects.

• Operational: Projects that make the organization more efficient and satisfy some fundamental

functional work- The development of an ICT platform which is networked and facilitates a

platform for the inmate information system that is linked to other divisions internally and

externally to other division under the Ministry of National Security.

• Compliance: "Must-do" projects required to maintain regulatory compliance- Projects here are

geared towards CEP attaining institutional accreditation.

Figure 2 below gives an indication of how projects in CEP are linked to strategy under the strategic

objective of reducing crime

Figure 2: Schematic of Strategies, Projects, a Programme and a Project Portfolio

Adapted from (Archibald 2003, p 13).

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1.6 Project Strategy Implementation at CEP

For CEP implementing projects is a process that must be undertaken. The process is outlined below

and is shown in figure 3 below. D

Figure 3: Project Implementation Process

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1.7 Issues Identified

Often the problem is not the projects themselves, but that there are simply too many independent and

competing activities occurring simultaneously, without enough coordination or measurement.

Initiative overload is the symptom of some common root causes, many of which have been

exacerbated by the rate of change and degree of uncertainty experienced in recent years and the

strong political pressures that puts CEP as one of the key strategic players in the present anti-crime

campaign. Other issues identified are

• Experienced senior management in project management is a scarce resource;

• Skilled junior ranking officers competent in Project Management are limited;

• Time is in short supply; and

• Expectations are ever-increasing.

1.8 Conclusion Project Management audits conducted in CEP determined that on average that there was 75% project

success. Factors influencing the successful outcomes were in both internal and external and had to be

taken in consideration. These factors are further described in part 2 of this report.

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Part 2 What are the main factors that influence Project Strategy?

2.1 Overview

TTPS is based in an economy experiencing transformation that has both internal and external factors

that shape and influence the degree of this transformation. CEP embraces a framework that

recognizes that projects, programmes and portfolios are organised and aligned in relation to internal

and external forces. Their successes are influenced by these and are depicted by the International

Association of Project and Programme Management (IAPPM) framework below (figure 4).

Figure 4: An adaptation of IAPPM framework.

2.2 Internal Factors

Incorporating the Turner Seven forces model and the IAPPM framework, the internal forces that can

shape and influence the growth, maturity, metamorphosis and success of the project include the

people, organisation and systems all seen as project drivers.

2.2.1 People • Leadership- The executive management team ranks high in terms of influence on a project, this

body comprises of senior officers that have little theoretical project management knowledge.

• Management- Project Managers here are officers with little project management experience.

They seek the executive management team for their guidance and obtain their support throughout

the project.

• Teamwork- All projects undertaken involve a collaboration of officers, inmates and volunteers

and some contracted labour (consultants/facilitators) (see figure 7). Short staffing (resource

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limitation) for the operational aspect of the prison is a constant issue and so resource multiple

projects are undertaken. This collaboration forms the basis for cohesiveness that lends support

by way of resource personnel. Internal politics here is mutual as there is little that affects the

attitudes, behaviour and interactions between the team members. Rank here is not much of an

issue.

• Influence- Influences comes from a need to have the business and strategic aims met, it comes

from a general attitude of accomplishment coming from all levels (strategic to project).

2.2.2 Organisation CEP is pursuing a new strategy that is geared towards achieving both the strategic and business

aims. This organisation is in the form of a project organisation which will remain after the successful

completion of the programme of projects. Figure 5 below shows the project organisation adapted by

CEP.

Figure 5: CEP’s Project Organisation

• Roles are established by the definition of the project organisation

• Resources identified here are human resources. The network of relationships formed by the

officers (senior and junior) and the volunteers.

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• Contract personnel are now being considered to be brought in to this project organisation for the

expertise they possess.

• Strategy pursued is geared towards achieving both strategic and business aims.

2.2.3 Systems

• Planning is done by the senior management team or leadership committee in conjunction with

the Project Manager.

• Control is established by means of station and general orders that govern the Prison Service.

• Reporting structure is based on rank; usually in projects the senior officer is given the higher

positions in the project organisation (see figure 5).

• Quality in CEP is determined by standards set out in attaining both institutional and

programmatic accreditation

• Risk is rarely considered in project management though the department is in a Prison setting.

2.3 External factors

The two key external drivers influencing project strategy is identified in the PESTLE as analysed in

appendix 3 are the political and economic.

2.3.1 Political Factors - Government’s drive to reduce crime and recidivism is high on the agenda

and it is the main focus as it affects the national image. The support for initiatives conceptualized

internally (CEP) or externally (stakeholders) as shown in figure 3 and can determine if they are

implemented or not.

2.3.2 Economic Factors CEP receives funding from two sources; they are votes and contributions to cover all costs for all

correctional activities and projects under the fiscal year. Votes are from the Prison and Contribution

from stakeholders identified. The votes are as follows; Material and Supplies, Penal Reform and

Transformation and Contract.

In other cases CEP will request sponsorship from its stakeholders identified below for project

initiation. Contributions may be monetary but regardless it is still considered a financial

contribution. This is not always guaranteed.

The stakeholders identified are; Non-Governmental Organisation, Faith-based Organisations, Other

government ministries e.g. Sports, Culture and Community Development and Private organisations.

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2.4 Other Factors

The Porter’s 5-forces analytical tool is also used to determine whether there are immediate or future

threats to consider in relation to influencing CEP’s Project strategy. They are as follows

2.4.1 Threat of a new entrant (high)- Due to the pressures being placed on the Prisons to achieve

their strategic aims, the Non Governmental Organisations (NGOs) see this as an opportunity

to provide services that are pre-packaged. In the area of human resource development they

present job descriptions and qualifications proving their competence in the areas of

leadership and management. Curriculum packages are presented also. CEP perceives these as

threats because if they go directly governmental political support they can achieve buy in. To

combat this CEP constantly finds ways of refining its strategy to match the competencies

required.

2.4.2 Bargaining powers of the suppliers (high) - Suppliers for CEP provide services and

equipment vital for CEP’s existence and also for carrying out strategy. The main problem

that occurs here is the timely payment for services rendered. To avoid problems, agreements

are drawn up for a 40% down payment. The government of Trinidad and Tobago only pays

for services delivered. To prevent problems CEP identifies and designates an officer that will

handle all payments by assuring that the process is speeded up and when cheques are

prepared the supplier is notified immediately.

Suppliers here are also the contracted services for individuals and organisation to provide

some type of service. The greatest need is the area of human resource development and

secondly curriculum to a lesser extent. Problems associated here is the terms of references

that are drawn up. There are instances of none existing references for some contractors

(consultants/facilitators). In other cases they are not specific and not contractual. CEP often

finds themselves in conflict with the contracted person or organisation with respect to content

and delivery of services. Terminating services rendered are very difficult as there is no basis

for performance measurement stated in the reference, if it exist.

2.4.3 Threat of substitutes (high) - Threats here are the same as a new entrant. In the area of

curriculum, packages are offered to CEP but the key issue here is quality. CEP’s business

aim is to develop a curriculum that stands up to the rigors of the Accreditation Council of

Trinidad and Tobago (ACTT) both programmatic and institutional accreditation standards.

Again like the new entrant if they go to the political source who does not have the

understandings they may achieve buy in. Problems associated with that are, the strategic aim

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will be sacrificed which is “producing a citizen, qualified and competent to aid in the

development of the nation”.

2.4.4 Bargaining powers of the customers (low) - Customers identified here are the inmates. They

don’t have much of a say in the way the projects are executed. Stakeholder consultations are

held and suggestions are solicited, inclusive of inmates. The strategy pursued is

communicated to all.

2.4.5 Internal rivalry (low) – Rivalry here are competing projects. CEP projects are prioritised and

executed according to that.

2.3 Conclusion Based on the analysis of the internal, external and other factors that influence CEP’s project strategy,

CEP’s major issue is the supplier (consultant/facilitator) type. The drawing up of proper terms of

references, contracts that are specific ensuring that they contain performance measures.

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Part 3: How is CEP structured for managing projects? How are contracts, alliances, and joint ventures handled?

3.1 CEP’s appropriateness to achieve Business Objectives and Strategy

Mintzberg argued that the current organisational form can also be regarded as constraining strategic

change. Current views such as Pettigrew's, hold that structure and strategy are to be regarded as

equal to one another. Rumelt concluded that structure also followed fashion.

CEP being a part of a paramilitary operates within a functional matrix organisational structure (see

figure 2). Changing the structure to one that is appropriate to pursuing the business objectives and

strategy possesses a lot of issues, some of which are discussed in chapter 3.3 below. Because of

mounting external political pressures about crime reduction and recidivism CEP had to change their

strategy.

The strategy undertaken has four approaches (see figure 6).

• Human Resource Development of staff for leadership and effective management.

• Marketing to both participants and non-participants of corrective programmes

• ICT-Information Communication Technology, comprising of networked information systems

• Curriculum Development- Developing the relevant curriculum that encompasses after-care,

training/retraining, programme delivery and quality (accreditation).

To support and supplement this new structure the senior management developed and legislated

appropriate general (service wide) and station (station specific) orders, to effect both knowledge of

the structure and facilitate internal communication within it.

3.2 Issues within CEP Issues identified within CEP are both rank (political) and resource (human resource). CEP being identified as a strong project matrix organization means that the Project Manager

maintains limited authority to oversee the cross-functional aspects of a project. The project manager

is primarily responsible for documenting the milestones and the progress of the project,

communicating regularly with the functional managers (senior officers). In this style of matrix

management, the functional managers share in the responsibility to achieve project results (business

objectives and strategy) and the project manager acts as a facilitator, rather than in a controlling

management capacity.

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3.3 Amalgamation of structures with day to day operations in CEP

Pursuing business objectives and strategy is the not set apart and aside in CEP. The day-to-day

operations must take place involving the very officers. Figure 6 below shows the amalgamation of

human resources.

Figure 6: Amalgamation and Utilisation of human resources in day-to-day operation at CEP

Source: Author’s own creation

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3.4 Comparisons of existing structures with Best Practice

The Oxford Model for Project Management Excellence Mini Matrix Version is used to compare

project management effectiveness against best practice. The Enabler Criteria is judged on approach,

deployment, assessment and review. The model showed CEP having a 61.11% near excellence in the

nine (9) areas outlined/highlighted in table 4 below.

Table 4: The Oxford Model for Project Management Excellence Mini Matrix Criteria Enabler Criteria Best Practice Observed in CEP Score

Leadership Project Management Leadership:

Is robust and recognised as championing and inspiring: internally, customers, partners and society

Is linked to power centres and has pockets of influence 1

Policy and Strategy

Organisation’s strategy for Project Management:

Is mature, linkages evidently effective and worthy role model

Is wholly or mainly undefined 0

People Management

People management supports Project management through:

Empowered highly competent project management participants fulfilling their optimum role in a responsive organisation

People and teams developed to match project needs. Abilities continuously improving

3

Resources External and internal resources are applied to Project Management:

Optimising all resource plans and allocations including partnerships, knowledge and technologies

Optimising all resources plans and allocations including alliances, knowledge and technologies

4

Processes Project Management processes are:

Totally integrated into work patterns. Highly and reliably effective. Drive improvements and are visible role model

Defined, managed and applied by competent staff 2

Customer Results

Project Management results for customers are:

Evidently excellent. Consistent high sector loyalty and sales.

Routinely high, widely disseminated and used to motivate customers (inmates) and staff

3

People Results

People involved in Project Management are:

Consistently highly motivated, achieving excellence and fulfilling their and other potential

Highly co-operative and mutually supportive to good effect 3

Impact on Society

Project Management’s contribution to society are:

Evidently controlled to targets using mature processes. Wide stakeholder recognition as best in class

Good, using best available technology at economic cost 3

Business Results

Project Management results on key performance are:

Consistently and reliably excellent across all areas of business. Recognition of best in class

Clearly linked and evidently widely appreciated by stakeholders

3

Total 22 Total Possible 36

Percentage of Project Management Excellence 61.11

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3.5 Management of the Portfolio/ Programme / Project Life Cycle

The principal distinction between projects and an ongoing enterprise (CEP programmes) as

something to be managed is that the project has a life cycle. According to Turner (1999) it goes

through the stages of germination, growth, maturity and metamorphosis.

Projects-with different size, shape, degree of risk and complexity, and widely varying products or

results-are the common denominator for project management. CEP employs a practical method for

categorizing projects that would be useful to all tactical arms in the VMOST (culture, education,

life-skills, religion and sports) for a number of reasons but a widely accepted project classification

system does not exist at present. Below is a current method utilised.

• Project Size (marketing vs. curriculum)

• Project Complexity

• External or Internal Customer

• Degree of Customer Involvement in the Project Levels of Risk in Projects (see chapter 2.4.4)

• Major and Minor Projects within a Category (curriculum)

• "Mega" Projects or Programmes

• "Stand-Alone" Versus "Create Supporting Infrastructure" Projects:(IT)

• "Standard" Versus "Transitional" Projects

Procedure- From table 5 below, managing a business portfolio ultimately involves the whole of

CEP if the true value of the portfolio management effort itself is to be realized in the form of

valuable benefits. By the way, each of the steps listed in the table are consistent with the

sequence recommended by the Project Management Institute's Standard for Portfolio

Management. A complete portfolio management process life cycle consists of ten major

sequential phases or activities as shown and analysed for compliances in table 5.

Systems- To operate effectively in such an environment, systems are needed to support activities

identified in table 5. Information systems such as Microsoft projects are not utilised. Microsoft

excel and Microsoft visio is used to produced Gantt charts and pictographs. The use of these

systems proves to be somewhat effective but they are not standardized.

o Document management- Version control is another issue in CEP. This occurs when various

amendments are made to a single document and after a period of time one is not sure which one

is the correct version.

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Table 5: Portfolio/Programme/Project Life Cycle

Ratings were given as follows;

# Portfolio Steps Programme/Project Steps At CEP C N P A

1 Categorization-Portfolio Setup C 1 2 Identify Needs and Opportunities C 1 3 Evaluate Strategic Options 3.1 Germination 3.1.1 Develop business case N 1 3.1.2 Establish terms of reference N 1 3.1.3 Setup a project office C 1 3.1.4 Undertake feasibility study N 1 3.1.5 Appoint a Project Team C 1 3.1.6 Create a Draft Project Plan Proposal N 1 3.2 Perform PM Audit A 1

4 Select the Work N 1 5 Prioritize the Work C 1 6 Balance and Optimize Portfolio C 1 7 Authorize the Work 7.1 Growth 7.1.1 Create a Project Plan N 1 7.1.2 Create a Resource Plan N 1 7.1.3 Create a Financial Plan N 1 7.1.4 Create a Quality Plan A 1 7.1.5 Create a Risk plan A 1 7.1.6 Create an Acceptance Plan A 1 7.1.8 Create a Communications Plan A 1 7.1.9 Create a Procurement Plan N 1 7.1.10 Contract the Suppliers N 1 7.2 Perform PM Audit A 1

8 Plan and Execute the Work 8.1 Maturity 8.1.1 Perform Time Management N 1 8.1.2 Perform Cost Management C 1 8.1.3 Perform Quality Management A 1 8.1.4 Perform Change Management A 1 8.1.5 Perform Communication Management P 1 8.1.6 Perform Acceptance Management N 1 8.1.7 Perform Procurement Management C 1 8.1.8 Perform Issue Management P 1 8.1.9 Perform Risk Management N 1 8.2 Perform PM Audit A 1 8.3 Metamorphosis 8.3.1 Perform Project Closure N 1 8.4 Perform PM Audit A 1

9 Portfolio Reporting and Review C 1 10 Strategic Change N 1

Total 10 14 2 10

C-Compliance-10/36=28%, N-Non-Compliance-14/36=39%, P-Present-2/36=6%

and A-Absent-10/36-27%

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3.6 Identification of Procedures, Benefits and Risks in Contracting, Alliances, Joint Ventures with Clients and Suppliers

Table 6: Analysis of Procedures, benefits and risks Relationship Client (inmates) Suppliers

Procedure Based on submission of proposal Draw up tender, shortlist, select, create a statement of work, request for proposal, select supplier and draw up contract.

Benefits Reduced cost, as a marketing initiative increased loyalty.

Supplier locked into deal. Specific material and or products are guaranteed.

Contract

Risk Bad relationships can jeopardise projects.

External conditions affecting price not drawn up in contract.

Procedure Stakeholder involvement based on nature of the project

Benefits Reduced cost, as a marketing initiative increased loyalty.

Alliance

Risk Bad relationships can jeopardise projects.

Procedure Organisational brand identity preserved

Benefits Reduced cost, Can be used as a marketing initiative increasing customer loyalty.

Joint Venture

Risk Major upsets within the Prison system due to fall outs in relationships can cause a serious reduction in human resource

Not feasible

3.7 Analysis of Partnering as a Strategic Option

Though partnering is not identified in the table above as an option, it will be analysed and discussed as a strategic option for CEP. Project partnering means a project team partnering on an individual project. Strategic partnering means CEP supporting project teams in partnering over a series of projects. Given time and experience it develops into the most efficient forms of partnering, which we call strategic collaborative working. A good area of such is the creation of an Inmate Information System. The partners to be considered here will be CEP’s Education department, the Prison Service’s IT unit, the Police Service’s IT unit and the Judiciary. All these are owners of pertinent inmate information. Partnering could mean benefits • Benefits derived- Progress towards mutual objectives and performance improvements using agreed

decision-making processes, a capture for lessons learnt for use on future projects. others are , value for money, reliable quality, handover to owner on time, cost reduction, costs within agreed budget, operating and maintenance efficiency, improved efficiency for users, design quality, a specific technical innovation, shared risks, shared use of computer systems, effective meetings and training in decision-making skills.

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Part 4 Recommended Improvements

4.1 Identification of Gaps and Limitations

CEP is the only department in the Prison Service that has some success in Benefit Realisation

Management by actually achieving benefits from investment made in change activities.

Based on the findings from part 1 to part 3, gaps and limitations were identified. These gaps and

limitations exist as CEP between the present state and a desired state (best practice).

4.2 Restructuring for Strategic Implementation

As a strategic solution, CEP will have to restructure in order to become more efficient in their

management of Portfolio/Programme and projects. Chapter 4.3 outlines steps that should be taken.

The recommendation has risk associated with them and so contingencies will be considered.

4.3 Recommendations 4.3.1 Generate a Solid Business Case The first phase in the life cycle of a programme is the feasibility stage. For some programmes, this

may also be the last phase. But whether the programme is terminated or continued, CEP basis for

arriving at the critical go/no go decision is needed. This is provided by the business case.

An effective business case should comprise content that aligns with the organization’s project

portfolio management framework. In particular, it should reflect those strategic dimensions

considered most important by the senior management team and clearly articulate to what extent the

programme would address and support these dimensions. This will, therefore, facilitate an objective

evaluation of the candidate programme against a range of well-defined scoring criteria.

4.4.2 Establish the Right Programme Organization

While programme will differ vastly in terms of team size, best practices identify a number of crucial

roles that must exist at the programme leadership and management level in order to ensure proper

governance (see Figure 7). This will include Programme sponsorship, Programme management,

Change management, Risk management, Business analyst, Programme office management

The success of a programme, like a project, will depend heavily on the quality of sponsorship it

receives. The scope and scale of a programme means that sponsorship typically resides not with one

person but, rather, is distributed within a governance board or steering committee headed by an

executive sponsor. This group will provide authority on programme funding, purpose and direction.

Organisational strategy-There is mounting evidence that, while the contingencies (above) influence

optimal structure organisational, strategy has primacy because it has a mediational role. Structure

follows strategy (Chandler) as shown in figure 7 below.

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Figure 7: Recommended Programme Steering Team (PST) for CEP

Source: Handbook of Project Management – Trevor L Young (2003) 4.4.3 Build a Well-defined Programme Architecture The program architecture is the road map for getting from the as-is to the to-be state. It provides an

outline of how the projects within the program will deliver the capabilities that result in the required

benefits. The program architecture should clearly:

• Define the projects within the program • Ensure projects deliver benefits • Define high-level dependencies A benefits map (see Figures 8 and 9) extends the architecture further by incorporating a depiction of

how the ultimate strategic objectives for the programme will be met and provides a means for

identifying and defining the boundaries of each component project. Figure 9 shows the benefits

derived from deliverables from projects.

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Figure 8: The Alignment of a suggested programme management to CEP’s strategy

Figure 10: Benefits Map for CEP

4.4.4 Manage Stakeholder Expectations Addressing stakeholder needs while remaining cognizant of the constraints of the programme

boundaries often requires dexterity and sensitivity. A fine balance must be sought between managing

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out-of-scope requirements and expectations and seeking support for the organizational change and

its consequences. Effective program management demands:

• Strong negotiating skills • An ability to manage cross-functional conflict • A properly balanced approach to coping with multiple interests

4.4.5 Implement Integrated Programme Planning The heavily composite nature of a program requires that a strongly integrated approach to planning

be adopted in order to properly reflect deliverable, resource and external dependencies. To achieve a

detailed program definition and execution schedule, a number of vital intermediate steps are needed

to ensure the plan is both reliable and scalable:

• Define and verify scope roll up from projects to program • Identify and define all cross-project interfaces • Develop the integrated master schedule

4.4.6 Utilise Scenario-Based Execution Simulation The complexity of most programs makes the use of scenario analysis techniques not only valuable

but essential. The techniques are key to establishing greater insight into evaluating possible program

outcomes and also maximizing credibility with sponsors and governance boards. Two primary

methods are advocated:

Alternative execution strategy assessment involves re-shaping the detailed integrated master

schedule to consider alternative execution approaches. Here, the WBS and schedules may be

adjusted to assess a number of changes, such as:

• Alternative technical approaches • Alternative sourcing approaches • Alternative program funding scenarios and related program scoping variations

This will help assess how program timing, funding, risk and outcomes might be impacted by

adopting different strategies, and offers a more definitive assessment than any prior feasibility study.

Probabilistic forecasting and analysis provides crucially important answers to two fundamental

questions that a program manager and steering committee will have:

• What is the most likely completion date?

• How likely are we to finish by the target date?

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Advanced schedule simulation techniques provide the answers to these questions with greater

confidence than traditional critical path method scheduling, which only provides a single program

schedule solution. Since a range of possible outcomes will always exist, these outcomes, and their

likelihood of occurring, are what probabilistic scheduling will reveal. Further, simulations provide a

wealth of valuable knowledge on the sensitivities of any milestone to schedule movements, far

beyond the level of a standard critical path analysis.

4.4.7 Practice Systematic Risk Management

Effective program risk management should involve a coordinated, holistic approach. The

programme risk manager determines and enforces the preferred methods and steps for each project

team and ensures that these are adopted continuously throughout the life of the program:

• Assessment of both program- and project-level risks • Prioritization of all assessed risks • Definition of response strategies

• Integration of all response strategies into the WBS • Allocation of risk reserves

4.4.8 Implement the Right Control Processes

According to Gartner, in 2008, tracking is of crucially greater importance in programmes than most

projects since the consequences of missing targets are more severe, the likelihood of significant

problems is greater, and there are simply more things that might go wrong. Some typical areas of

concern for programme management include:

• Are project deliverables meeting requirements? • Are teams adhering to project schedules? • Are risks, issues and changes being properly identified and managed?

• Are estimates proving reliable? • Is project cost and benefit tracking effective? • Are resources and funding sufficient? • Are scope, time, cost or benefit changes being managed effectively?

The programme office should provide assistance to the projects in the updating of their plans and

progress reporting to the program. Project reports should contain relevant highlight information in a

standardized format to help aggregate the information at the program level. The impact of any risk,

issue or change within a component project needs to be recognized as early as possible in order to

manage it carefully and guard against any adverse impact across the program community. Rigorous

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and systematic scrutiny of the status of program interfaces must supplement traditional critical path

analysis.

Each project must take responsibility for adhering to timely forecasts of delivery and working within

the tolerances set by the program office. This is required especially for outputs supplied to other

projects, which will be affected by any slippages against plans. Indeed, scrutiny of all program

interfaces must be a vital element of the program manager’s control strategy. Any likely exceeding

of tolerances should be reported as early as possible to the program level.

4.4.9 Develop Achievable Benefits and Requirements

The attainability of program benefits is directly linked to the achievability of the stipulated

requirements. For a program to have any chance of success, it is vital that both requirements and

benefits be:

• Realistic

• Clearly articulated • Understood by all stakeholders • Accepted and signed off as viable • Supported by a rigorous change management process

Benefits management is best led by a dedicated change manager who should ensure that clear

pathways link outcomes to strategies, events and assumptions. The change manager should also

establish agreed-upon benefits-tracking metrics. Without an agreed-upon measurement system in

place, disagreements over the level of success of program accomplishments will endure to the

detriment of the entire initiative. It is advisable to introduce a series of regular, formalized quality

checks to validate whether program outputs are properly meeting needs and to hold regular

stakeholder reviews and satisfaction surveys.

Requirements management is ideally led by an accomplished business analyst. This critical role

must ensure that the front end of the program and any later projects are consistent with common

practices and processes for requirements elicitation and documentation. In addition, the setting of

program phase-gates will provide appropriate solution assessment and validation cycles where

conformance to requirements can be gauged in depth.

Lastly, it is essential to include benefits and requirements impact assessments in the scope change

management process in order to counter creeping commitments and maintain control.

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4.4.10 Facilitate Effective Change Management Aside from implementing rigorous change control procedures as described earlier, effective

management of broader change is required since the program deliverables will typically impact

multiple facets of an organization. Successful program managers recognize that the appointment of a

change manager can be a prerequisite for facilitating widespread understanding and acceptance of

the program goals, solutions and outcomes. A five-step approach is advocated that helps to shape,

steer and realize change:

• Identify need for change • Define compelling vision or “to-be” state • Choose a change strategy

• Engage the support of stakeholders • Implement change strategy

The need for change is articulated in the business case but should be based on input from multiple

key stakeholders and answer questions such as:

• What/where is the problem causing pain or potential crisis? • What/where is the untapped opportunity for gain?

4.4 Redefining the CEP value Chain to achieve value for money (VFM)

Some authors (O'Reilly 1987; Koskela 2000) associate Value for Money (VFM) with meeting client

requirements. A requirement is a robust definition of what is expected: it is tangible and measurable.

A client’s lack of capability to define and manage projects has a direct impact on the value generated

(Comptroller and General 2005).

The value-chain model (Porter 1985) has been extensively utilized in other industries, to identify

how process reengineering and ICT integration could be used to gain competitive advantage.

Porter’s key concept is that to gain this advantage, CEP not only has to reduce its support activity

costs, i.e. streamline its operations using information systems, but also to maximize the production

of value in its primary activities - the driving force being the customer (inmate)/product relationship.

Besides, CEP’s value chain doesn’t exist in isolation; it is part of the Prison Services’ value system

or a set of value chains that ultimately link the source raw material to the end product.

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Bibliography

• Alfred D. Chandler, (1962), Strategy and Structure - History of the Industrial Enterprise

• Archibald, Russell D., Managing High-Technology Programmes and Projects. New York: John

Wiley & Sons, 2003.

• Bazigos MN, Burke WW. Theory orientations of organizational development (OD) practitioners.

Group and Organizational Management. 1997

• Evelyn M. Fenton and Andrew M. Pettigrew (2000), The Innovating Organization.

• Kenny, John (2003), Effective Project Management for Strategic Innovation and Change in an

Organizational Context, Project Management Journal, March 2003 Edition (pp 43 - 53)

• Murray-Webster, Ruth, Michel Thiry Managing Programmes of Projects in the Gower Handbook of Project Management edited by Rodney J. Turner and S. J. Simister (2000) 3rd Edition

• Project Management Institute, (2000) A Guide to the Project Management Body of Knowledge (PMBOK® Guide)

• Thompson Jr., Arthur A., A.J. Strickland III, (2001) Crafting and Executing Strategy: Text and

Readings, McGraw-Hill/Irwin

• Thompson Jr., Arthur A., A.J. Strickland III, (1998) Strategic Management: Concepts and Cases, 10th Edition, McGraw-Hill

• Turner, Rodney J. (1999), The Handbook of Project-based Management, 2nd Edition, McGraw-

Hill

• Turner, Rodney J, (1996), The Project Manager as Change Agent: Leadership, Influence and Negotiation, McGraw-Hill

• Turner, Rodney J. (1995), The Commercial Project Manager

• Verzuh, Eric, (1999), The Fast Forward MBA in Project Management, Wiley Other Sources:

Interviews with

1. Mrs. Donna Cox- Minister of State, National Security (rehabilitation)

2. John Rougier, Commission of Prisons

3. Joseph Narsiah Senior Superintendent of Prisons (Programmes).

4. Mr. Espinoza, supervisor finance and accounts

Strategic and Operational plans of the Ministry of National Security and the Prison

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Appendix 1: CEP’s VMOST

Vision CEP will be regarded as a model of outstanding Correctional Administration and as the best value provider of efficient and humane correctional services and programmes in the Caribbean.

Mission To function within the Judicial System, communicating effectively and accurately in assisting in the dispensation of justice. To promote the rehabilitation of probationers, offenders, victims and dysfunctional families through education, research and advocacy. To plan and implement projects and programmes which would prevent or at least to minimize those at risk of re-offending.

Objectives Increase the provision of accreditation treatment and training programmes by 50% by 2008 Increase constructive regimes by 25%

Reduce re-offending Strategies CEP will seek to enhance its strategic position in the fight against crime ensuring the

following 1. Effective Governance, Management and Organisation-strive to be a well managed

business unit, ensuring good leadership, management and competent staff. 2. Marketing- maintain and develop strategies for retaining and attracting new customers. 3. Information Technology- the incorporation of ICT for adequate data and trend analysis

and for optimum effectiveness in the decision making process. 4. Curriculum-continue to develop approaches to deliver high quality accredited

programmes which will embrace the multiplicity of needs of its customers even after release.

Tactics The tactics employed are carried out using the five (5) departments. Culture- A structured syllabus of activities was developed so as to encourage participation and from both unique populations of the Prisons; the participants and the non-participants. Education- The tactics employed here is clearly outlined in the business model. Each programme is geared towards quality delivery, customer satisfaction, and equal opportunity. Life-skills: - In keeping with the department’s mission statement, the focus of this unit is on the holistic development of the customer and they are basically two (2) areas, society life-skills and work community life-skills. Religion: - This aspect of the programmes ensures the spiritual approach is included and helps to maintain control and foster a spirit of integrity. The availability of all denominations possible is crucial in maintaining the objectives of its vision. Sports: - Programmes offered here are geared towards fostering teamwork and tolerance.

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Appendix 2: CEP’s position in the Prison Service

CEP’s Organisational Structure

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Appendix 3: PESTLE Analysis for CEP

Influ

ence

on

di

visi

on

Impa

ct

on

Dep

artm

ent

Scor

e A

*B

Driver of Change A B A*B

Opportunity

Threat

P- The Government’s drive for achieving Vision 2020.

7 7 49

CEP can develop strategic plans

with relevant KPIs

Competitors can do the

same

P- Government’s drive to reduce crime 9.5 10 95

New initiatives can achieve macro

governmental support

Extensive programmes

without proper

justification can be shut

down.

E- Higher demand for productivity

6 9 54

Good marketing incentive for job

placement

Frustrations can develop

if customers cannot get

enrolled

E-Low unemployment level of 5.46%

4 8 32 Numerous opportunities for

sustainable employment

No threat

E- A consistently high price of oil >US 114.45 on the international market

10 9 90

Available financing with little

justification.

No threat

S-Government’s commitment to providing a safer society

9 9 81

Focus on restorative programme

can attract support

No threat

S-Government granting of free tertiary education 5 8 40

To increase accreditation, a

marketing incentive.

More of the citizenry

becomes eligible

competition for space

increases.

T- Advancement in broadband and its ease of availability

3 5 15 Online distance education can be

provided

No threat

L- The UN standard minimum rules of the treatment of inmates

7 9 63

CEP can establish itself as market

leader due to provision of

programmes and its availability

Any untoward incidents

can damage reputation.

L- The establishment of a parole board

4 10 40 Marketing of programmes will have a greater benefit

Improper monitoring and evaluation for determination

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