Programme & ProjectManagementCase Studies

Action 10: Embed Programme & Project ManagementCase Studies

Case Studies IndexEffort / Project Size in Days0 – 250Small250 – 500Medium500 – 1000Large 1000Very ionDepartment/SectorVeryLargeMedium VoltageCampus Upgrade,Trinity CollegeDublinUpgrade the Medium Voltage Electricity Network across thecomplete campus to facilitate and enable the development ofnew and existing buildings, increase reliability of the network,implement new switching and metering facilities to enablemeasurement and control in the context of our sustainablecampus objectives.Trinity CollegeDublin (TCD)ConstructionProjectVeryLargeBlarney GardaStationOffice of PublicWorks (OPW)4ConstructionProjectVeryLargeUniversity CollegeCork (UCC)10ConstructionProjectVeryLargeCork UniversityDental School andHospitalFermoy South FloodRelief SchemeDesign, procure and construct a new sub-district Garda stationincluding the conversion and refurbishment of the existing historicGarda Station.The main project objective is ‘to build a leading centre of excellence,providing quality patient care for the community; shaping the dentalteam of tomorrow through education, research and innovation’.Office of PublicWorks houseOffice of PublicWorks (OPW)17ConstructionProjectProjectWexford GardaDivisional HQUCC GDPRImplementationOffice of PublicWorks (OPW)University CollegeCork (UCC), Office of21Data Protection/Policy/LegalVeryLargeLargeDesign, procurement and construction of an economically,environmentally and technically viable flood defence scheme toprotect residents and businesses in Fermoy.Upgrade Kilmainham Gaol’s visitor facilities, convert KilmainhamCourthouse to a building to house all of Kilmainham Gaol’s VisitorFacilities and implementation of online ticketing for visitors.The design, procurement and construction of a new 4,000m2Divisional Garda Headquarters in Wexford.Capital Works –physicalinfrastructureTo ensure that the University can meet the increased level of DataProtection compliance required by GDPR and to ensure that thePageNo.126

University’s procedures satisfy the increased personal privacy rightsthat people have.ICTProjectVeryLargeLocal Property Tax(LPT)The purpose of this project was to deliver LPT functionality tofacilitate property owners in filing and making LPT payments online tothe Revenue Commissioners.ICTProgrammeVeryLargePAYE Online Services(myAccount)The PAYE Online Services project developed an online facility wherebyPAYE customers could access a wider range of services than wasavailable on its predecessor, PAYE Anytime system.ICTProgrammeVeryLargeProvide business users with a real-time, informative case working andprofiling system across all Regions and Districts, for a range of taxtypes and business e CaseManagement (RCM)Phase 1High Tech Orderingand onsProjectVeryLargeOrganisation ChangeProjectVeryLargePolicyProjectMediumHealth & WellbeingStrategic PlanPolicyProjectSmallReform of theScheme ofReasonableRTPS RadiotherapyTreatment PlanningSystemConstructionComplianceProgramme –‘Known Cases’Project’UCC Academy DACThe HSE spends circa 789m per annum on high tech medicines whichare prescribed by hospital consultants and dispensed to patients bycommunity pharmacists. A spend of this amount obviously requirestight governance and a full understanding of the origins of prescribingand trends in dispensing.Replacement of an End-of-Life Radiotherapy Planning System forAcademic Teaching and Learning students. This is the only system fortraining and certifying Radiation Therapy Students in Ireland.Corporate and LegalAffairsRevenueCommissioners PMO OfficeRevenueCommissioners PMO OfficeRevenueCommissioners PMO OfficeHealth ServiceExecutive (HSE)30343740Trinity CollegeDublin (TCD)43Improve overall compliance within the Construction sector by raisingawareness of Revenues capabilities and activities, develop staffcapability for effective sectoral interventions; heighten awareness inthe sector of their tax obligations and identify emerging trends forinclusion in risk identification programmes.RevenueCommissioners –Business ProjectManagement Office46UCC Academy DAC began operations in early 2014 as a subsidiarycompany to provide services to the University through collaborativeengagement with project sponsors; specialist skills in project andprogramme management and relevant subject matter; additional agilecapacity to support project execution & cost-effective service.Development of a Strategic Plan to set the strategic and operationaldirection for health and wellbeing in the Mid-West over the next 7years.University CollegeCork (UCC)49Health ServiceExecutive (HSE), MidWest CommunityHealth CareState ExaminationsCommission/Dept. ofEducation & Skills52This was a major educational policy reform programme, with crosssectoral impacts, in the highly charged domain of exam accessarrangement for students with special educational needs.56

icy & ITProjectVeryLargePolicy: Establishing aPMOProgrammeMediumAccommodations atState ExaminationsStakeholder Analysisand InternationalReview of GP andPrimary CareServicesUCC StudentPlacementWhite Paper Project12 – Provide supportto the ComputerSecurity IncidentReport (CSIRT) TeamWhite Paper Project22 – Develop a newemployment supportschemeWhite Paper Project5 – Engagement withConnected ForcesInitiative (CFI),Planning and ReviewProcess (PARP) andOperationalCapabilities Concept(OCC)Establish a newLearning andDevelopment modelfor the Civil ServiceDevelopment of aProgrammeManagement OfficeEngage with as many key stakeholders as possible to identify whatthey want and need from a GP and Primary Care services.Health ServiceExecutive (HSE)62Ensure the management of student placements is in line with bestpractice and complies with insurance and legal requirements.University CollegeCork (UCC), Office ofCorporate and LegalAffairsDept. of Defence65To design and implement an Employment Support Scheme (ESS). Theobjective of the Scheme was to help develop a path to economicindependence for unemployed participants, aged between 18 and 24.Dept. of Defence73This project objective is to continue to participate in NATO PfP with aview to ensuring that the Defence Forces have the necessaryinteroperable capabilities to participate in modern, demandingpeacekeeping operations alongside other European military forces.Dept. of Defence77Develop a unified Learning and Development Strategy.Dept. of PublicExpenditure &Reform81Development of a PMO framework that the Institute can operate towhich allows more effective and efficient project delivery.TechnologicalUniversity (TU)Dublin City Campus85This project was established to give effect to the commitment made inthe White Paper on Defence by formalising an existing arrangementbetween the DOD – Executive Branch, the DF – J6, and the DCCAE –Cyber Security Centre, by means of putting in place a Service LevelAgreement (SLA).69

for TU Dublin CityCampusDeveloping &ImplementingStrategicPerformanceAgreements withETBsAmalgamation ofHETAC, FETAC, NQAI& IUQBPolicy: ion ofState AgenciesProgrammeVeryLargePolicy: ProcurementProjectSmallPolicy: Restructuringthe Education &Training hangeManagementProgrammeVeryLargeTU Dublin –MigrationProgrammePromoting ResearchProjectMediumStrategyProjectVeryLargeCork Discovers –EuropeanResearchers’ NightAssociation toAdvance CollegiateSchools of Business(AACSB)Accreditation forCork UniversityProfessionalisingProcurement inETB’sETB/SOLAS ReformProgrammeThis project involved an intensive 8 month programme of activities todevelop and finalise strategic performance agreements betweenSOLAS and 16 Education and Training Boards (ETBs) over the period2018-2020. This establishes a multi-annual strategic planningframework which will allow more flexible and future-focusedresponses from further education and training to evolving needs.SOLASTo create a single state agency with responsibility for Qualificationsand Quality Assurance in Further Education and Training and in HigherEducation through the amalgamation of the National QualificationsAuthority (NQAI), Higher Education and Training Awards Council(HETAC), Further Education and Training Awards Council (FETAC) andthe Irish Universities Quality Board (IUQB).Support the professionalising of public procurement across the ETBSector and deliver a suite of ETB Procurement policies and templates.Quality &93Qualifications Ireland(QQI)89Education & TrainingBoards Ireland(ETBI), PSR UnitDept. of Education &Skills, FurtherEducation Sector97106European Researchers’ Night is a Europe-wide public event dedicatedto popular science and fun learning.TechnologicalUniversity (TU)Dublin City Campus.Formerly DublinInstitute ofTechnology (DIT)University CollegeCork (UCC)The objective of this project/programme is to gain business schoolaccreditation with AACSB International.University CollegeCork (UCC)116The aim of the programme was to envision, deliver and embed themost significant structural reform of the education and training sectorin the history of the State. The reform was to enable Ireland to meeteducation and training needs as part of the skills agenda as well asbetter positioning the sector for future development.The objective of the overall Migration Programme is to help theorganisation transition to a globally competitive, vibrant UniversityCampus for the 21st Century, enabling an enhanced & enrichingexperience for all – staff, students and the community.101112

Business School atUniversity CollegeCorkDept. of Justice &EqualityTransformationProgrammeNational MedicalCard OnlineStrategy (IT, ProcessChanges, SharedServices – Payrolland Pension)ProjectVeryLargeHR, Payroll &SuperannuationLarge & complex organisational transformation involving a radicalrestructuring of the Dept. The Dept. has been restructured into threepillars – Criminal Justice, Civil Justice & Equality and Corporate.Dept. of Justice &Equality119In January 2018, the HSE Primary Care Reimbursement Serviceslaunched its new National Medical Card Online service, This new service enables people for the firsttime to apply for a Medical Card quickly and easily using the step bystep guide.To implement a standardised and consistent approach to maintainingHR, Payroll and Pensions information for Local Government Sector.Health ServiceExecutive (HSE)123Local GovernmentManagement Agency(LGMA)126

Medium Voltage Campus UpgradePoint of Contact:Emmet DaltonContact No:01 – 896 ganisation:Estates and FacilitiesProject Title:Campus Medium Voltage UpgradeProject Type:(IT/Policy/Procurement etc.)Capital works – physical infrastructureProject Duration: (DD or MM)18 monthsProject Effort in Days:(0-250 250-500 500–1000 1000) 1000 man daysProject Team Size: (FTE)5 FTE TCD Staff22 External FTE (PM/QS, Main and Subcontractors)Project Staff: (e.g. IT etc.)(Internal/external split e.g. 40/60)InternalProject Stakeholders:InternalPublic Service/Civil Service WideExternal (public etc.)What was the driver for the project and categorisation used:FTE ReductionCost SavingsRisk ReductionCustomer SatisfactionQuality Assurance1

If other, please specify:Capital investment in campus infrastructure to facilitate future developments. The newinfrastructure replaced an end-of-life network.Project Objectives:Upgrade the Medium Voltage Electricity Network across the complete campus to facilitateand enable the development of new and existing buildings, increase reliability of thenetwork, implement new switching and metering facilities to enable measurement andcontrol in the context of our sustainable campus objectives. The Campus MV Upgrade hadan approved project budget of 8.3M and was closed out at 7.3M.Outcomes/Benefits:Project Delivered On Time, To Quality and Under BudgetBrief Description of the project management methodologies used for theproject (e.g. Prince 2, PMBOK, agile, waterfall etc.):Project was delivered via the Trinity College – University of Dublin PMO GovernanceStage-Gate Model.The project followed the classical Waterfall MethodologyWere any additional standards/frameworks/policies/procedures developedor used as part of the project that could be re-used or shared e.g. changemanagement? If so, please specify which ones of these were used:College-wide communications mechanisms were enhanced. Students, staff and visitorswere informed of any disruption in advance of scheduled works (Groundworks and powercutovers). These communications were in the form of bespoke emails to small groups,billboards, face-to-face meetings and via a dedicated project website.2

Lessons Learned:Given the complex nature of the project and the fact that every building was impacted, somebuildings with 24*7 Operations (e.g. Residences) and others with sensitive research projects,the main lesson learned was the need for very tight Stakeholder Involvement and ContinualCommunications to a very broad community which included students, staff, residents, publicand neighbours.3

Blarney Garda StationPoint of Contact:Edel CollinsContact No:086 /Organisation:Office of Public WorksProject Title:Blarney Garda StationProject Type:(IT/Policy/Procurement etc.)ConstructionProject Duration: (DD or MM)5 years & 5 monthsProject Effort in Days:(0-250 250-500 500–1000 1000) 1000Project Team Size: (FTE)Varied during project between 2 and 90Project Staff: (e.g. IT etc.)(Internal/external split e.g. 40/60)Project Stakeholders:Design team was composed of 70/30 InternalExternal Split. Project Team was composed of70/30 Internal External split. Steering Groupwas composed of 40/60 Internal External Split.Contractors Team was 100% External.XXInternalPublic Service/Civil Service WideExternal (public etc.)What was the driver for the project and categorisation used:FTE ReductionCost SavingsRisk ReductionCustomer SatisfactionQuality Assurance4

If other, please specify:The Drivers of the project include; The existing Garda station building in Blarney was damaged by a fire in 2008 whichresulted in minor damage. There was a second fire in June 2009 which resulted inthe abandonment of the station due to extensive damage. This required the GardaStation to relocate into temporary accommodation. The existing Garda station was not sufficiently big enough to accommodateexisting staff, neither did it allow for future expansion. The existing Garda station was in poor condition. The existing Garda station did not have a secure boundary and posed a potentialsecurity risk. The existing Garda station did not meet current Building Regulations particularly inrelation to fire safety and universal access. The existing Garda station did not meet the technological or operational needs of amodern police force. There was a need to provide a Garda presence in the town of Blarney which has avery high tourist foot fall approximately 200,000 visitors to the area each year.Project Objectives: Design, procure and construct a new sub-district Garda station including therefurbishment and extension of the existing Garda station at Blarney, Co. Cork.(Total floor area 470 m² Garda Station)Provide good quality, flexible, value for money, energy and space efficientaccommodation.The brief requirements included office accommodation, conference room, publicreception, community policing, sanitary facilities and associated site works.Comply with all the technical requirements of the brief and satisfy the functionaland operational requirements of a modern police force.Comply with all statutory requirements including building regulations, planningregulations and the Safety, Health & Welfare at Work (Construction) Regulations2006 and 2013.Maximise the value of owned estate.Provide optimal value for money in the context of the whole life costs of thebuilding and property.Contribute to the urban regeneration of Blarney town.5

Outcomes/Benefits:Outcomes/ Benefits for the project stakeholders include;An Garda Síochána Fit for purpose, good quality, flexible, value for money, energy and space efficientaccommodation to support the delivery of An Garda Síochána Programme. A modern building that supports the implementation of the Functional Policingmodel and of the An Garda Síochána Policing Plan. A property solution that meet present and future policing and security challenges. Provides value for money and quality accommodation that satisfies the clientoperational and functional requirements.OPW Strengthens OPW’s position as property expert and reputation to deliver aprofessional service. Supports State/Principal Architect’s role to promote quality in the builtenvironment, sustainability and public awareness. Supports the successful delivery of OPW’s Statement for Strategy 2011-2014 whichis; to use our experience and expertise in our mandated areas of operation toprovide innovative, effective and sustainable shared services to the public and ourclients; to deliver the management, maintenance, design and sourcing services forthe State Property Portfolio and; to provide design excellence, construction,advisory and support services of the highest standard for the Government andState clients. Maximises the efficient use and value of the State property portfolio. Updated specification and brief for next generation of Garda stations.Government Supports delivery of Government Policy on Architecture to promote quality in thebuilt environment. Supports delivery of Civil Service Renewal Plan that aims to professionalize the civilservice by maximising the performance and potential of all Civil Service employeesand organizations.Local Community New civic building positively contributing to the build environment and urbanfabric as the building is a high quality end product due to high standard ofarchitectural design and building construction. Benefit from a more effective and efficient Garda presence in a busy tourist town,which provides additional security, a reduction in crime and improved public order. Socio-economic benefits to the community resulting from the creation of jobsthrough use of local subcontractors and labourers during construction stage as wellas the creation of additional jobs at the completed extended building. Urban regeneration benefits to the small town included substantial improvementworks to the surrounding landscape and boundary of the site.6

Brief Description of the project management methodologies used for theproject (e.g. Prince 2, PMBOK, agile, waterfall etc.):Project management methodology; Aligned closely with Capital Works Management Framework (CWMF) with its 4Project Stages, Phased Gate Approval Model and Waterfall Project Life Cycle. Quality Management System I.S EN ISO 9001:2008 which is integrated and alignedwith;o CWMF methodology and requirements.o Public Spending Code.o Statutory and Regulatory Requirements (H&S, Energy, Planning, etc.)o OPW internal Governance Framework.Were any additional standards/frameworks/policies/procedures developedor used as part of the project that could be re-used or shared e.g. changemanagement? If so, please specify which ones of these were used: Updated specification and brief for next generation of Garda stations.Construction Specification and details for upgrading existing historic buildings.Updated approach for the development of tender documentation.Procurement procedure timescales.7

Lessons Learned: Importance of overall good project governance and compliance with the CWMF toensure appropriate level of oversight and approvals at key stages.A complex client arrangement existed for this project and it was critical that projectroles and responsibilities were clearly established and agreed at project initiation.The multifaceted nature of the client organisation meant that client expectationsand communication had to be managed very carefully from project inceptionthrough to the end of construction. This was achieved through the establishment ofsingle points of contact.Overall budget control rested with the centralised An Garda Síochána EstateManagement, so the needs and expectations of the local station staff had to bemanaged to ensure the finished building would be fit for purpose for the end users,while also satisfying the wider objectives of the organisation.A detailed Stakeholders Analysis was undertaken for the project at project initiationand was updated after each project review.During the project, the brief changed due to a number of external factors.Fortunately, these changes were confirmed at early planning stage and in advanceof the submission of statutory approvals so that it had minimal impact on theprogramme.At project inception, an option appraisal was undertaken to assess the costs andbenefits of all the various options available. These studies were a necessity in orderto assess the viability of the project. It clearly identified the preferred option andhelped to avoid wasted work and time.It was important that the Design Team Lead actively managed the performance ofthe design team to ensure the project met the proposed objectives. Themanagement of underperformance of certain members of the design team took ahuge amount of time and resource. It is important to ensure that design teammembers scope of service is fully outlined in the tender process and that lessonslearned inform future tender processes. It is important to look for warning signs likeunderbidding in tender returns. Unfortunately, it is not possible to penalise aconsultant for previous poor performance during the tender evaluation process.The relatively long timeline meant that the project saw a turnover of staff, soensuring continuity of communication and vision and consistency during the projectexecution across different construction and design phases proved challenging.Strong leadership and the quality management system assisted in overcoming thischallenge.Placing realistic programme timelines together taking into considerationprocurement methods and production of tender documentation is essential. Thisproject was one of the first OPW projects to use the new Public Works Contract anddue to a lack of experience of this form of contract, these tasks wereunderestimated. This resulted in taking on additional staff members to finish outtender production packages to meet project deadlines and affected the delivery ofother projects.8

Drawings and specifications were completed to a very high standard and reviewedwith other design team consultants. They were also fully coordinated which reducedthe ability of a contractor to make claims for delays and changes on-site.The majority of the change orders were as a result of the un-knowns in relation tothe existing building fabric. Additional surveys should have been sought andincluded in the tender documentation.9

Cork University Dental School and HospitalPoint of Contact:Sinéad Harding, Head of UCC Project CentreSinéad can direct your query to the appropriateProject stakeholderContact nt/Sector/Organisation:UCC Academy DAC @ UCC, Higher EducationProject Title:Cork University Dental School and HospitalProject Type:(IT/Policy/Procurement etc.)CapitalProgramme with many Projects including aProject, IT Project, Procurement Project,Process Improve all underpinned by ChangeManagement and Communications ProjectProject Duration: (DD or MM)c. 6 yearsProject Effort in Days:(0-250 250-500 500–1000 1000) 1000Project Team Size: (FTE)The Programme Governance Structure iscomprehensive, with key stakeholders groupedinto different Governance teams.For example: there is a Project SteeringCommittee (c. 18 people) and a ProjectManagement Team (c. 5 people includingProject Sponsor, Project Lead, Capital ProjectManager, IT Project Manager and Procurement& Change Project Manager)All of these project team resources, save for 2,have other roles/responsibilities/projects withinUCC.Project Staff: (e.g. IT etc.)(Internal/external split e.g. 40/60)10

Project Stakeholders:InternalPublic Service/Civil Service WideExternal (public etc.)What was the driver for the project and categorisation used:FTE ReductionCost SavingsRisk ReductionCustomer SatisfactionQuality AssuranceIf other, please specify:Customer satisfaction, if you view the Student, Patient and Staff as CustomersProject Objectives:The main project objective is ‘to build a leading centre of excellence, providing qualitypatient care for the community; shaping the dental team of tomorrow through education,research and innovation’ New Dental School and Hospital with state-of-the-art facilities Increased capacity for students both nationally and internationally Integration and enhancement of key research goals Enhanced student experience through practical teaching and learningThe project also includes the implementation of an Electronic Patient Record (EPR) i.e.transition from paper to paperless environment. The main objectives for the EPR are asfollows: Be systematically developed in a coordinated manner to facilitate interconnectivitywith all required systems both internally and externally Improve quality, safety and efficiency & reduces costs Guarantee all privacy and confidentiality requirements Serve the needs of the individual patient, the individual consultant/dentist, theindividual student (student scoring and attendance) and the Dental Council ofIreland statistics, enabling monitoring of health care parameters and facilitatingadministration and management Improve effectiveness and efficiency of the health care services/delivery Enable quality assessment and quality improvement (expert systems, data analysis,etc.)11

Stakeholder engagement and management of change through a robust ChangeManagement Plan (including training of staff and students) and Communications Strategy& Plan is vital throughout the lifecycle of the project.Outcomes/Benefits:The project is still active, and therefore the desired benefits are as per the objectivesoutlined above.Brief Description of the project management methodologies used for theproject (e.g. Prince 2, PMBOK, agile, waterfall etc.):The following outlines some elements of the UCC Project methodologies used so far: Capital Works Management Framework (Building & Estates Team) embedded andadhered to: all deliverables and activities completed in line with CWMF, and relevantPublic Service Frameworks A dedicated UCC Academy Project Manager was employed by the Project Sponsor tosupport the programme.o The UCC Academy has a customised set of project and change managementmethodologies, which are deployed as appropriate to this project. Thosecustomised methodologies are built on the relevant key principles, themes,tools and templates of Prince2, PMBOK as well as Change Managementmethodologies such as Prosci ADKAR Classic Project Management Methodologies are in place, including but not limited to:o Project Business Case for capital investment appraisal developed,submitted and approved in line with University governance structures,policies and procedures and CWMFo Plans and key milestones defined and maintained in the project plan[s]o Robust UCC Risk Management Approach in place and activeo Regular status reporting to different stakeholders in line with stakeholderanalysis and mapping exercise, and as per agreed frequency and formato Requirements gathering, and feasibility analysis carried out for potentialElectronic Patient Record solutiono Programme and Change Governance Structure developed, signed off andactively adhered to. This is reviewed on a regular basis and updated asappropriate. Lean principles applied for development of ‘As-Is’ and ‘To-Be’ process mapping, withprocess improvements implemented on an ongoing basis Change Management activities in placeo A clear definition of the project vision and alignment of the UCC leadershipteam & Dental School & Hospital on this visiono Communications Strategy developed and approved by the Project SteeringCommittee, along with 6 to 12-month view of the Communications Plan12

Industry standard programme governance structures defined and developed,customised to adopt key change management principles. For example, the programmewas split out across a number projects and each project is supported by ‘task andfinish groups’ Project Leads were appointed for each Project, and some Project Leads wereappointed from among the staff of the Dental School and Hospital. The leadsare accountable for managing the execution and completion of all requiredtasks and actions relevant to each Finish & Task group within their Project; toensure the project meets business needs All staff were appointed to one or more task & finish group as subject matterexperts. This enabled all staff the opportunity to be part of the project and thenew build design The Project Leads are empowered through the availability of projectmanagement tools and templates, as well as coaching and hands-on support,from the project management team.Were any additional standards/frameworks/policies/procedures developedor used as part of the project that could be re-used or shared e.g. changemanagement? If so, please specify which ones of these were used:Lessons Learned: Active stakeholder engagement and change management are critical to the success of theproject: from the start, through to the end and every step in betweenThe new skillset in lean principles and methodologies can be applied to staffs day-to-dayand project

Wexford Garda Divisional HQ The design, procurement and construction of a new 4,000m2 Divisional Garda Headquarters in Wexford. Office of Public . Accreditation for Cork University The objective of this project/programme is to gain business school University College Cork (UCC) 116