Delivering the Tranches |
 Managing the Tranches is the combination of processes and activities which keeps the balance between the rates of potential change being delivered by projects with the ability of the organisational to absorb that change. The activities are designed to ensure that controls are in place and working. They also focus on ensuring that the programme remains aligned to the organisations strategic direction. Problems with projects and realising the benefits are managed at this level. |
Objective:
Ensure that there is no way to return to old ways of working unless sanctioned as part of any roll-back required, in the event of any difficulties with the new operations.
Detail:
Once the transition has been completed the project resources should be withdrawn quickly to minimise the burden on operations. Legacy assets should be decommissioned and removed to test if there is still reliance on them.
Governance Structure
Task:
Decommissioning and disposal of assets should be in line with corporate policies on recycling, risk, health and safety etc.
Task:
Decommissioning and disposal of assets should be in line with corporate policies on recycling, risk, health and safety etc.
Guidance:
There may be financial value in the residual products that will enable them to be sold. Contract termination notices may have been required so checking obligations are properly managed is needed.
Output:
Management Control
Task:
Undertake additional testing to prove that there is no dependency on the legacy systems.
Task:
Undertake additional testing to prove that there is no dependency on the legacy systems.
Guidance:
This testing is to ensure that the systems have been fully removed and that no dependencies have been overlooked. Issues with product stability or the decommissioning should be managed by the project. There may be areas that are still dependent on or reluctant to give up the old ways of working, this will need to be regarded as an issue until it is resolved.
Output:
Benefits Management
Task:
Operational performance should be tracked to ensure there is no dependence on the systems.
Task:
Operational performance should be tracked to ensure there is no dependence on the systems.
Guidance:
Residual assets that are to be deployed should be isolated and handed over. If the new system is an upgrade, there may be spares or residual value in some aspects of the product.
Whatever the circumstances, the capability should be disabled to ensure it cannot be re-commissioned.
The period of instability should now be over and the new performance should be heading towards delivering the benefits. The removal of the old ways of working will be a major milestone in achieving the change and leaving the past behind. All the efforts should now be focused on releasing benefits and more importantly, testing for unexpected benefits.
Output:
Stakeholder Management
Task:
Communications activities should be on going to explain the value of the decommissioning and achievements.
Task:
Communications activities should be on going to explain the value of the decommissioning and achievements.
Guidance:
There will be stakeholders that lament the loss of the old ways of working - identifying and communicating effectively with these groups will be important as they are potentially a source of negative attitudes going forward.
Output:
Planning
Task:
The schedule should cover the removal of all assets from operations and disposal from the organisation.
Task:
The schedule should cover the removal of all assets from operations and disposal from the organisation.
Guidance:
A schedule to remove and dispose of legacy assets is required and their removal will need to be accounted for to ensure that no legacy assets remain within the organisation.
Output:
Risk & Issue Management
Task:
A key risk is unexpected operational dependence on systems being removed.
Task:
A key risk is unexpected operational dependence on systems being removed.
Guidance:
There is a danger that groups who have not transferred or migrated, or a part of the service still depends on the old processes and systems - missing these could cause major embarrassment.
Output:
Resource Management
Task:
Specialist skills and resources should be deployed to deal with hazards.
Task:
Specialist skills and resources should be deployed to deal with hazards.
Guidance:
Specialist resources may need to be used to remove and dispose of legacy systems, especially if they carry specific risks (e.g. asbestos).
Output:
Finance and Business Case
Task:
Costs of disposal and decommissioning should now be reflected in the budget.
Task:
Costs of disposal and decommissioning should now be reflected in the budget.
Guidance:
Ensure that support costs associated with legacy systems are removed from the budget and payment to suppliers is stopped.
Output:
Commercial
Task:
Terminate old contractor.
Supplier performance monitoring starts.
Task:
Terminate old contractor.
Supplier performance monitoring starts.
Guidance:
This is the point where the old contractor, their equipment leaves the building and their services are terminated. Watch out for new risks or people still using their services or equipment.
This is the point where the contract management moves to business as usual and metrics are used to track performance.
Input:
Output:
Project Executive
Task:
Assure the removal of any legacy assets, processes and working practices not required as part of the Business Operating Model.
Task:
Assure the removal of any legacy assets, processes and working practices not required as part of the Business Operating Model.
Guidance:
There will be a desire in some parts of the operation to hold on to iconic assets or traditional ways of working at this point.
The failure to remove legacy systems is a common cause of failure to achieve benefits.
Leaving unsupported equipment in place will increase operational risk and cost so rigor must be applied to this work.
Input:
Output:
Theme tasks for Project Executive:
Senior User
Task:
Manage the operational activities to release any legacy assets and that operating stability remains stable.
Task:
Manage the operational activities to release any legacy assets and that operating stability remains stable.
Guidance:
When the assets are being removed you need to ensure that changed business processes are now able to operate unsupported by the project or old systems that may have been running in parallel.
There will be parts of the operation that are reluctant to give up the systems or working practices so it would be worth planning to undertake a review/audit to ensure that change has been delivered.
In particular, monitor operational performance information for signs of inconsistencies that could be attributable to instability or inconsistency.
Input:
Output:
Theme tasks for Senior User:
Project Manager
Task:
Manage the elements of the transition plan that remove the legacy systems and ensure that they are disposed of appropriately.
Task:
Manage the elements of the transition plan that remove the legacy systems and ensure that they are disposed of appropriately.
Guidance:
Your role in this is to schedule the decommissioning and disposal of resources.
There may be issues to consider in relation to the way certain materials are disposed of - check with the corporate risk and environmental teams to ensure the disposal is compliant.
There may be financial issues to do with accounting for capital assets which will need to be written off.
The suppliers will be keen to remove the legacy equipment as it may be of value.
Input:
Output:
Theme tasks for Project Manager:
Senior Supplier
Task:
Take delivery of legacy assets and ensure they are disposed of in compliance with corporate policy.
Task:
Take delivery of legacy assets and ensure they are disposed of in compliance with corporate policy.
Guidance:
It is likely that you will be required to remove the equipment.
You should ensure that there is a full inventory of what should be removed and that it is actually collected.
A report should be provided to the Project Manager confirming the assets removed and their disposal methods.
Input:
Output:
Theme tasks for Senior Supplier:
Portfolio Office
Task:
Review the removal.
Task:
Review the removal.
Guidance:
This check is that the legacy approaches have been removed, this could range from the removal of assets, licences or contractors. The removal should assure there are no risks being created and that policy/legal obligations have been met. There should be checks that service agreements, warranties and guarantees are in place.
Input:
Output:
Theme tasks for Portfolio Office: