End Project Reports
End Project Reports are critical for organisations to understand how a project was executed, the lessons that have been learned, and how to continually improve on future delivery outcomes - in an honest and objective manner.
Our end project reporting utilises the McKinsey 5 C’s Model (McKinsey Centre for Government, 2018) as a framework for capturing the lessons (and gaps) for delivering end project reporting for large-scale public sector transformation projects.
WHAT WE DO
Global research showed that the disciplines identified in the McKinsey 5C’s Model are each a driver of success, regardless of geography, service, scope, or structure of transformation and are common for transformations in the public and private sector.
Transformations that effectively address all these disciplines are more than three times as likely to succeed than those that do not. Embedding all 5C model disciplines, results in 45% of transformations being rated as successful, with a 55% chance of only partial success.
HOW WE DO IT (THE McKINSEY 5C’S MODEL)
There are five disciplines that clearly distinguish successful transformations...
Transformation leaders must commit extraordinary energy to the effort, take personal accountability for success or failure, lead by example, and challenge long-established conventions. To inspire transformation, they must spend substantial time communicating face to face with the people affected, listening as much as they talk.
Clear Purpose & Priorities
Successful transformations paint a compelling picture of their destination and make it clear to public servants and citizens why the change is necessary. When it comes to objectives, less is more: successful efforts keep targets few, specific, and outcome based.
Cadence & Coordination in Delivery
The delivery of transformations requires a fast yet steady pace, a flatter hierarchy than is usual in the public sector, close collaboration between different agencies and functions, and the flexibility to solve problems as they arise. It also requires an empowered and focused transformation team to drive and track progress.
Every government communicates, but only a few do so effectively. Nearly 90 percent of participants in our transformation survey said success would have been enhanced by engaging more with frontline employees. Transformations need well-planned, in-depth, and genuine two-way communication with all the groups affected by the change.
Capability for Change
Although public sector services are often staffed by highly skilled people, they rarely have deep expertise and experience in change management. Reliance on business-as- usual capabilities is a major contributor to the high failure rate of government transformations.Three sets of skills are particularly important; project and program management; and digital and analytics skills.