Trinidad and Tobago Prison Service Correctional Programme Department, An Analysis of Their Strategic and Business Aims

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
Date: Friday 29th August, 2008

Word Count:4989
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Rowen Bedeau Student 2096042 (IATR). Project Management Elective. Henley Management College
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, 17-22
alliances, and joint ventures handled?.......................................................
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 SMART 1 because it deals with the specific nature of the customer,
T
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 Security 2 . 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

Administrative
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

Human Resource Transformation of personnel department to 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
CEP 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.
Marketing campaign to attract non-participants of programmes
Operational
ERU Construction of static security facilities or command centres

Training for tactical warfare
Training College Recruit and Train 1,045 officers into the Prison Service by
December 2010
Development of an accredited training programme
(programmatic)
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
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 Prison Service’s CEP
Security Strategic Strategic Aims
Priorities
¾ Governing effectively 1 Reduce: Correct To empower the
¾ crime, inmates in their
¾ Nurturing a caring charge to become
¾ opportunities to Reintegrate
society commit Restore productive members
¾ Public fear of it. Relate of the society thus
¾ Developing innovative assisting the nation
Protect
to become developed
People 2 Improve rehabilitation by year 2020
and reintegration of
offenders
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 Projects Projects Project
applying methodology Undertaken Completed 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 Is robust and recognised as Is linked to power centres
Management championing and inspiring: and has pockets of
1
Leadership: internally, customers, partners influence
and society
Policy and Organisation’s Is mature, linkages evidently Is wholly or mainly
Strategy strategy for Project effective and worthy role undefined 0
Management: model
People People management Empowered highly competent People and teams
Management supports Project project management developed to match
management participants fulfilling their project needs. Abilities 3
through: optimum role in a responsive continuously improving
organisation
Resources External and Optimising all resource plans Optimising all resources
internal resources and allocations including plans and allocations
are applied to partnerships, knowledge and including alliances, 4
Project technologies knowledge and
Management: technologies
Processes Project Totally integrated into work Defined, managed and
Management patterns. Highly and reliably applied by competent staff
2
processes are: effective. Drive improvements
and are visible role model
Customer Project Evidently excellent. Routinely high, widely
Results Management results Consistent high sector loyalty disseminated and used to
3
for customers are: and sales. motivate customers
(inmates) and staff
People People involved in Consistently highly motivated, Highly co-operative and
Results Project achieving excellence and mutually supportive to
3
Management are: fulfilling their and other good effect
potential
Impact on Project Evidently controlled to targets Good, using best available
Society Management’s using mature processes. Wide technology at economic
3
contribution to stakeholder recognition as best cost
society are: in class
Business Project Consistently and reliably Clearly linked and
Results Management results excellent across all areas of evidently widely
3
on key performance business. Recognition of best appreciated by
are: in class stakeholders
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
¾ 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.
¾ 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

# 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
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
8.3 Metamorphosis
8.3.1 Perform Project Closure N 1
9 Portfolio Reporting and Review C 1
10 Strategic Change N 1
Total 10 14 2 10
Ratings were given as follows;
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
Contract 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 Supplier locked into deal. Specific
initiative increased loyalty. material and or products are guaranteed.
Risk Bad relationships can jeopardise External conditions affecting price not
projects. drawn up in contract.
Alliance Procedure Stakeholder involvement based on
nature of the project
Benefits Reduced cost, as a marketing
initiative increased loyalty.
Risk Bad relationships can jeopardise
projects.
Joint Procedure Organisational brand identity
Venture preserved
Benefits Reduced cost,
Not feasible
Can be used as a marketing
initiative increasing customer
loyalty.
Risk Major upsets within the Prison
system due to fall outs in
relationships can cause a serious
reduction in human resource
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
Page 25 of 33
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?
Page 26 of 33
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
Page 27 of 33
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.
Page 28 of 33
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.
Page 29 of 33
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
Page 30 of 33
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.
Page 31 of 33
Appendix 2: CEP’s position in the Prison Service
CEP’s Organisational Structure
Page 32 of 33
Appendix 3: PESTLE Analysis for CEP
Department
Influence on
Impact on
Score A*B
division
Driver of Change Opportunity Threat
A B A*B
P- The CEP can develop strategic plans Competitors can do the

Government’s drive
7 7 49 with relevant KPIs same
for achieving Vision
2020.
P- Government’s New initiatives can achieve macro Extensive programmes
drive to reduce
governmental support without proper
crime
9.5 10 95
justification can be shut
down.
E- Higher demand Good marketing incentive for job Frustrations can develop
for productivity
6 9 54 placement if customers cannot get
enrolled
E-Low Numerous opportunities for No threat
unemployment level 4 8 32
sustainable employment
of 5.46%
E- A consistently Available financing with little No threat
high price of oil justification.
>US 114.45 on the 10 9 90
international
market
S-Government’s Focus on restorative programme No threat
commitment to
9 9 81 can attract support
providing a safer
society
S-Government To increase accreditation, a More of the citizenry
granting of free
marketing incentive. becomes eligible
tertiary education
5 8 40
competition for space
increases.
T- Advancement in Online distance education can be No threat
broadband and its 3 5 15
provided
ease of availability
L- The UN standard CEP can establish itself as market Any untoward incidents
minimum rules of
7 9 63 leader due to provision of can damage reputation.
the treatment of
inmates programmes and its availability
L- The Marketing of programmes will Improper monitoring and
establishment of a 4 10 40 have a greater benefit evaluation for
parole board determination
Page 33 of 33

Trinidad and Tobago Prison Service Correctional Programme Department, An Analysis of Their Strategic and Business Aims

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

Henley Management College

The Correctional Education Programme Department

Analysis of their Strategic & Business Aims,

Date: Friday 29th August, 2008

Part Table of Contents Page #

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

A.1 Executive Summary

A.2 Introduction and Background of CEP

A.3 CEP VMOST Analysis

A.4 Project within the Prisons inclusive of CEP

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

CEP Accreditation (Institutional and Programmatic)

ERU Construction of static security facilities or command centres

1.1 CEP’s Strategic Aims

1.2 CEP’s Business Aims

1.3 Analysis of the Organisational Structure

1.4 Organisational Opportunity for Project Management

1.5 Portfolio/Programme/Project Management – link to Strategic Planning

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

Adapted from (Archibald 2003, p 13).

1.6 Project Strategy Implementation at CEP

1.7 Issues Identified

2.2 Internal Factors

• Roles are established by the definition of the project organisation

2.4 Other Factors

Part 3: How is CEP structured for managing projects?

3.2 Issues within CEP

3.3 Amalgamation of structures with day to day operations in CEP

Source: Author’s own creation

3.4 Comparisons of existing structures with Best Practice

3.5 Management of the Portfolio/ Programme / Project Life Cycle

Table 5: Portfolio/Programme/Project Life Cycle

3.6 Identification of Procedures, Benefits and Risks in Contracting, Alliances, Joint

Part 4 Recommended Improvements

4.4.2 Establish the Right Programme Organization

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

• Define the projects within the program

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

• Strong negotiating skills

• Define and verify scope roll up from projects to program

• Alternative technical approaches

• What is the most likely completion date?

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

4.4.7 Practice Systematic Risk Management

• Assessment of both program- and project-level risks

• Are project deliverables meeting requirements?

4.4.9 Develop Achievable Benefits and Requirements

4.4.10 Facilitate Effective Change Management

• Identify need for change

• What/where is the problem causing pain or potential crisis?

Appendix 1: CEP’s VMOST

Appendix 2: CEP’s position in the Prison Service

CEP’s Organisational Structure

Appendix 3: PESTLE Analysis for CEP

P- The CEP can develop strategic plans Competitors can do the