Review of the 主播大秀鈥檚 management of the Digital Media Initiative 鈥� DMI
Dominic Coles
主播大秀 Director of Operations
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When I took over as Director of Operations in October 2012, I paused spend on the 主播大秀鈥檚 Digital Media Initiative (DMI) and initiated a technical review which resulted in the .聽The 主播大秀 Trust has today published a report by PwC focussing on the governance of the project. 聽We accept the findings of this report and the new executive leadership team is already addressing its recommendations.
The 主播大秀 has a strong record of delivering complex technology-enabled transformation projects such as the 主播大秀 iPlayer, High Definition on Freeview, the digital Olympics, 主播大秀 North, and the migration to New Broadcasting House which was recently judged as 鈥�. However we got DMI wrong, which we regret. 聽We know it is vital to spot problems early, which is why we have overhauled how our major projects are run to ensure this doesn't happen again.
The 主播大秀 Executive and the 主播大秀 Trust have just published the conclusions of a joint review of governance. The report sets out a number of changes which will strengthen the Executive Board by increasing the number of Non-Executive Directors from four to six, and will improve reporting so that performance can be monitored more effectively. A robust monthly reporting pack will be provided to Board, including an Integrated Assurance and Approvals Plan covering all major projects. Further information on the review can be found聽on the .
The Director-General has also announced he will be reducing the overall number of boards in the 主播大秀 by more than 60%, to be replaced with appropriately mandated senior individuals who will be empowered to take decisions and be held accountable for those decisions.
We are currently in the process of improving the guidelines we use for running major projects and we will be reviewing these again to reflect the recommendations included in the PwC report. We are also reviewing how we can better manage projects as a joined-up strategic portfolio and the capabilities needed to support this. We will continue to implement actions and apply lessons learned from DMI across our project portfolio.
Finally, we鈥檙e considering how we can best meet the 主播大秀鈥檚 digital production needs in the future.
A new 鈥楨nd to End Digital鈥� project will fully聽reflect the lessons of DMI. 聽For example, the digital production challenge will be split up into separate, independent "bite size" steps, each of which will have benefits in their own right and will not be part of a single, "all or nothing" integrated technology solution - albeit with programme oversight ensuring consistency and compatibility across all areas of activity. This project, although only at the planning stage is, like all our others, subject to a new stringent project management control, including the setting of clear objectives that are directly linked to tangible business need.
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