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Best Practice in Programme Management

Best Practice in Programme Management. Introduction.

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Best Practice in Programme Management

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  1. Best Practice in ProgrammeManagement

  2. Introduction Introduction & Definitions Difference between project and programme management- activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

  3. Introduction & Definitions Difference between project and programme management- activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

  4. Programme Management Cross Project Links Resources Business As Usual Benefit Management Project Portfolio Management A Project A Project A Project A Project Oh no, another project A Project A Project A Project A Project

  5. Programmes vs Projects Project More complex interface with the strategy • Defined start and finish dates. • Focus is more on delivering products. Rather than benefits. • Simpler; only have to focus on delivering defined products. • Projects are ‘ring fenced’. • Change control is a more structured and easier activity. • Micro view, will fight against others which threaten their success Programme • Contain many projects, drive operational change. • Exist in a world that is constantly changing. • Macro view; have to consider the combined effect of a portfolio of projects. • Less well defined end date. • Focus is on delivering benefits and requires involvement after projects have ended. • Every programme must directly benefit the organisation in some way.

  6. Some Current Initiatives • PMI Program Management Standards • APM Program Management Qualification • Managing Successful Programmes Refresh • Major UK Government Investment • Programme Management Maturity Model

  7. Introduction & Definitions Difference between project and programme management- activities/world interest and developmentsFour Very Common Problems: OrganisationProject Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

  8. Roles and Responsibilities

  9. Distributing Work

  10. A single delegation Agreed and audited scope, timing, budget, documents Delegator Automatic updates of latest plans Delegatee

  11. DirectUpdateModel Project Managers Program Manager Team Leaders Team Members

  12. The Loan Model

  13. Delegation and Loan

  14. Introduction & Definitions Difference between project and programme management- activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management- Governance Program Office/Centres of Excellence Sources of Further Information

  15. deliver no benefit deliver benefit Portfolio Management • Because a significant proportion of projects: • fail to deliver their business benefits, or • fail to demonstrate delivery of benefits through poor use of metrics • Gartner Research: Do companies measure benefits? no yes Do Programmes Deliver Benefits? Do some 75% Forrester’s 2001 research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges” 25%

  16. The Value Path Projects create deliverables. Programmes combine deliverables to create capabilities. The organisation utilises the capabilities and gains BENEFITS BENEFITS Capabilities Programmes Deliverables Projects

  17. Defining a Programme • Mandate – a written statement • Owner and / or Sponsor(s) • A List of Benefits: • ‘No Change’ cost or income levels over time • ‘Post Change’ cost or income levels over time • Strategic Alignment measures: KPI’s • Risk Estimates (schedule, cost, benefit) • Resource Requirements and Costs (Investment)

  18. Typical Screen shot showing a complete set of data for a single programme including resource requirements, investments, cash flow curves plus the aggregation of a variety of KPIs

  19. Benefit Management Cycle

  20. A Benefit Management Cycle • Set a Strategy – the goals • Request Programme Proposals • Contender Programmes • Analyse each Contender Programme • Cyclic Review of all current and contender programmes • Scenarios • Mandatory, Important, Should do, Could do • Benefits, investment, resources, risk • Select the best group of programmes • Select Projects to deliver the programmes • Stop as many unapproved projects as you can • Monitor those programmes in benefit terms

  21. Introduction & Definitions Difference between project and programme management- activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

  22. Governance PMG’s view of Governance Program Governance is a minimum framework of rules necessary to manage the delivery of portfolios of projects in a consistent and reliable manner. US Sarbanes-Oxley Act (SARBOX). For Projects: PRINCE2 Program Management Standard Program Portfolio Management Standard For Programs: Managing Successful Programs

  23. A Simple Project Process Prepare & Submit Project Implementation Document Project Board Approves Project Implementation Document Work Begins based on Approved Project Implementation Document Stage up to placing a major purchase Stage Review Proceed to end of project Project Closure Project Closure Report & Lessons Learned

  24. Governance: Prince2 Templates Also have 6Sigma & Governance White Paper

  25. Program Office The KPMG program management survey • Focused on the importance of the Program Office • The global research covered all industry sectors, with 50% of participants from the UK. • Almost two thirds of participants experienced a failed project within the previous 12 months • 98% of organisations with a mature program office reported a 100% project success rate

  26. Program Office Roles • Project register • up to date point of reference • Visibility • program and project reporting • Methodology & governance • maintaining appropriate processes and procedures • ownership & Support of the methodology • Resource allocation and prioritisation • the right people doing the right work • Project closure • and keeping them closed • Lessons learned • Portfolio Management • the process for program & project selection Education and training • Appropriate levels for the project and programme management community

  27. Benefits of a Program Office • Very rapid progress • Quick wins • Reduced risk • Short term • Long term • Best practice input • Visibility • Consistency

  28. Knowledge Management Portfolio Management Management Information Exception Management Program Delivery & Control Program Office

  29. Sources of Information Further Sources • ProgM - The Programme Management Special Interest Group • Register for Newsletter and invitations • The Project Selection and Benefits Management Initiative • Free Evening events and other Conferences • The Programme Management website • Programme Management Maturity Model • www.e-programme.com • PPSO SIG • http://www.ppsosig.co.uk/index.html • PMI Program Management Standard • http://www.pmibookstore.org/PMIBookStore • Office of Government Commerce • www.ogc.gov.uk/index.asp?id=38 • The Program Management Group plc • www.pm-group.com

  30. ExampleThis model proved so successful and useful in the IT industry that it has been used as the basis for many other maturity models.The basic idea behind its derivatives is shown in simplistic form in the following diagram, expressed in terms of project management maturity. Source- http://www.quality-projects.co.uk/main/maturity.html

  31. Overview of the Excellence ModelThe Model is an over-arching, non-prescriptive framework based on nine criteria/ITEMS. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers'. Best results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People Partnerships and Resources, and Processes. The Direction arrows emphasise the dynamic nature of the model. They show innovation and learning helping to improve enablers that in turn lead to improved results. Source- http://www.saferpak.com/business_excellence.htm

  32. RADAR System in Projects has the following elements: Results, Approach,Deployment, Assessment and Review. Source- http://www.saferpak.com/business_excellence.htm

  33. Example-1 Source- http://artpetty.com/2010/12/08/management-excellence-book-series-six-disciplines-execution-revolution-with-gary-harpst/

  34. Example Source- http://artpetty.com/2010/12/08/management-excellence-book-series-six-disciplines-execution-revolution-with-gary-harpst/

  35. Leadership excellence is one of the most critical challenges facing organizations today. Most top leaders leave their positions in three years or less under duress, even when they have had highly successful track records in previous jobs. Companies across the globe are in leadership succession crises, trying to find and/or develop sufficient leadership talent. Source- http://www.theenneagraminbusiness.com/business_applications/leadership.html

  36. Example Source- http://network.hrmtoday.com/profiles/blogs/2141137:BlogPost:12201

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