CS4.1.2 A 360 Degree Approach to Successful Programs Cooper Lee

1. CS4.1.2 A 360 Degree Approach to Successful Programs Cooper Lee TUESDAY 9 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007

2. Successful Programs: A 360 degree approachPMOZ 07 Cooper Lee

3. Program A group of projects (usually related), managed in a coordinated way to obtain alignment, benefits and control not available from managing them individually 2 A temporary endeavor undertaken to create a unique product, service or results ... Project Project 2 N Projects & Programs - Definitions BUSINESS Coordinated management of a group of projects to achieve the program’s strategic objectives and benefits. Portfolio

4. Scope Change

5. Maintaining Executive Support

6. Long-term Funding Commitments

7. Program Management: Three Key Challenges • Business strategy • Markets • Regulatory Scope Change • Big $$$, risky • Medium to long-term Maintaining Exec support • Formal Business Processes • Long-term funding commitments BAU $$$

8. A Compass for the Program Manager Organisational Strategy Systems & Processes Key Stakeholders Project Managers What % of your time do you spend in each quadrant?

9. DO Read Business Plans Attend briefings, seminars, conferences with a “futuristic” outlook Ask your Sponsor/ Steering Committee members for information that can impact the program DO NOT Assume that things will not change – they will! Believe that the program exists in its own right Northwards: Looking up to the Strategy • Remember that • The program exists to serve the organisation • The program must change if the organisation changes What can be done to improve your Northwards focus?

10. DO Regular 1-on-1 meetings Select staff based on characteristics and develop them Make it a FUN place to work DO NOT Ignore conflict within the team. Conflict  stress, performance impacts Southwards: Towards the Team Remember it is your project managers and their teams who do the real work! Remember it is your project managers and their teams who do the real work! What can be done to improve your Southwards focus?

11. Initiating projects Reporting Scheduling Estimating Resource requests Risk & issue management Change requests Communications Closing projects Eastwards: Systems & Processes Achieve leverage in terms of efficiency and control. Set up processes once, use for every project. Typically done through a PMO and includes

12. DO Identify direct v systemic issues for control Set up a PMO and get the best person you can to run it Manage by Exception DO NOT Save time by skipping the PMO set-up. It will cost you a lot more time later Keep re-inventing the wheel Eastwards: DOs and DON’ts

13. DO NOT Fail to document agreements with stakeholders Inundate your stakeholders Westwards: Outwards towards Stakeholders What you don’t know about there can hurt you. You need to channel and control your key interfaces • DO • Meet regularly with key stakeholders and document • Match your effort against their influence • Keep people on the same page

14. Your Compass Organisational Strategy Systems & Processes Key Stakeholders Project Managers What will you change going forward?

15. Successful Programs: A 360 degree approachPMOZ 07 Cooper Lee

16. AFTERNOON TEA Please reconvene at 4.30pm MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007