Session Overview

Session Overview PROGRAMME MANAGEMENTAn Overview of Best Practice Peter Mystris PMP Portfolio Manager: Global Services - Strategic Outsourcing IBM UK Ltd. Committee member: ProgM – the Programme Management Special Interest Group.

Session Overview • Definitions • The UK Government Interest • Organisational Issues – Matrix Management • Programme Support Offices • Project Selection and Benefits Management • Programme Planning & Control • Sources of Further Information

Definitions Programme management is the co-ordinated management of a portfolio of projects that change organisations to achieve benefits that are of strategic importance. (OGC) Managing Successful Programmes (MSP) The Stationery Office

Programme planning is the planning and monitoring of a portfolio of projects

Session Overview • Definitions • The UK Government • Organisational Issues • Programme Support Offices • Project Selection and Benefits Management • Programme Planning & Control • Sources of Further Information

The Government • Prime Minister has instructed all Government agencies • To maximise delivery of benefits through programme management • To open a Programme Management Centre of Excellence • Office of Public Sector Reform (OPSR) • Improving Programme and Project Delivery (IPPD) • To use the Gateway Reviews for Procurement Programmes

Delegation and Loan Functional Teams Specialist teams like: Software Hardware Communications Documentation Installation Testing Team Leader Team Leader Team Leader Team Leader Team Leader Specialist Groups Centres of Excellence Regular Work + Project Work

Delegation and Loan Functional Teams Team Leader Team Leader Team Leader Team Leader Team Leader The Project Workload

Delegation A work package is DELEGATED by the Project Manager to the Team Leader Team Leader Team Leader Team Leader Team Leader Team Leader A Work Package: work by one team on one project

Loan Team Leader Team Leader Team Leader Team Leader Team Leader Joan is LOANED to a project team by the Team Leader The Project Team

Delegation • Defined work package • Timescale • Inputs • Outputs • Budget • Team Leader requests & receives updates from team members. • Loan • A Person with a skill • Start and End Dates • % of their time • Project Manager requests and receives updates from team members.

The KPMG Programme Management 2002 survey • Focused on the importance of the programme 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 programme office reported a 100% project success rate

Programme and Project Support Offices • Wide Spectrum of Functions • Travel agency • Standards and Guidelines Advice • Standards and Guidelines Police • Planners and Technicians • Programme ‘owners’ • Centres of Excellence - delivery focus • PPSO Special Interest Group • ISEB Qualification – 2 level • 2 books by David Marsh

Benefits Management Most Organisations suffer from: • Too many initiatives • Conflicting initiatives • Unaligned initiatives • Whims • Limited people to execute initiatives • A limit on their ability to absorb change Doing the right thing is just as important as doing things right! Doing the right things, right, is the best of all

The Value Path • Projects create deliverables • Programmes combine deliverables to create capabilities • Organisations utilise capabilities to derive Benefits Taking one project and one benefit is an over simplification! Benefits Capabilities Programmes Deliverables Projects

Programmes, Projects & Benefits Many Projects Each Programme Many Benefits

deliver no benefit deliver benefit Why do we need it? • 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%

Defining A Programme • Mandate – a written statement • Owner and / or Sponsor(s) • A list of Benefits each with: • ‘No Change’ cost or income levels over time • ‘Post Change’ cost or income levels over time • Strategic Alignment type or measures: KPI’s? • Resource Requirements and Costs • Risk Estimates (schedule, cost, benefit) • Evaluation time span

Executive Management

Consolidated Model Central Database Local Project Plan

Direct Update Model Programme Manager Project Manager Team Leader Team Member

Summary • Programme Management is a technique coming into wide use • Public and Private Sectors • For Business Change a new era is emerging focussing the benefits that projects deliver • For all programmes a new approach to planning and control is emerging.

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 • www.e-programme.com • Office of Government Commerce • www.ogc.gov.uk/index.asp?id=38

Good Luck with your programmes and your projects

Session Overview