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Best Practice in Programme Management

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Title: PowerPoint Presentation Author: BARRY WOOD Last modified by: AU Created Date: 1/19/2001 2:27:43 PM Document presentation format: On-screen Show – PowerPoint PPT presentation

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Title: Best Practice in Programme Management


1
Best Practice in Programme Management
2
Introduction
Introduction Definitions Difference between
project and programme management -
activities/world interest and developments Four
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 developments Four
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 developments Four
Very Common Problems Organisation Project
Portfolio Management Governance Program
Office/Centres of Excellence Sources of Further
Information
8
Roles and Responsibilities
9
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10
Distributing Work
11
A single delegation
Agreed and audited scope, timing, budget,
documents
Delegator
Automatic updates of latest plans
Delegatee
12
Direct Update Model
Project Managers
Program Manager
Team Leaders
Team Members
13
The Loan Model
14
Delegation and Loan
15
Introduction Definitions Difference between
project and programme management -
activities/world interest and developments Four
Very Common Problems Organisation Project
Portfolio Management - Governance Program
Office/Centres of Excellence Sources of Further
Information
16
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
Forresters 2001 research tells a similar story,
stressing that Programme Prioritisation tops
the list of CIOs challenges
25
17
The Value Path
Projects create deliverables. Programmes
combine deliverables to create capabilities. The
organisation utilises the capabilities and gains
BENEFITS
BENEFITS Capabilities Programmes Deliv
erables Projects
18
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19
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 KPIs
  • Risk Estimates (schedule, cost, benefit)
  • Resource Requirements and Costs (Investment)

20
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
21
Benefit Management Cycle
22
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

23
Introduction Definitions Difference between
project and programme management -
activities/world interest and developments Four
Very Common Problems Organisation Project
Portfolio Management Governance Program
Office/Centres of Excellence Sources of Further
Information
24
PMGs view of Governance
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
25
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
Proceed to end of project
Stage Review
Project Closure
Project Closure Report Lessons Learned
26
Governance Prince2 Templates
Also have 6Sigma Governance White Paper
27
The KPMG program management survey
Program Office
  • 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

28
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

29
Benefits of a Program Office
  • Very rapid progress
  • Quick wins
  • Reduced risk
  • Short term
  • Long term
  • Best practice input
  • Visibility
  • Consistency

30
Program Office
31
Further Sources
Sources of Information
  • 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?id38
  • The Program Management Group plc

32
Example This 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/mat
urity.html
33
Overview of the Excellence Model The 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_excellenc
e.htm
34
  • RADAR System in Projects has the following
    elements Results, Approach, Deployment,
    Assessment and Review.


                                                                                                                                                                                        
Source- http//www.saferpak.com/business_excellenc
e.htm
35
Example-1
Source- http//artpetty.com/2010/12/08/management-
excellence-book-series-six-disciplines-execution-r
evolution-with-gary-harpst/
36
Example
Source- http//artpetty.com/2010/12/08/management-
excellence-book-series-six-disciplines-execution-r
evolution-with-gary-harpst/
37
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/busi
ness_applications/leadership.html
38
Example
Source- http//network.hrmtoday.com/profiles/blogs
/2141137BlogPost12201
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