best practice in program management geoff reiss. introduction and overview the programme management...

Best Practice in Program Management

Geoff ReissGeoff Reiss

• Introduction And Overview• The Programme Management Process• Programme Organisation And

Governance• Portfolio Management• Benefits Management• Stakeholder Engagement• The Programme Office• Summary

Geoff Reiss

•Programme Management Mentor•Hon President: ProgM - The UK Programme

Management Specific Interest Group•Masters degree in Project Management•Honorary Fellow APM

•Author of: Project Management Demystified Programme Management Demystified One Project Too Many (with Geof

Leigh) The Gower Handbook of Programme

Management (6 authors)

What Is a Programme?• A Programme is defined as a temporary,

flexible organisation created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives

Managing Successful Programmes (MSP), Third Edition 2007,

• A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in a program. The Standard for Program Management. PMI

AS-IS TO-BEPROGRAMME

Programme

Project 1

Project 2

Project 3

Project 4

Project 5

The way we are today AS-IS

The way we want to be in the future TO-BE

project

projectproject project

project project

project

Program

project

The Key PublicationsManaging Successful Programmes forProgrammes

Prince2 for Projects

P3O forProgramme, Portfolio and Project Offices

The Program Management Standard (PMI)

What is a Portfolio?

• All the programmes and stand-alone projects being undertaken by an organisation, a group of organisations or an organisational unit

Managing Successful Programmes (MSP), Third Edition 2007, page 247

PMI: Portfolio Management Standard

Project, Program and Portfolios

Project Management Outputs

Program Management Outcomes

Portfolio Management Strategy

Programme Management Process

Mandate

1 – Start-up2 – Define3 – Establish

Programme Execution

4a – Manage Tranche

4b – Manage Benefits Tracking

5 - Closure

Stakeholders & Internal CommunicationStakeholders & Internal Communication

Programme Support Office–where all effort is coordinatedProgramme Support Office

Programme Assurance and Quality AuditProgramme Assurance and Quality Audit

Programme Accountingand Financial Control –for Costs and BenefitsProgramme Accounting and Financial Control

Management Organisation, Governance & MethodologiesManagement Organisation, Governance & Methodologies

Management of Scope and ChangeManagement of Scope and Change

Configuration ManagementConfiguration Management

Benefits Management Benefits Management

Risks and Issues ManagementRisks and Issues Management

Programme Planning and ControlProgramme Planning and Control

Support Processes

The Preparation Phase The Execution Phase The Completion Phase

Governance

Programme Governance is a minimum framework of rules necessary to manage the delivery of portfolios of projects in a consistent and reliable manner.

For Programs: Managing Successful

Programs

For Projects: PRINCE2

Program Management Standard

Program Portfolio Management Standard

APM BoKPMI BoK

Governance

Needs• Frameworks• Plans• Organisation• Process

ToTo• Define the ‘rules’Define the ‘rules’• Direct workDirect work• Have clear Have clear

responsibilitiesresponsibilities• Communicate, monitor, Communicate, monitor,

control and judge control and judge successsuccessAn important part of the preparation

Senior Management(Main Board, Senior Management Team, Sponsoring Group, Programme Board)

Programme(Programme Director, Programme Mgr, Programme Office, Programme Assurance Mgr, etc)

Projects(Project Board, Project Mgrs, Team Leaders)

MandateScope changes Report

Escalate

Major Decisions

Other Programmes

Significant relationships with other programmes

MandateScope changes Report

Escalate

Major Decisions

Roles and Responsibilities:

Various specialist rolesNeed to be filledOften inexperienced/unqualified peopleSponsorship is a common problem

Vision BENEFITS

Programmes Deliverables

Benefits

Capability

The Journey to the Vision

Project management

Programme management

Projects

Projects

Projects

Projects

Running Cost Predictions

0

10

20

30

40

50

2006 2007 2008 2009

no change

post change

Defining a Programme

• Brief – a written statement

•A clear start to Defining the Programme

• Owner and / or Sponsor(s)

•Commission the Definition, thorough preparation

• A List of Benefits:

•‘No Change’ cost or income levels over time

•‘Post Change’ cost or income levels over time

•Strategic alignment measures: Key Performance Indicators (KPIs)

•Risk Estimates (schedule, cost, benefit)

•Resource Requirements and Costs (Investment)

Business Case

•Is this initiative still valid and viable?

The PPM Process

Approval Approval to Proceedto Proceed

PPM Selection and Approval

Process

PPM Selection and Approval

Process

DiscoveryDiscoveryprojectsprojects

SuggestionsSuggestions

Live ProjectsLive Projects

ProgressProgressUpdatesUpdates

Strategy

Some Typical Benefits• Increased Income• Decreased Cost• Decreased Churn• Fewer Accidents• Higher Motivation• Better Quality• Longer Life Notes:

ComparativeBaselinedQuantitativeQualitativeKey Performance Indicators

Unit 3 – Benefits Management

Benefits Map Example

24

Programme Deliverables

Intermediate Benefits End Benefits

On-line citizen information

On-line information about public services

On-line transaction

Reduced expenditure

Customer satisfaction

Increased effectiveness

Better mage for public services

Better quality citizen information

Fewer phone calls, less mail

More time for other tasks

Better take up of service

Faster processingStandardisation of forms and procedures

One stop info collection

Less advertising in papers

Greater awareness

24x365 availability

Less dependent on staff

Fewer queries

…by project within the programme …described in Business Case

The Benefit Spectrum

Close Control Lack of Control

Predictable Unpredictable

Within your own regime Outside of your own influence

Little or no impact from outside factors Great impact from outside factors

Low Benefit Risk High Benefit Risk

Short Term Long term

Internal External

Stakeholder Management

• What is a Stakeholder?• In the broadest sense, anyone who is

involved in, impacts, or is impacted by, or who influences your programme, or its environment

Stakeholder MapVery Influential

Very Supportive

Limited Influence

Very Opposed

CEO Trade Union

CIO

Shareholders

Media

HSE

ScientistGroup

Neighbours

CFO

GovernmentDepartment

Concern

Communications PlanObjectives Audiences Key Messages Timing Media

Win support for business case All stakeholders Clarify benefits to company Now Briefing paper

Risks of not off-shoring

Week before Board meeting

Direct briefing by Finance & Programme Director

CEO Impact on margins Briefing paper

CIOPotential +ve impact on share price Market analysis

Finance DirectorNon-Executive DirectorInvest Analyst for major stockholder

Neutralise opposition Financial journalistProgramme is enabler for more investment in customer services

Now & week before Board meeting

Press release and interview

Director, Customer Operations

Now & Weekly

Proposition paper and meeting(s) to ask for suggestions

Director, Customer Operations New international role Now

Proposition paper and meeting(s) to ask for suggestions

Staff Association representative

Redeployment opportunities, no enforced rerdundancy and generous voluntary redundancy package.

Now and monthly to Board meeting. HR briefings

The KPMG 2002-3 project management 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 Office

Programme Office Roles

• Programme and Project Register up to date point of reference

• Visibility programme 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

• Portfolio Management support for programme & project selection

• Education and training Appropriate levels for the project and programme

management community

Sources of Information

• PMI Program Management Standards PMI Program and Project Portfolio Management Standards http://www.pmibookstore.org/PMIBookStore

• APM & PMI Program Management Qualifications Association for Project Management www.apm.org

• Managing Successful Programmes 2007 Major UK Government Investment Office of Government Commerce www.ogc.gov.uk/index.asp?id=38

• 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

• Gower Handbook of programme management http://www.gowerpub.com/TitleDetails.asp?sQueryISBN=0566086034&sPassString=Y&sKeyword


Governance• Portfolio Management• Benefits Management• Stakeholder Management• The Programme Office• Summary & Sources of Information

Good Luck Good Luck with your with your

programmes and programmes and your projectsyour projects

best practice in program management geoff reiss. introduction and overview the programme management...

Documents

programme programme

project program project

programme office summary

project offices

group of related projects

flexible organisation

projects p3o

discrete projects