best practice in programme management. introduction introduction & definitions difference...

Best Practice in Best Practice in ProgrammeProgramme

ManagementManagement

Introduction

Introduction & DefinitionsDifference between project and programme

management- activities/world interest and developments

Four Very Common Problems:OrganisationProject Portfolio ManagementGovernance Program Office/Centres of Excellence

Sources of Further Information

Resources

A Project

A ProjectA Project

A Project

A Project A Project

A ProjectA Project

Oh no, anotherproject

Cross ProjectLinks Busin

ess

As Usu

al

ProjectPortfolio

Management

BenefitManagement

Programme Management

Programmes vs Projects

Project

• 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.

More complex interface with the strategy

• 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.

• Some Current InitiativesSome Current Initiatives– PMI Program Management StandardsPMI Program Management Standards– APM Program Management APM Program Management

QualificationQualification– Managing Successful Programmes Managing Successful Programmes

RefreshRefresh– Major UK Government InvestmentMajor UK Government Investment– Programme Management Maturity Programme Management Maturity

ModelModel

Roles and Responsibilities

Distributing Work

A single delegation

Delegator

Delegatee

Agreed and audited scope, timing,budget, documents

Automatic updatesof latest plans

Direct Update Model

Program Manager

Project Managers

Team Members

Team Leaders

The LoanModel

Delegation and Loan



Four Very Common Problems:OrganisationProject Portfolio Management

- Governance Program Office/Centres of Excellence


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 Programmes Deliver Benefits?

Do companies measure benefits?

yes

Do some

no

deliver benefit

25%

deliver no benefit

75%

Forrester’s 2001 research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges”

Portfolio Management

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

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)

Running Cost Predictions

0

10

20

30

40

50

2006 2007 2008 2009

no change

post change

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

Benefit Management Cycle

A Benefit Management Cycle

• Set a Strategy – the goalsSet a Strategy – the goals• Request Programme ProposalsRequest Programme Proposals

– Contender ProgrammesContender Programmes• Analyse each Contender ProgrammeAnalyse each Contender Programme• Cyclic Review of all current and contender Cyclic Review of all current and contender

programmesprogrammes– ScenariosScenarios– Mandatory, Important, Should do, Could doMandatory, Important, Should do, Could do– Benefits, investment, resources, riskBenefits, investment, resources, risk

• Select the best group of programmesSelect the best group of programmes• Select Projects to deliver the programmesSelect Projects to deliver the programmes• Stop as many unapproved projects as you canStop as many unapproved projects as you can• Monitor those programmes in benefit termsMonitor those programmes in benefit terms

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 Programs: Managing Successful

Programs

For Projects: PRINCE2

PMG’s view of Governance

Program Management Standard

Program Portfolio Management Standard

A Simple Project Process

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

Project Closure Project Closure Report & Lessons Learned

Prepare & Submit Project Implementation Document

Stage Review

Governance: Prince2 Templates

Also have 6Sigma & Governance White Paper

The KPMG program management survey

• Focused on the importance of the Program Office Focused on the importance of the Program Office

• The global research covered all industry sectors, The global research covered all industry sectors, with 50% of participants from the UK. with 50% of participants from the UK.

• Almost two thirds of participants experienced a failed Almost two thirds of participants experienced a failed project within the previous 12 monthsproject within the previous 12 months

• 98% of organisations with a mature program 98% of organisations with a mature program

office reported a 100% project success rateoffice reported a 100% project success rate

Program Office

Program Office Roles

• Project registerProject register– up to date point of referenceup to date point of reference

• VisibilityVisibility– program and project reportingprogram and project reporting

• Methodology & governanceMethodology & governance– maintaining appropriate processes and proceduresmaintaining appropriate processes and procedures– ownership & Support of the methodology ownership & Support of the methodology

• Resource allocation and prioritisationResource allocation and prioritisation– the right people doing the right workthe right people doing the right work

• Project closureProject closure– and keeping them closedand keeping them closed– Lessons learnedLessons learned

• Portfolio ManagementPortfolio Management– the process for program & project selection Education and the process for program & project selection Education and

trainingtraining– Appropriate levels for the project and programme Appropriate levels for the project and programme

management communitymanagement community

Benefits of a Program Office

• Very rapid progressVery rapid progress• Quick winsQuick wins• Reduced riskReduced risk

– Short termShort term– Long termLong term

• Best practice inputBest practice input• VisibilityVisibility• ConsistencyConsistency

Program OfficeProgram Office

Management

Information

Portfolio

Management

Exception

Management

Program Delivery

& Control

Knowledge

Management

Further Sources

• ProgM - The Programme Management Special Interest GroupProgM - The Programme Management Special Interest Group– Register for Newsletter and invitationsRegister for Newsletter and invitations– The Project Selection and Benefits Management InitiativeThe Project Selection and Benefits Management Initiative– Free Evening events and other ConferencesFree Evening events and other Conferences– The Programme Management websiteThe Programme Management website– Programme Management Maturity ModelProgramme Management Maturity Model

• www.e-programme.comwww.e-programme.com

PPSO SIGPPSO SIG http://www.ppsosig.co.uk/index.htmlhttp://www.ppsosig.co.uk/index.html

PMI Program Management StandardPMI Program Management Standard http://http://www.pmibookstore.org/PMIBookStorewww.pmibookstore.org/PMIBookStore

Office of Government CommerceOffice of Government Commerce• www.ogc.gov.uk/index.asp?id=38www.ogc.gov.uk/index.asp?id=38

• The Program Management Group plcThe Program Management Group plc• www.pm-group.comwww.pm-group.com

Sources of Information

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/maturity.html

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_excellence.htm

RADARRADAR System in Projects System in Projects has the following elements: Results, Approach,has the following elements: Results, Approach, Deployment, Assessment and Review. Deployment, Assessment and Review.

Source- http://www.saferpak.com/business_excellence.htm

Example-1

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

Example

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

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

Example

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

best practice in programme management. introduction introduction & definitions difference...

Documents

information slide

loan slide

work slide

loan model slide

portfolio of projects

programmes vs projects

programme prioritisation

success programme