developing programme management capability
DESCRIPTION
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management. Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available. The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey. On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type. One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change. Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate. Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.TRANSCRIPT
Developing Programme Management Capability
Leicestershire County Council
Introduction In 2009 worked with the APM to adapt the
Project Management Competency Framework to be a ‘development needs assessment tool’
Developing our project management capability so we are able to source internally and reduce spend on project management resourcing.
Harnessing and developing the considerable in-house expertise and knowledge that we have in order to deliver successful projects time and time again.
In 2012 we turned to developing our Programme Management capability
Why Programme Management
Why Programme Management
Small is beautiful – like super heroes their numbers are small but what we ask them to deliver is huge
Success doesn’t just happen – In real life people aren’t born super heroes
Making the right sourcing decisions –there is a choice and we need to understand competencies for different programmes
Gap in the market – No competency assessment tool
Getting help
Getting help
Recognised this was new – not adapting a tool but developing from scratch
Known complexities in assessing Programme management competencies – broad and difficult to differentiate
CITI – “Thoughts on Programme Management Competencies”
The End Game
The End Game
Interventions Individual development Programme and role profiling Learning and development planning
Outcomes Reduced sourcing costs Retention and succession planning Programme performance
Developing a Framework
Accountable/ Responsible role definition
Actions to fulfil role
Skills requiredfor role
Role competencies
DevelopmentInterventions
Description of key activities
Competencies mapped to key activity and area of
responsibility
Programme SponsorProgramme Manager
Business Change Manager
Multiple development options/opportunities
Aggregation /characterisation
Peer Review Group
Relevance beyond Leicestershire, across the public sector
Critical Challenge Road testing – Pilot Sites Championing – Take Up
Next Stage
Pilot in the new year – Jan/Feb Soft Launch – Spring