Effective Programme Management Jennifer Stapleton Independent Consultant

Effective Programme Management

Jennifer Stapleton

Independent Consultant

Tangram 2© Jennifer Stapleton 2003

What is Programme Management?

The orchestration of a portfolio of projects

effecting organisational change

to deliver business benefits of strategic importance


The Programme Management Environment

Internal or external business environment

Strategies and initiatives

Programmes

Projects

Business operations

Strategic vision achieved


Why Programme Management?

Projects are prioritised and integrated to manage resources better

A management framework that focuses on business change objectives

The gap between strategies and projects is filled

The wider context of risks is better understood

Formal process for identifying, managing, realising and measuring benefits

Good management control of costs

Effective management of the Business Case to achieve the vision

Clear responsibilities for preparing for implementing business change

Co-ordination and control of the complex range of activities


A Programme “V-Model”

Vision

Lineinitiative

Projects

Benefits

BusinessImpacts

ProgrammeProducts

Interventions

MajorChanges

ChangeBlueprint

RequirementsAcceptance

Criteria


Project or Programme?

Project Programme

Single objective Business strategy

Scope

Determined in advance Accrue after completion

Few, clearly defined

Clearly defined

Wide-ranging, cross-functional

Used to make decisionsAccrue during the programme

Many , many initially undefined

Loosely defined

Focus

Benefits

Deliverables

Narrow

Timescale

To be avoidedView of change Regarded as inevitable

Success measures Time, budget, specification Mission, cashflow, ROI

Plan High-level and evolvingSpecific, detailed, bounded


Change Projects deliver benefits

R

D

C

1st tranche 2nd tranche 3rd tranche

CurrentBusiness

R Research project Development project Change projectD C

D

C

D

D

D

C

Tranche 1 projects

Tranche 2 projects

Tranche 3 projects

FutureStateVision

Benefits enabled Benefits enabled Benefits enabled


Change Blueprint

Business models of the new functions, processes and operations Organisation structure, staffing levels, roles, and skill requirements Information systems, tools, equipment and buildings Data required Costs, performance and service levels for support of future

operations

Defines structure and composition of the changed organisation in terms of:


Benefit Definitions: the first product in Benefits Management

dependencies on other activities outside the control of the programme

the business areas and operations expected to be affected projected changes from the current business operations current measures of the business operations and the target for

improvement (e.g. financial savings or improved throughput) when the benefit is expected to be realised financial value of the benefit, if possible

Benefit Definitions define each benefit in terms of:


Benefits Management Process (OGC diagram)

Realise and trackbenefits

Adaptation neededto cope with

changing markets

Potential forfurther benefits?

Identify and structure benefits

Review andevaluate results


Areas to probe in a Benefits Review

Did the programme achieve more or less benefits than planned? Have the needs of the business changed? Is the solution operating to defined parameters? Have all the relevant stakeholders issues been addressed? What is the scope for improved value for money?

� Can more be done for less? Do the chosen measures offer clear evidence of success? Are

they tracked against an existing baseline?


Risk Hierarchy

StrategicOther programmes, other initiatives, inter-programme dependencies,

political pressures

ProjectProject risks, third party

ProgrammeChanging objectives, programme definition, management skills,

inter-project dependencies

OperationalTransfer of deliverables to operations, acceptability within business operations,

acceptability to stakeholders


List of stakeholders in programmes

All business areas impacted by the programme, both during the programme or after its completion

The governing body of the programme The programme management team People creating the programme’s deliverables Providers of support to the programme's activities in areas outside

the Programme Manager's control Custodians of standards and policies relating to the programme's

activities Providers/supporters of the technical infrastructure used by the

programme Third-party suppliers Providers of support for the programme's deliverables Regulatory bodies


Key Roles in the Programme

Programme Sponsor Governing Body Programme Manager Technical Authority Quality Manager Business Planners Project Managers (includes business change managers) Change Agents Programme Support Office


Comparison of responsibilities

Plans programme-level activities and schedule of projects

Defines TOR for projects Starts, stops and monitors

progress of constituent projects Manages programme-level

risks and issues. Delegates risks to projects

Sets policies and procedures for projects

Resolves resource conflicts Determines programme

standards

Plans a project given the dependencies and interfaces defined by the Programme Manager

Works within the defined TOR Runs a project, reporting to the

Programme Manager Manages project risks and issues,

escalating to the Programme Manager wherever necessary

Runs project according to policies and procedures

Uses assigned resources Delivers products to the defined

standards

Programme Manager Project Manager


Programme Manager Key Competencies Strong leadership and management skills Effective interpersonal and communications skills Ability to create a sense of community Ability to find ways of solving and pre-empting problems Marketing and communication skills to “sell” the programme into

the business areas Good knowledge of techniques for planning, monitoring and

controlling programmes Knowledge of project management approaches Good knowledge of budgeting and resource allocation procedures Knowledge of business change techniques, e.g. BPR Knowledge of benefits identification and management techniques


Tangram Programme Management PhasesIdentify

Programme

IdentifyProgramme

Investigate anddefine approach

Investigate anddefine approach

Set upprogramme

Set upprogramme

Closeprogramme

Closeprogramme

Execute tranches (iterative)Execute tranches (iterative)

Set up trancheSet up tranche Manage trancheManage tranche Assess benefitsof tranche

Assess benefitsof tranche


Identify programme

DefineCase for Action

DefineCase for Action

IdentifyGoverning Body

IdentifyGoverning Body

AppointProgramme

Manager

AppointProgramme

Manager

Define PreliminaryBusiness Case

Define PreliminaryBusiness Case

Plan Investigateand Define phase

Plan Investigateand Define phase

Agree fundingAgree funding


Investigate and define approach

CreateVision for Change

CreateVision for Change

Define high-levelobjectives

Define high-levelobjectives

Define CSFsDefine CSFs

Identifystakeholders

Identifystakeholders

Assess readinessFor change

Assess readinessFor change

Diagnose currentstrengths and weaknesses

Diagnose currentstrengths and weaknesses

Agree overallBusiness Case

Agree overallBusiness Case

Define programmeorganisation

Define programmeorganisation

Identifyprogramme

tranches

Identifyprogramme

tranches

Quantify businessbenefits

Quantify businessbenefits

Create initialChange Blueprint

Create initialChange Blueprint

Select approachSelect approach

Define alternativeapproaches

Define alternativeapproaches


Ongoing processes

Benefits management Risk management Dependency management Issue and problem management Planning Reporting Communication Scope management Configuration management


Communications

Major activities

Investigate & define pgm

Launch programme-level communications

Plan communications for the tranche

Communicate according to overall strategy and tranche plan

Identify programme

Set up programme

Set up tranche

Create initial Communications Strategy

Manage tranche

Communicate achievements of the trancheAssess benefits of tranche

Close programme Communicate overall results

Tangram Phase

Communicate Case for Action


Communications Strategy

What are the objectives of communications? What are the key messages? Who are you trying to reach? What information will be communicated? When will information be disseminated? How much information will be provided, and to what level of

detail? What mechanisms will be used to disseminate information? How will feedback be encouraged, what will be done as a result of

feedback?


Questions?

email: [email protected]

Documents

Effective Programme Management Jennifer Stapleton Independent Consultant