Macmillan and Tampoe OUP Strategic Management Macmillan and Tampoe OUP (c) Macmillan & Tampoe 2001

Implementing Strategy Managing the Change Programme (c) Macmillan & Tampoe 2001

Programme Management Umbrella activity that manages many projects or task simultaneously Objective to achieve synchronicity of multi-project activity Prime role to agree plans and actions and manage inter-project dependency Programme manager is not manager or supervisor of project leaders in the programme second guessing them Programme manager is mentor, key and scarce skills provider, administrative support (c) Macmillan & Tampoe 2001

Role of Programme Manager Creates a programme office to support NOT control the projects Liaise with change sponsors and others who impact on programme Choose the project leaders that work within the programme Act as super-trouble-shooter by anticipating issues & problems an finding solutions before trouble hits Review progress Negotiate and get appropriate skills (c) Macmillan & Tampoe 2001

Project Management Process - Phases Initiation phase – identifying and making the case for change Design phase – defining the changes, designing the new order, designing the change vehicle, preparing groundwork for successful implementation Implementation phase – realise the design Review and consolidation phase – checking that design was delivered in reality (c) Macmillan & Tampoe 2001

People in the change process (table 18.2) Change initiators Change sponsors Change managers Change designers Change implementers Change reviewers Change receivers Change supporters (c) Macmillan & Tampoe 2001

Measuring success of change activity Setting achievable targets Meeting targets set for the programme as regards logistics of the programme such as time, cost, resources, impact on on-going operations i.e., staff, customers, suppliers, public Meeting stated business and organisational objectives of the change by using time based measures of business performance (c) Macmillan & Tampoe 2001

Managing Risk – causes to watch for Sponsor can leave Programme may have to be scaled down due finance, over-run Loss of key personnel Loss of unique skills & resources Changed circumstances make original design less effective Change leaders may lose heart & drive Poor management of programme and projects (c) Macmillan & Tampoe 2001