Effective Programme Management Jennifer Stapleton Independent Consultant

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 Strategic vision achieved Projects Business operations

Why Programme Management? 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 A management framework that focuses on business change objectives Projects are prioritised and integrated to manage resources better Effective management of the Business Case to achieve the vision Co-ordination and control of the complex range of activities Clear responsibilities for preparing for implementing business change

A Programme “V-Model” Acceptance Criteria Requirements Change Vision Blueprint Benefits Major Changes Business Impacts Interventions Programme Products Projects Line initiative

Project or Programme? Project Programme Focus Single objective Business strategy Scope Narrow Wide-ranging, cross-functional Benefits Determined in advance Accrue after completion Used to make decisions Accrue during the programme Deliverables Few, clearly defined Many , many initially undefined Timescale Clearly defined Loosely defined View of change To be avoided Regarded as inevitable Success measures Time, budget, specification Mission, cashflow, ROI Plan Specific, detailed, bounded High-level and evolving

Change Projects deliver benefits Research project Development project Change project D C Tranche 1 projects Tranche 2 projects R Tranche 3 projects C D Current Business D Future State Vision C D D C D 1st tranche 2nd tranche 3rd tranche Benefits enabled Benefits enabled Benefits enabled

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

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) Identify and structure benefits Potential for further benefits? Adaptation needed to cope with changing markets Review and evaluate results Realise and track benefits

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? Also capture unexpected benefits. It is unlikely Kennedy initiated the Apollo moon landing programme with the intention of giving us all non-stick pans.

Risk Hierarchy Strategic Programme Project Operational Other programmes, other initiatives, inter-programme dependencies, political pressures Programme Changing objectives, programme definition, management skills, inter-project dependencies Project Project risks, third party Operational Transfer 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 Programme Manager Project Manager 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 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 Phases Identify Programme Investigate and define approach Set up programme Execute tranches (iterative) Set up tranche Manage tranche Assess benefits of tranche Close programme

Identify programme Define Case for Action Identify Governing Body Appoint Programme Manager Define Preliminary Business Case Plan Investigate and Define phase Agree funding

Investigate and define approach Create Vision for Change Define CSFs Assess readiness For change Define alternative approaches Define high-level objectives Identify stakeholders Diagnose current strengths and weaknesses Select approach Create initial Change Blueprint Quantify business benefits Agree overall Business Case Identify programme tranches Define programme organisation

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

Communications Major activities Tangram Phase Identify programme Communicate Case for Action Investigate & define pgm Create initial Communications Strategy Launch programme-level communications Set up programme Set up tranche Plan communications for the tranche Manage tranche Communicate according to overall strategy and tranche plan Assess benefits of tranche Communicate achievements of the tranche Close programme Communicate overall results

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: jstapleton@dial.pipex.com