1. Projects, Programmes and Best Practice. Geoff Reiss

2. Geoff Reiss: Accreditation M Phil Fellow of the Association for Project Management President: Programme Management SIG Project Manager: UK’s first PPM initiative Voted ‘Top 10 influencer in project management’ PMI subject matter expert: PgM/PPM standards UK government review panels Steering Group program management qualification Judge: Programme Of The Year Award Four successful books Frequent conference presenter Freelance and independent

3. topics Terminology: Project versus Programmes Project Portfolio Management Governance The Project Management Office

4. Project Management Where changes are larger, but Outputs required are clear, and Multidisciplinary skills are needed With a focus on cost, time and quality To achieve success

5. Programme Management Where there is a clear vision But uncertainty about how to get there The change is large and complex The risk is higher And a focus on benefits is more important than outputs

6. 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.

7. Terminology: Project versus Programmes Project Portfolio Management Governance The Project Management Office

8. Project Portfolio Management Finding the best possible portfolio of investments

9. Allocating resources optimally Killing poor projects Spending in the right areas Working on the right projects Eliminating project redundancies Increased cost savings Better aligning projects to strategy Increased profits Managing gaps in portfolio Over 90% of organizations are at Level 1 or 2 in project portfolio management maturity, and none are at Level 4 or 5. www.cbponline.com

10. Gartner researched over 250 CIOs of major US Financial Organisations: Do Programmes Deliver Benefits? Do companies measure benefits? yes Do some no deliver benefit 25% deliver no benefit 75% Forrester’s research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges”

11. Microsoft’s Definition Project Portfolio Management helps your organization realize its potential by identifying, selecting, managing, and delivering portfolios that align with your strategic priorities.

12. Vision Strategy Programs Projects Benefits Delivering Change Top down Bottom up

13. Projects create deliverables. Programs combine deliverables to create capabilities. The organisation utilises the capabilities and gains BENEFITS

14. The Value Path Projects create deliverables. Programmes combine deliverables to create capabilities. The organisation utilises the capabilities and gains benefits therefore delivering its vision Vision Benefits Capabilities Programs Deliverables Projects

15. The right question  Is this project worthwhile?  Can we ‘Justify’ this project?  What is the most beneficial portfolio of projects we are capable of executing?

16. The Best Practice PPM Process Approval to Proceed PPM Selection and Approval Process Discovery projects Suggestions Live Projects Strategy Progress Updates

17. Definition for the Proposed Project : Income Generation Cost Reduction RoI/IRR Strategic Alignment KPI Impact Balanced Score Card Risk Estimates Resource Demands Investment Discovery Project Output

18. Focus on benefits, not time

19. Terminology: Project versus Programmes Project Portfolio Management Governance The Project Management Office

20. Governance Programme Governance is a minimum framework of rules necessary to manage the delivery of portfolios of projects in a consistent and reliable manner. For Programs: Managing Successful Programs For Projects: PRINCE2 Programme Management Standard Programme Portfolio Management Standard APM BoK PMI BoK

21. Governance Needs Frameworks Plans Organisation Processes To Define the ‘rules’ Direct work Have clear responsibilities Communicate, monitor, control and judge success An important part of the preparation

22. 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 ClosureProject Closure Report & Lessons Learned Prepare & Submit Project Implementation Document Stage Review

23. Compared to a Programme Process Project 1 Project 2 Something starts a programme Define & plan Manage the portfolio Manage benefits New capability Did it work? Did we get the benefits? Manage the portfolio Manage benefits Project 5 Project 4 Project 3 New capability Identify Understanding, still worthwhile? Governance Acceptable business case? Are we in control? Will we get the benefits? Each ‘box’ has its own process Has it worked so far. Do we continue?

24. Simple Example

25. Terminology: Project versus Programmes Project Portfolio Management Governance The Project Management Office

26. PMO – a source of expertise on all project and programme matters Programme Management

27. Project Status Resource Costs Resource utilisation Risk Register Benefits Models Benefits Tracking Calendar of commitments Reports Communications Succession Planning Project Support Quality Assurance Events and meetings Programme Plans Post Implementation Reviews PID’s

28. Programme Office Roles Programme and Project Register up to date point of reference Visibility programme and project reporting Methodology & governance maintaining appropriate processes and procedures Ownership & Support of the methodology Centre of Excellence for project and programme management matters Assist and Support the project management teams Portfolio Management the process for programme & project selection Education and training Appropriate levels for the project and programme management community

29. Benefits of a Programme Office Very rapid progress Quick wins Reduced risk Short term Long term Best practice input Visibility Consistency Very cost effective

30. Some Current Initiatives PMI Program Management Standards APM, IPMA & PMI Program Management Qualifications Managing Successful Programmes Refresh Major UK Government Investment Programme Management Maturity Model

31. Terminology: Project versus Programmes Project Portfolio Management Governance The Project Management Office

32. Further Sources ProgM - The Programme Management Special Interest Group Register for Newsletter and invitations The Project Selection and Benefits Management Initiative Free Evening events and other Conferences The Programme Management website Programme Management Maturity Model www.e-programme.com Association for Project Management www.apm.org PMI Program and Project Portfolio Management Standards http://www.pmibookstore.org/PMIBookStore UK Office of Government Commerce www.ogc.gov.uk/index.asp?id=38 The Gower Handbook of Programme Management http://www.gowerpub.com/TitleDetails.asp?sQueryISBN=0566086034& sPassString=Y&sKeyword http://www.gowerpub.com/TitleDetails.asp?sQueryISBN=0566086034& sPassString=Y&sKeyword www.geoffreiss.com Sources of Information

33. Good Luck with your programmes and your projects