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

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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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