MSP it’s not just ‘big’ project management

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Presentation transcript:

MSP it’s not just ‘big’ project management John Edmonds PPM Portfolio Development Manager

SETTING THE SCENE Programmes – and MSP What I think they are… …and another view Benefits of MSP

A QUICK POLL Practitioner plus Little bit of knowledge MSP?

PORTFOLIOS, PROGRAMMES, PROJECTS The PPM Portfolio MoP Managing the Portfolio MSP Managing Programmes PRINCE2 Managing Projects

PROGRAMMES – THE MSP VIEW Delivering outcomes and benefits Co-ordinating projects/activities Strategic objectives Related to

PROGRAMMES – ANOTHER VIEW “The practice of grouping and coordinating related projects”

OUR RESEARCH Testing the hypothesis that: Programme management is seen as the management of many related projects “…is the process of managing several related projects…”

KEY PERCEPTIONS projects management managing related programme program change project multiple business

KEY PERCEPTIONS Program management or programme management is the process of managing several related projects A programme is made up of a specific set of projects Participants will also be able to coordinate the projects of a programme to ensure the correct application of resources and risk, issue and change management. provides a structured framework to co-ordinate, direct and implement the projects

THE PATH TO VALUE Project Outputs Capabilities Outcomes enable build Outcomes trigger Organizational Changes enable realize Benefits Corporate Objectives and Value helps achieve

BUT THERE’S MORE… What if we consider a programme to be more, far more?

TRANSFORMATIONAL CHANGE It’s about delivering successful, transformational change Most organizations are looking to transform their business – KPMGs global study, “Succeeding in Disruptive Times” in 2016 found that 96% of organizations are in some phase of transformation

BENEFIT REALIZATION

VISION AND BLUEPRINT Vision Statement: communicates the End Goal Blueprint: a model of the future organisation

THE BUSINESS CHANGE MANAGER ROLE A key role that goes ‘beyond’ the programme Real organizational ‘ownership’ The antidote to ‘old world’ project management

LEADERSHIP & STAKEHOLDER ENGAGEMENT Engaging stakeholders – everyone says they do it… The essential role of leadership in transformation

SUMMARY MSP – proven good practice in programme management and delivering successful transformation Programmes are not fully understood MSP not fully utilised Only 47% of executives say they will achieve value from business transformation. Some sources suggest as many as 84% of organizations fail at transformations

MSP: it’s not just ‘big’ project management QUESTIONS john.edmonds@axelos.com