Best Practice in Program Management Geoff Reiss

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

Geoff Reiss Programme Management Mentor Hon President: ProgM - The UK Programme Management Specific Interest Group Masters degree in Project Management Honorary Fellow APM Author of:  Project Management Demystified  Programme Management Demystified  One Project Too Many (with Geof Leigh)  The Gower Handbook of Programme Management (6 authors)

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

What Is a Programme? A Programme is defined as a temporary, flexible organisation created to co- ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives Managing Successful Programmes (MSP), Third Edition 2007, A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in a program. The Standard for Program Management. PMI AS-IS TO-BE PROGRAMME Programme Project 1 Project 2 Project 3 Project 4 Project 5

The way we are today AS-IS The way we want to be in the future TO-BE project Program project

The Key Publications Managing Successful Programmes for Programmes Prince2 for Projects P3O for Programme, Portfolio and Project Offices The Program Management Standard (PMI)

What is a Portfolio? All the programmes and stand-alone projects being undertaken by an organisation, a group of organisations or an organisational unit Managing Successful Programmes (MSP), Third Edition 2007, page 247 PMI: Portfolio Management Standard

Project, Program and Portfolios Project Management Outputs Program Management Outcomes Portfolio Management Strategy

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

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 Program Management Standard Program Portfolio Management Standard APM BoK PMI BoK

Governance Needs Frameworks Plans Organisation ProcessTo Define the ‘rules’Define the ‘rules’ Direct workDirect work Have clear responsibilitiesHave clear responsibilities Communicate, monitor, control and judge successCommunicate, monitor, control and judge success An important part of the preparation

Senior Management (Main Board, Senior Management Team, Sponsoring Group, Programme Board) Programme (Programme Director, Programme Mgr, Programme Office, Programme Assurance Mgr, etc) Projects (Project Board, Project Mgrs, Team Leaders) Mandate Scope changes Report Escalate Major Decisions Other Programmes Significant relationships with other programmes Mandate Scope changes Report Escalate Major Decisions

Roles and Responsibilities: Various specialist roles Need to be filled Often inexperienced/unqualified people Sponsorship is a common problem

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

Vision BENEFITS Programmes Deliverables Benefits Capability The Journey to the Vision Project management Programme management Projects

Defining a Programme Brief – a written statement A clear start to Defining the Programme Owner and / or Sponsor(s) Commission the Definition, thorough preparation A List of Benefits: ‘No Change’ cost or income levels over time ‘Post Change’ cost or income levels over time Strategic alignment measures: Key Performance Indicators (KPIs) Risk Estimates (schedule, cost, benefit) Resource Requirements and Costs (Investment) Business Case Is this initiative still valid and viable?

The PPM Process Approval to Proceed PPM Selection and Approval Process PPM Selection and Approval Process Discoveryprojects Suggestions Live Projects ProgressUpdates Strategy

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

Some Typical Benefits Increased Income Decreased Cost Decreased Churn Fewer Accidents Higher Motivation Better Quality Longer Life Notes: Comparative Baselined Quantitative Qualitative Key Performance Indicators

Unit 3 – Benefits Management Benefits Map Example 24 Programme Deliverables Intermediate BenefitsEnd Benefits On-line citizen information On-line information about public services On-line transaction Reduced expenditure Customer satisfaction Increased effectiveness Better mage for public services Better quality citizen information Fewer phone calls, less mail More time for other tasks Better take up of service Faster processing Standardisation of forms and procedures One stop info collection Less advertising in papers Greater awareness 24x365 availability Less dependent on staff Fewer queries …by project within the programme…described in Business Case

The Benefit Spectrum Close ControlLack of Control PredictableUnpredictable Within your own regimeOutside of your own influence Little or no impact from outside factorsGreat impact from outside factors Low Benefit RiskHigh Benefit Risk Short TermLong term Internal External

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

Stakeholder Management What is a Stakeholder? In the broadest sense, anyone who is involved in, impacts, or is impacted by, or who influences your programme, or its environment

Stakeholder Map Very Influential Very Supportive Limited Influence Very Opposed CEO Trade Union CIO Shareholders Media HSE Scientist Group Neighbours CFO Government Department Concern

Communications Plan

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Engagement The Programme Office Summary

The KPMG project management survey Focused on the importance of the Programme Office The global research covered all industry sectors, with 50% of participants from the UK. Almost two thirds of participants experienced a failed project within the previous 12 months 98% of organisations with a mature programme office reported a 100% project success rate Programme Office

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 Resource allocation and prioritisation  the right people doing the right work Portfolio Management  support for programme & project selection Education and training  Appropriate levels for the project and programme management community

Sources of Information PMI Program Management Standards  PMI Program and Project Portfolio Management Standards  APM & PMI Program Management Qualifications  Association for Project Management  Managing Successful Programmes 2007  Major UK Government Investment  Office of Government Commerce  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  PPSO SIG  Gower Handbook of programme management word word

Introduction And Overview The Programme Management Process Programme Organisation And Governance Portfolio Management Benefits Management Stakeholder Management The Programme Office Summary & Sources of Information

Good Luck with your programmes and your projects