1. Best Practice in Programme Management

2. Introduction
Introduction & Definitions Difference between project and programme management - activities/world interest and developments Four Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

3. Introduction & Definitions
Introduction & Definitions Difference between project and programme management - activities/world interest and developments Four Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

4. Programme Management Cross Project Project Benefit Portfolio Business
Links
Resources
Business
As Usual
Project
Portfolio
Management
Benefit
Management
A Project
A Project
A Project
A Project
Oh no, another
project
A Project
A Project
A Project
A Project

5. Programmes vs Projects
More complex interface with the strategy
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
Programme risk management starts before projects start and continues after the last project has closed (e.g. operations might not use the deliverables.)
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.
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.

6. Some Current Initiatives
PMI Program Management Standards
APM Program Management Qualification
Managing Successful Programmes Refresh
Major UK Government Investment
Programme Management Maturity Model

7. Introduction & Definitions
Introduction & Definitions Difference between project and programme management - activities/world interest and developments Four Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

8. Roles and Responsibilities
These boxes show roles.
There doesn’t have to be a separate person for every role, though some are mutually exclusive – executive, manager, assurance.
We talked earlier about scaling, if the programme is small, familiar and low risk, the Programme Executive, Change Manager, and Technical Design Authority roles could be all assigned to one person. On a big complex high risk programme you might have a different person for each of these roles.

9. This slide demonstrates a typical organisational structure and how the program and project managers sit alongside this.
Senior Management team
Silo's
Program and Project Managers
Projects are delivered by different people in the departments
Problem – As the line manager owns the resource they will delegate 1 weeks work to an individual resource (Amy). Now a project manager also gives her a weeks worth of work and another 2 project managers give another weeks worth each. Therefore there is 4 weeks worth of work to achieve in only 1 week. Who decides?
The line manager can pull rank at this point or the project manager that shouts loudest may win the resource. This isn’t prioritised and may not be the most effective use of the resource for the organisation as a whole.
What is the impact of this decision?
Impact – resource overloading and conflict
This is not realistic – we have known from the 1980’s that a single project methodology can’t be applied to a program so we need something that is based on resources and not task.

10. Distributing Work Delegation simplified
Program Manager delegates to project manager who delegates to functional manager who assigns a resource

11. A single delegation Agreed and audited scope, timing,
budget, documents
Delegator
Automatic updates
of latest plans
Delegatee

12. Direct Update Model Project Managers Program Manager Team Leaders
This demonstrates the delegation flow within an organisation which Hydra automatically updates.
Hydra enables the information to filter back up through the path it travelled down rapidly.
Team Leaders
Team Members

13. The Loan
Model
If we now introduce a PSO or a Resource Pool Manager This complicates the situation as project managers have to request resources to be seconded or loaned to their projects

14. Delegation and Loan
If we grow the scenario, it pretty soon gets rather complicated. This is what happens in an organisation. Fortis bank who had 5 levels of delegation across 2500 users wrote a routine to draw their delegation links. The printer could not cope.

15. Introduction & Definitions
Introduction & Definitions Difference between project and programme management - activities/world interest and developments Four Very Common Problems: Organisation Project Portfolio Management - Governance Program Office/Centres of Excellence Sources of Further Information

16. Portfolio Management Because a significant proportion of projects:
fail to deliver their business benefits, or
fail to demonstrate delivery of benefits through poor use of metrics
Gartner Research:
Do companies measure benefits? no
yes
Do Programmes Deliver Benefits?
deliver no
benefit
Do some
75%
deliver
benefit
Forrester’s 2001 research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges”
25%

17. The Value Path
Projects create deliverables. Programmes combine deliverables to create capabilities. The organisation utilises the capabilities and gains BENEFITS
BENEFITS
Capabilities
Programmes
Deliverables
Projects

18. In order to make any change within an organisation you need to understand where you are at the moment and where you would like to be. This creates a ‘gap’ that will then be bridged through formulating a strategy.
There are many ways to skin a cat, so the Program Selection Team determine the program to follow:
e.g. Devon 999 – should they do this on a local or central scale? Cost vs Customer service?
Continue to reap benefits and harvest change.

19. Defining a Programme Mandate – a written statement
Owner and / or Sponsor(s)
A List of Benefits:
‘No Change’ cost or income levels over time
‘Post Change’ cost or income levels over time
Strategic Alignment measures: KPI’s
Risk Estimates (schedule, cost, benefit)
Resource Requirements and Costs (Investment)

20. Typical Screen shot showing a complete set of data for a single programme including resource requirements, investments, cash flow curves plus the aggregation of a variety of KPIs

21. Benefit Management Cycle

22. A Benefit Management Cycle
Set a Strategy – the goals
Request Programme Proposals
Contender Programmes
Analyse each Contender Programme
Cyclic Review of all current and contender programmes
Scenarios
Mandatory, Important, Should do, Could do
Benefits, investment, resources, risk
Select the best group of programmes
Select Projects to deliver the programmes
Stop as many unapproved projects as you can
Monitor those programmes in benefit terms

23. Introduction & Definitions
Introduction & Definitions Difference between project and programme management - activities/world interest and developments Four Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

24. PMG’s view of Governance
Program Governance is a minimum framework of rules necessary to manage the delivery of portfolios of projects in a consistent and reliable manner.
US Sarbanes-Oxley Act (SARBOX).
For Projects:
PRINCE2
Program Management Standard
Program Portfolio
Management Standard
For Programs:
Managing Successful
Programs

25. A Simple Project Process
Prepare & Submit Project Implementation Document
Project Board Approves Project Implementation Document
Work Begins based on Approved Project Implementation Document
Stage up to placing a major purchase
Stage Review
Proceed to end of project
Project Closure
Project Closure Report & Lessons Learned

26. Governance: Prince2 Templates
This approach has been available for some time. It is supported by tools such as Cascade and Primavera.
In this approach each component team plan their own work using a tool such as MS-Project. Periodically, these plans are transmitted to a central location - such as the program Office - where they are poured into a great big pot and (hopefully) consolidated into a meaningful programme plan.
Reports are then generated from the consolidated plan and distributed. Of course, nowadays such transmission is done electronically with (used to be floppy disks).
Advantage - simple for the remote planners, relatively cheap software, allows use of popular desk-to tools such as MS-Project
Disadvantages - very difficult to achieve consistency. If tasks and resources don’t have exactly the same name -> chaos and confusion. Also, unreliable - requires everyone to update their plans on the same timetable. Therefore requires a team of consolidators to resolve the chaos - slow and time-consuming - and output has to be interpreted giving scope for mis-communication.
Also have 6Sigma & Governance White Paper

27. The KPMG program management survey
Program Office
The KPMG program management survey
Focused on the importance of the Program 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 program office reported a 100% project success rate

28. Program Office Roles Project register Visibility
up to date point of reference
Visibility
program 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
Project closure
and keeping them closed
Lessons learned
Portfolio Management
the process for program & project selection Education and training
Appropriate levels for the project and programme management community

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

30. Program Office Knowledge Portfolio Program Delivery Exception
Management
Information
Portfolio
Exception
Program Delivery
& Control
Knowledge

31. Sources of Information
Further Sources
Sources of Information
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
PMI Program Management Standard
Office of Government Commerce
The Program Management Group plc

32. Example This model proved so successful and useful in the IT industry that it has been used as the basis for many other maturity models. The basic idea behind its derivatives is shown in simplistic form in the following diagram, expressed in terms of project management maturity.
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33. Overview of the Excellence Model The Model is an over-arching, non-prescriptive framework based on nine criteria/ITEMS. Five of these are 'Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organisation does. The 'Results' criteria cover what an organisation achieves. 'Results' are caused by 'Enablers'. Best results with respect to Performance, Customers, People and Society are achieved through Leadership driving Policy and Strategy, that is delivered through People Partnerships and Resources, and Processes. The Direction arrows emphasise the dynamic nature of the model. They show innovation and learning helping to improve enablers that in turn lead to improved results.
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34. RADAR System in Projects has the following elements: Results, Approach, Deployment, Assessment and Review.
                                                                                                                                                                                        
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35. Example-1
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36. Example
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37. Leadership excellence is one of the most critical challenges facing organizations today. Most top leaders leave their positions in three years or less under duress, even when they have had highly successful track records in previous jobs. Companies across the globe are in leadership succession crises, trying to find and/or develop sufficient leadership talent.
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38. Example
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