1. Effective Programme Management
Jennifer Stapleton
Independent Consultant

2. What is Programme Management?
The orchestration of a portfolio of projects
effecting organisational change
to deliver business benefits of strategic importance

3. The Programme Management Environment
Internal or external business environment
Strategies and initiatives
Programmes
Strategic vision achieved
Projects
Business operations

4. Why Programme Management?
The gap between strategies and projects is filled
The wider context of risks is better understood
Formal process for identifying, managing, realising and measuring benefits
Good management control of costs
A management framework that focuses on business change objectives
Projects are prioritised and integrated to manage resources better
Effective management of the Business Case to achieve the vision
Co-ordination and control of the complex range of activities
Clear responsibilities for preparing for implementing business change

5. A Programme “V-Model” Acceptance Criteria Requirements Change Vision
Blueprint
Benefits
Major
Changes
Business
Impacts
Interventions
Programme
Products
Projects
Line
initiative

6. Project or Programme? Project Programme Focus Single objective
Business strategy
Scope
Narrow
Wide-ranging, cross-functional
Benefits
Determined in advance
Accrue after completion
Used to make decisions
Accrue during the programme
Deliverables
Few, clearly defined
Many , many initially undefined
Timescale
Clearly defined
Loosely defined
View of change
To be avoided
Regarded as inevitable
Success measures
Time, budget, specification
Mission, cashflow, ROI
Plan
Specific, detailed, bounded
High-level and evolving

7. Change Projects deliver benefits
Research project
Development project
Change project D C
Tranche 1 projects
Tranche 2 projects R
Tranche 3 projects C D
Current
Business D
Future
State
Vision C D D C D
1st tranche
2nd tranche
3rd tranche
Benefits enabled
Benefits enabled
Benefits enabled

8. Change Blueprint Defines structure and composition of the changed
organisation in terms of:
Business models of the new functions, processes and operations
Organisation structure, staffing levels, roles, and skill requirements
Information systems, tools, equipment and buildings
Data required
Costs, performance and service levels for support of future operations

9. Benefit Definitions: the first product in Benefits Management
dependencies on other activities outside the control of the programme
the business areas and operations expected to be affected
projected changes from the current business operations
current measures of the business operations and the target for improvement (e.g. financial savings or improved throughput)
when the benefit is expected to be realised
financial value of the benefit, if possible
Benefit Definitions define each benefit in terms of:

10. Benefits Management Process (OGC diagram)
Identify and
structure benefits
Potential for
further benefits?
Adaptation needed
to cope with
changing markets
Review and
evaluate results
Realise and track
benefits

11. Areas to probe in a Benefits Review
Did the programme achieve more or less benefits than planned?
Have the needs of the business changed?
Is the solution operating to defined parameters?
Have all the relevant stakeholders issues been addressed?
What is the scope for improved value for money?
Can more be done for less?
Do the chosen measures offer clear evidence of success? Are they tracked against an existing baseline?
Also capture unexpected benefits.
It is unlikely Kennedy initiated the Apollo moon landing programme with the intention of giving us all non-stick pans.

12. Risk Hierarchy Strategic Programme Project Operational
Other programmes, other initiatives, inter-programme dependencies,
political pressures
Programme
Changing objectives, programme definition, management skills,
inter-project dependencies
Project
Project risks, third party
Operational
Transfer of deliverables to operations, acceptability within business operations,
acceptability to stakeholders

13. List of stakeholders in programmes
All business areas impacted by the programme, both during the programme or after its completion
The governing body of the programme
The programme management team
People creating the programme’s deliverables
Providers of support to the programme's activities in areas outside the Programme Manager's control
Custodians of standards and policies relating to the programme's activities
Providers/supporters of the technical infrastructure used by the programme
Third-party suppliers
Providers of support for the programme's deliverables
Regulatory bodies

14. Key Roles in the Programme
Programme Sponsor
Governing Body
Programme Manager
Technical Authority
Quality Manager
Business Planners
Project Managers (includes business change managers)
Change Agents
Programme Support Office

15. Comparison of responsibilities
Programme Manager
Project Manager
Plans programme-level activities and schedule of projects
Defines TOR for projects
Starts, stops and monitors progress of constituent projects
Manages programme-level risks and issues. Delegates risks to projects
Sets policies and procedures for projects
Resolves resource conflicts
Determines programme standards
Plans a project given the dependencies and interfaces defined by the Programme Manager
Works within the defined TOR
Runs a project, reporting to the Programme Manager
Manages project risks and issues, escalating to the Programme Manager wherever necessary
Runs project according to policies and procedures
Uses assigned resources
Delivers products to the defined standards

16. Programme Manager Key Competencies
Strong leadership and management skills
Effective interpersonal and communications skills
Ability to create a sense of community
Ability to find ways of solving and pre-empting problems
Marketing and communication skills to “sell” the programme into the business areas
Good knowledge of techniques for planning, monitoring and controlling programmes
Knowledge of project management approaches
Good knowledge of budgeting and resource allocation procedures
Knowledge of business change techniques, e.g. BPR
Knowledge of benefits identification and management techniques

17. Tangram Programme Management Phases
Identify
Programme
Investigate and
define approach
Set up
programme
Execute tranches (iterative)
Set up tranche
Manage tranche
Assess benefits
of tranche
Close
programme

18. Identify programme Define Case for Action Identify Governing Body
Appoint
Programme
Manager
Define Preliminary
Business Case
Plan Investigate
and Define phase
Agree funding

19. Investigate and define approach
Create
Vision for Change
Define CSFs
Assess readiness
For change
Define alternative
approaches
Define high-level
objectives
Identify
stakeholders
Diagnose current
strengths and
weaknesses
Select approach
Create initial
Change Blueprint
Quantify business
benefits
Agree overall
Business Case
Identify
programme
tranches
Define programme
organisation

20. Ongoing processes Benefits management Risk management
Dependency management
Issue and problem management
Planning
Reporting
Communication
Scope management
Configuration management

21. Communications Major activities Tangram Phase Identify programme
Communicate Case for Action
Investigate & define pgm
Create initial Communications Strategy
Launch programme-level communications
Set up programme
Set up tranche
Plan communications for the tranche
Manage tranche
Communicate according to overall strategy and tranche plan
Assess benefits of tranche
Communicate achievements of the tranche
Close programme
Communicate overall results

22. Communications Strategy
What are the objectives of communications?
What are the key messages?
Who are you trying to reach?
What information will be communicated?
When will information be disseminated?
How much information will be provided, and to what level of detail?
What mechanisms will be used to disseminate information?
How will feedback be encouraged, what will be done as a result of feedback?

23. Questions?