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

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

5. Programmes vs Projects Project 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 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. More complex interface with the strategy 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 InitiativesSome 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 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

10. Distributing Work

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

12. Direct Update Model Program Manager Project Managers Team Members Team Leaders

13. The Loan Model

14. Delegation and Loan

15. 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. 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 Programmes Deliver Benefits? Do companies measure benefits? yes Do some no deliver benefit 25% deliver no benefit 75% Forrester’s 2001 research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges” Portfolio Management

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

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 goalsSet a Strategy – the goals Request Programme ProposalsRequest Programme Proposals –Contender Programmes Analyse each Contender ProgrammeAnalyse each Contender Programme Cyclic Review of all current and contender programmesCyclic Review of all current and contender programmes –Scenarios –Mandatory, Important, Should do, Could do –Benefits, investment, resources, risk Select the best group of programmesSelect the best group of programmes Select Projects to deliver the programmesSelect Projects to deliver the programmes Stop as many unapproved projects as you canStop as many unapproved projects as you can Monitor those programmes in benefit termsMonitor those programmes in benefit terms

23. 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. 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 Programs: Managing Successful Programs For Projects: PRINCE2 PMG’s view of Governance Program Management Standard Program Portfolio Management Standard

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

26. Governance: Prince2 Templates Also have 6Sigma & Governance White Paper

27. The KPMG program management survey Focused on the importance of the Program OfficeFocused on the importance of the Program Office The global research covered all industry sectors, with 50% of participants from the UK.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 monthsAlmost 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 rate98% of organisations with a mature program office reported a 100% project success rate Program Office

28. Program Office Roles Project registerProject register –up to date point of reference VisibilityVisibility –program and project reporting Methodology & governanceMethodology & governance –maintaining appropriate processes and procedures –ownership & Support of the methodology Resource allocation and prioritisationResource allocation and prioritisation –the right people doing the right work Project closureProject closure –and keeping them closed –Lessons learned Portfolio ManagementPortfolio 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 progressVery rapid progress Quick winsQuick wins Reduced riskReduced risk –Short term –Long term Best practice inputBest practice input VisibilityVisibility ConsistencyConsistency

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

31. Further Sources ProgM - The Programme Management Special Interest GroupProgM - 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 www.e-programme.comwww.e-programme.comwww.e-programme.com  PPSO SIG  http://www.ppsosig.co.uk/index.html http://www.ppsosig.co.uk/index.html  PMI Program Management Standard  http://www.pmibookstore.org/PMIBookStore http://www.pmibookstore.org/PMIBookStore  Office of Government Commerce www.ogc.gov.uk/index.asp?id=38www.ogc.gov.uk/index.asp?id=38www.ogc.gov.uk/index.asp?id=38 The Program Management Group plcThe Program Management Group plc www.pm-group.comwww.pm-group.comwww.pm-group.com Sources of Information

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. Source- http://www.quality-projects.co.uk/main/maturity.html

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. Source- http://www.saferpak.com/business_excellence.htm

34. RADAR System in Projects has the following elements: Results, Approach, Deployment, Assessment and Review. Source- http://www.saferpak.com/business_excellence.htm

35. Example-1 Source- http://artpetty.com/2010/12/08/management-excellence-book-series-six-disciplines-execution-revolution-with-gary-harpst/

36. Example Source- http://artpetty.com/2010/12/08/management-excellence-book-series-six-disciplines-execution-revolution-with-gary-harpst/

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. Source- http://www.theenneagraminbusiness.com/business_applications/leadership.html

38. Example Source- http://network.hrmtoday.com/profiles/blogs/2141137:BlogPost:12201