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Project and programme methodology
 

Project and programme methodology

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    Project and programme methodology Project and programme methodology Document Transcript

    • Project and programme methodology - a large universitySenior management knew that there were fundamental resource issues in delivering theirprojects and programmes. Many projects and programmes were months late and, in somecases, had delivered so long after their expected ‘go live’ date that the business had refusedto use them as they had embedded their own workarounds. Customer satisfaction levelswere at an all time low and the chief executive had made it clear that the situation had tochange or he would change his executive team!Maven assessed all project and programme effort taking place across the organisation andproduced a map of projects that stunned senior managers - they had no idea that so manyinitiatives were underway or planned and that numerous staff were starting work in reactionto demands from the business that they felt unable to turn away, but were then abandoningprior to completion because other ‘more serious’ projects arose.In response to this passionate reaction Maven created a governance framework for allprojects and programmes. This included guidance on when to group projects together into asingle programme of work and the senior management responsibility for sponsoring projectsand programmes. This governance framework included processes for escalating requests for projects to theappropriate level of seniority so that the senior managers could get visibility of what theirresources were doing and what skills and competences were required. At the same time weworked with the resources already impacted by their heavy workload to re-prioritiseprojects so as to create a communications framework for contacting all project sponsors inthe business to explain the delays and what action was being taken to improve projectdelivery.Copyright © Maven Training Ltd 2011www.maventraining.co.uk І 020 7089 6161