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Project and programme management
 

Project and programme management

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This presentation provides a quick overview about the leadership development of IT Professionals, key leadership issues and the benefits of using various best practice methodologies.

This presentation provides a quick overview about the leadership development of IT Professionals, key leadership issues and the benefits of using various best practice methodologies.

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    Project and programme management Project and programme management Presentation Transcript

    • Project and Programme Management
      Leadership Development for IT Professionals
    • Page 2
      Outline
    • Let us consider the ‘crunch points’ for most organisations today in
      managing projects.
      There are three primary areas:
      Governance
      Runaway Projects
      Leveraging your time
      Page 3
      Key leadership issues in today’s projects
    • What level of ownership is there in projects? Many organisations delegate the entire responsibility to the project manager. Why would that be a problem?
      Senior managers can swing from one style (absenteeism) to another (micromanagement).
      So, Is there another way?
      Page 4
      Governance
    • Many organisations still confess to having at least one of these: expensive, and no one knows how to stop them.
      Can we build in controls to stop projects running out of control?
      Page 5
      Runaway projects
    • Executive managers are busy people, with many projects under their care. How do we stop ourselves being sucked into endless project meetings, and use our time to maximum effect?
      Page 6
      Leveraging your time
    • Benefits of PRINCE2TM
      Focus on the Business Case
      The benefits here are:
      - a reduction of wasted project investment- improved involvement of the ‘business side’
      Page 7
      PRINCE2TM is a Trade Mark of the Office of Government Commerce.
    • Benefits of PRINCE2TM
      Project Board structure, involving the 3 key stakeholder groups
      Again this tends to produce:
      - greater ownership from the end user community, and - provided a locus for better governance.
      Page 8
      PRINCE2TM is a Trade Mark of the Office of Government Commerce.
    • Benefits of PRINCE2TM
      Stages
      - optimised senior management time around key decision points
      - major brake on projects that tended to run away- improved/more realistic planning
      Page 9
      PRINCE2TM is a Trade Mark of the Office of Government Commerce.
    • Benefits of PRINCE2TM
      Management by Exception
      - ‘bad news early’- increased confidence in reports
      - optimised the use of senior management involvement
      Page 10
      PRINCE2TM is a Trade Mark of the Office of Government Commerce.
    • Benefits of PRINCE2TM
      Focus on products
      Projects improved their delivery because:
      - they ‘began with the end in mind’- verifiable scope ensured protection against moving boundaries
      Page 11
      PRINCE2TM is a Trade Mark of the Office of Government Commerce.
    • Projects without strategic connectionAt the programme level we often ‘inherit’ a portfolio of projects that appear to have no connection or relevance to the current corporate strategy.Worse still, there may be no corporate strategy.
      The Teflon project effectOrganisations are getting better at project management. Projects are improving their ability to deliver.However, a new problem emerges: the project deliverables don’t seem to be ‘bettering’ the organisation in any significant way.
      Change of thinking requiredMoving from projects to programme management requires a very different view on managed change. A good project manager does not necessarily make the transition to becoming a good programme manager.
      Page 12
      Key leadership issues in programme management
    • Which level of management is the most volatile?
      Page 13
      Levels of management
      Strategy
      Programme
      Project
    • Motion without movement
      Three forces can operate on our current capability, and their combined effect can be to keep an organisation from transformational change. These are:
      Reacting to the latest business driverBeing continually bounced by news or mandates from outside.
      Outcomes without benefitsProjects delivering, but there is no beneficial change.
      Unaligned initiativesProjects that are out of touch with strategy; ‘pet’ projects; reactive tactical projects; etc.
      Page 14
    • Clear & Consistent Vision
      Co-ordinated Projects
      Focus on Benefits& threats to them
      Transition to Operations
      Critical Success Factors of a Programme
      Page 15
    • Flexible framework:
      Process modelA generic set of best practice processes and activities.
      RolesIncluding the ‘Senior Responsible Owner’, the 'Sponsoring Group’, the Programme Manager, the Programme Office, the Business Change Manager
      Management themesIncluding Benefits Management, and Stakeholder Management.
      Information setIncluding the Vision Statement, the Blueprint, the Benefit Profiles, the Risk Register.
      Page 16
      MSP Approach
    • Level 5 – OptimisingDoes the organisation run continuous process improvement with pro-activeproblem and technologymanagement?
      P3M3: Project Programme and Portfolio Management Maturity Model
      Common uses for this framework are
      As a Benchmark
      An Implementation frameworkfor structured methods such as MSP and PRINCE2.
      As a Health checkIt can answer the question: How well are we doing really?
      Level 4 – ManagedDoes the organisation obtain and retain specific measurements on its project performance andrun a quality management organisation?
      Level 3 – DefinedDoes the organisation have its own centrally controlled project processes, and can individual projects flex withinthese processes to suit the particular project?
      Level 2 – RepeatableDoes the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard?
      Level 1 – InitialCan the organisation recognise projects and run them differently to its ongoing business?
      Page 17
    • Project and Programme ManagementPatrick Mayfield
      www.pearcemayfield.com
      http://pearcemayfield.typepad.com/patrick_mayfield/
      Page 18