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.

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Project and programme management

  1. 1. Project and Programme Management<br />Leadership Development for IT Professionals<br />
  2. 2. Page 2<br />Outline<br />
  3. 3. Let us consider the ‘crunch points’ for most organisations today in <br />managing projects. <br />There are three primary areas:<br />Governance<br />Runaway Projects<br />Leveraging your time<br /> Page 3<br />Key leadership issues in today’s projects<br />
  4. 4. What level of ownership is there in projects? Many organisations delegate the entire responsibility to the project manager. Why would that be a problem?<br />Senior managers can swing from one style (absenteeism) to another (micromanagement). <br />So, Is there another way?<br /> Page 4<br />Governance<br />
  5. 5. Many organisations still confess to having at least one of these: expensive, and no one knows how to stop them. <br />Can we build in controls to stop projects running out of control?<br /> Page 5<br />Runaway projects<br />
  6. 6. 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?<br /> Page 6<br />Leveraging your time<br />
  7. 7. Benefits of PRINCE2TM<br />Focus on the Business Case<br />The benefits here are:<br />- a reduction of wasted project investment- improved involvement of the ‘business side’<br /> Page 7<br />PRINCE2TM is a Trade Mark of the Office of Government Commerce.<br />
  8. 8. Benefits of PRINCE2TM<br />Project Board structure, involving the 3 key stakeholder groups<br />Again this tends to produce:<br />- greater ownership from the end user community, and - provided a locus for better governance.<br /> Page 8<br />PRINCE2TM is a Trade Mark of the Office of Government Commerce.<br />
  9. 9. Benefits of PRINCE2TM<br />Stages <br />- optimised senior management time around key decision points<br /> - major brake on projects that tended to run away- improved/more realistic planning<br /> Page 9<br />PRINCE2TM is a Trade Mark of the Office of Government Commerce.<br />
  10. 10. Benefits of PRINCE2TM<br />Management by Exception<br />- ‘bad news early’- increased confidence in reports<br />- optimised the use of senior management involvement<br /> Page 10<br />PRINCE2TM is a Trade Mark of the Office of Government Commerce.<br />
  11. 11. Benefits of PRINCE2TM<br />Focus on products<br />Projects improved their delivery because:<br />- they ‘began with the end in mind’- verifiable scope ensured protection against moving boundaries<br /> Page 11<br />PRINCE2TM is a Trade Mark of the Office of Government Commerce.<br />
  12. 12. 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.<br />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.<br />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.<br /> Page 12<br />Key leadership issues in programme management<br />
  13. 13. Which level of management is the most volatile?<br /> Page 13<br />Levels of management<br />Strategy<br />Programme<br />Project<br />
  14. 14. Motion without movement<br />Three forces can operate on our current capability, and their combined effect can be to keep an organisation from transformational change. These are:<br />Reacting to the latest business driverBeing continually bounced by news or mandates from outside.<br />Outcomes without benefitsProjects delivering, but there is no beneficial change.<br />Unaligned initiativesProjects that are out of touch with strategy; ‘pet’ projects; reactive tactical projects; etc.<br /> Page 14<br />
  15. 15. Clear & Consistent Vision<br />Co-ordinated Projects <br />Focus on Benefits& threats to them <br />Transition to Operations <br />Critical Success Factors of a Programme<br /> Page 15<br />
  16. 16. Flexible framework:<br />Process modelA generic set of best practice processes and activities.<br />RolesIncluding the ‘Senior Responsible Owner’, the 'Sponsoring Group’, the Programme Manager, the Programme Office, the Business Change Manager<br />Management themesIncluding Benefits Management, and Stakeholder Management.<br />Information setIncluding the Vision Statement, the Blueprint, the Benefit Profiles, the Risk Register.<br /> Page 16<br />MSP Approach<br />
  17. 17. Level 5 – OptimisingDoes the organisation run continuous process improvement with pro-activeproblem and technologymanagement?<br />P3M3: Project Programme and Portfolio Management Maturity Model<br />Common uses for this framework are<br />As a Benchmark<br />An Implementation frameworkfor structured methods such as MSP and PRINCE2.<br />As a Health checkIt can answer the question: How well are we doing really?<br />Level 4 – ManagedDoes the organisation obtain and retain specific measurements on its project performance andrun a quality management organisation?<br />Level 3 – DefinedDoes the organisation have its own centrally controlled project processes, and can individual projects flex withinthese processes to suit the particular project?<br />Level 2 – RepeatableDoes the organisation ensure that each project is run with its own processes and procedures to a minimum specified standard?<br />Level 1 – InitialCan the organisation recognise projects and run them differently to its ongoing business?<br /> Page 17<br />
  18. 18. Project and Programme ManagementPatrick Mayfield<br />www.pearcemayfield.com<br />http://pearcemayfield.typepad.com/patrick_mayfield/<br /> Page 18<br />
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