Developing programme management capability
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Developing programme management capability

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On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had ...

On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l

Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.

Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.

The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.

One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.

Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.

Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.

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Developing programme management capability Developing programme management capability Presentation Transcript

  • Developing Programme Management Capability Leicestershire County Council
  • Introduction     In 2009 worked with the APM to adapt the Project Management Competency Framework to be a „development needs assessment tool‟ Developing our project management capability so we are able to source internally and reduce spend on project management resourcing. Harnessing and developing the considerable in-house expertise and knowledge that we have in order to deliver successful projects time and time again. In 2012 we turned to developing our Programme Management capability
  • Why Programme Management
  • Why Programme Management     Small is beautiful – like super heroes their numbers are small but what we ask them to deliver is huge Success doesn’t just happen – In real life people aren‟t born super heroes Making the right sourcing decisions – there is a choice and we need to understand competencies for different programmes Gap in the market – No competency assessment tool
  • Getting help
  • Getting help    Recognised this was new – not adapting a tool but developing from scratch Known complexities in assessing Programme management competencies – broad and difficult to differentiate CITI – “Thoughts on Programme Management Competencies”
  • The End Game
  • The End Game Interventions  Individual development  Programme and role profiling  Learning and development planning Outcomes  Reduced sourcing costs  Retention and succession planning  Programme performance
  • Developing a Framework Competencies mapped to key activity and area of responsibility Accountable/ Responsible role definition Programme Sponsor Programme Manager Business Change Manager Description of key activities Actions to fulfil role Skills required for role Role competencies Multiple development options/opportunities Development Interventions Aggregation / characterisation
  • Peer Review Group     Relevance beyond Leicestershire, across the public sector Critical Challenge Road testing – Pilot Sites Championing – Take Up
  • Next Stage   Pilot in the new year – Jan/Feb Soft Launch – Spring