On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management. Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework. The Programme Lifecycle gave a structure to the presentation covering seven areas 1. What is a programme? 2. Why do a programme? 3. What makes up a programme? 4. How do we run a programme? 5. Who is in the programme? 6. When does a programme end? 7. What challenges are faced? It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups. An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include: 1. Is there a vision of a change future? 2. Is this a shared single vision? 3. Is it in line with what is needed? 4. What are the benefits to be gained? 5. Who benefits, what do they benefit, how much benefit, when do they benefit? Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including • An external advisory group • Local representatives and committees • Regulators & policy holders • UK & Scottish governments • Press coverage • Wide ranging public consultations Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme. At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as: A Programme Management approach is not for everything - Split change element of the objectives from long-term business as usual Bring clarity & focus - Projects need to know how they fit into ‘big change picture’ Get senior commitment - Have the approach endorsed by the Programme Board Co-ordinate stakeholder engagement - Communications must be co-ordinated and consistent across the projects Scale the management investment that is needed - Do not swamp with bureaucracy Efficient pooling of resources - A small programme team benefits from pooling common central activities Cope with geographically dispersed team - Programme Management approach is the glue to hold things together

1. Joining the Dots
Programme Management in action
Introduction

2. Introduction

3. Approach
We want to give an overview of the elements of
programme management and how they integrate
together.
We will illustrate some of these elements or
principles with case study material from an ongoing
programme.
The elements and case study will be explored using
an dialogue style with interview questions.
We welcome any additional questions from the floor
as we proceed.

4. Joining the Dots
One key theme of programmes
is co-ordination and integration of
interdependencies.
Even in programme management itself
there are many dots to join...
What is a
programme
?
Why do a
programme
?
What
makes up a
programme
?
How do we
run a
programme
Who runs a ?
programme
?
When
does a
programme
end
?
What
challenges
are faced
?

5. What is a
programme?
Why do a
programme? What makes
up a
programme?
How do we
run a
programme?
Who runs a
programme?
When
does a
programme
end
?
What
challenges are
faced
?

6. Development
Concept Managing the Tranches
Identifying
a
programme
Definition
Defining a
programme
Closure
Closing a
programme
Project
Delivery
Delivering
the
capability
Benefits
Realisation
Realising
Benefits
MSP is a registered trademark of Axelos Ltd.

7. Enabling
Change
Portfolio
Benefits
Value
Assurance
PMC
Governance
PMO
ProgM
Risk
Knowledge
People
WIPM
Contracts &
Procurement

8. Who are we?
John Chapman
Programme Director for Touchstone Energy
Experienced programme/project director & manager in
international environments
Author and co-author, including Gower Handbook of
Programme Management
Contributor to Managing Successful Programmes
Committee member of ProgM and PMC SIGs
Andrew Gray
Principal Consultant at BMT Hi-Q Sigma
Experienced programme/project manager in engineering
product development and introduction
Programme advisor to MOD Submarine Dismantling Project
Committee member of ProgM SIG
& member of APM / INCOSE Joint Working Group

9. The Case Study
UK MOD Submarine Dismantling Project
Description of case
study

11. Definitions & Context
APM
A group of related projects and change
management activities that together achieve
beneficial change for an organisation.
Managing Successful Programmes (MSP)
A temporary, flexible organisation created to
coordinate, direct and oversee the
implementation of a set of related projects
and activities in order to deliver outcomes
and benefits related to the organisations
strategic objectives.

12. Satisfying Business Needs
Is there a business need?
Is there a need for change?
Is there an ability and culture for change?
Is there a wider perspective of change?
How can we…
... address complexity and uncertainty?
... manage tensions between corporate objectives,
business as usual and change delivery?
• Transformational Change
• Specification-Led Change
• Emergent Change

13. Change environment in the DE&S submarine portfolio
Defence
Reform
Business as usual New
operational
capabilities

15. Programme vs Project

16. So why change?

18. Identify
Is there a vision of a changed future?
Is this a shared single vision?
Is it in line with what is needed?
What are the benefits to be gained?
Who benefits, what do they benefit,
how much benefit, when do they benefit?
What is going to change?
How are we going to bridge the gap
from now to then?
Where (and how) is transition to steady state to be achieved?
Define a blueprint for the future

19. The Need
SDP Single Statement of User Need

20. Change vs Steady-State

21. The SDP Change Vision

24. Define a programme
Benefits
What benefits can we achieve & when?
Any quick wins?
Outcomes
What elements of the future state need to be put in place
- is there a sequence?
Tranches – step changes in capability
What are the intermediate steps to achieve? Are there
funding or decision gates? Are we driving down uncertainty?
Define a dossier of projects
What do we need to produce,
how, when and who by?
Do the right projects, do the projects right

25. Identifying SDP projects

26. Defining the Tranches

29. How it works together
Managing the Tranches

30. Create a clear structure in SDP

31. Manage SDP Interdependencies

34. Responsibilities, roles & actors
Governance and leadership
Need strong integrated leadership and boundary scanning:
Sponsor(ing Group), Senior Responsible Owner, Board
Making the change
Must be able to transition effectively to new practices:
Business Change Manager(s)
Managing integration & relationships
The ringmaster around whom the performers interact:
The Programme Manager
An effective PMO
Nobody notices a smooth running machine
Engaging with stakeholders
No programme exists in isolation:
Know your stakeholders and their objectives; keep them informed

35. Engaging the public

38. Transition and Realisation
Generating outcomes & value
Transitioning to the new state
Embedding change in business-as-usual
Realising the benefits

39. SDP Verification and Validation

42. Potential barriers
A typical programme may have to consider how to
address
• Insufficient support
• Weak leadership
• Unrealistic expectation of capability & capacity
• Insufficient focus on benefits
• No real idea of future capability & how to get there
• Little understanding or control over interdependencies
• Poorly defined for communicated vision
• Failure to change culture
• Insufficient engagement of stakeholders
• No boundary scanning

43. SDP External Forces

45. So what have we learnt?

46. Joined the dots
to make a picture

47. SDP lessons to consider… so far

48. More information

49. Joining the Dots
Programme Management in action
Introduction

50. This presentation was delivered at an
APM event
To find out more about upcoming
events please visit our website
www.apm.org.uk/events