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Programme management (sikander shaukat)
 

Programme management (sikander shaukat)

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    Programme management (sikander shaukat) Programme management (sikander shaukat) Presentation Transcript

    • Value DynamicsValue DynamicsProgramme ManagementMaster Class
    • Sikander ShaukatBusiness AdvisorJan 2013© 2013 Value Dynamics (strictly enforced). 2
    • What is a programme… ExampleProgramme Management Institute definition:A temporary endeavour undertaken to create a unique product or service… ExampleClimb a mountainGo on an expeditionSetup a businessBuild a hospital or school… When we need itWhen a lot of effort neededInvestment and riskLot of interrelated moving partsMany objectives… Benefits of using a programme approachCreating a repeatable approachMaking an approach understandable through structureReduces riskAchieve successBuild learning and capabilityJan 2013© 2013 Value Dynamics (strictly enforced). 3
    • Challenges… It is usual in a programme for the The manager has to continually balance… It is usual in a programme for themanager to work with many tensionsRevisionsPoliticsCostsQualityAdd-onsTimeFunctionalityPersonal AgendaQualityTimeThe manager has to continually balancePersonal Agenda… This translates into a triangle ofbalanceJan 2013© 2013 Value Dynamics (strictly enforced). 4CostTime
    • 7 keys to success… Strong link to the good the project will achieve (benefits)… Make the objectives and the functions clear… Get commitment from stakeholders… Get a champion who promotes the programme… Good project plan… Communicate well and frequently… Get enough funding and resourcesJan 2013© 2013 Value Dynamics (strictly enforced). 5
    • GOSPA FrameworkLevelofeffortConceive“think ofventure”Define“outline it”FinishExecute“Do the work”AnyProgrammelifecycleGoals & ObjectivesStrategy & WorkstructureOrganisationBenefitsRisksCommunicationPlansGOSPProgrammeFrameworkJan 2013© 2013 Value Dynamics (strictly enforced). 6PlansResourcesMonitor & ControlDecisions &ActionCompletePA
    • Goals & Objectives… GoalA single statement of what needs to be achievedExample• build a critical care hospital• build a critical care hospital… ObjectivesThink of the uses/usefullness (functionality) that needs to be deliveredExample• Within 2 hours of a major town• Be able to treat 100 people at a time• Have 5 theatres• 20 Nurses• 5 doctors• Diagnosis labs• Functions - Trauma & Intensive Care including Neo Natal, Paediatrics, coronary care, post operative,With a high dependency unit.Jan 2013© 2013 Value Dynamics (strictly enforced). 7
    • Goals & Objectives Work sheet… GoalFor a programme you are considering create a goal and objectivestatement (include benefits)… Goal… Objectives1.2.3.3.4.5.Jan 2013© 2013 Value Dynamics (strictly enforced). 8
    • Benefits Identification… BenefitsThe number of people helpedThe cost eliminated – saved lives, reduced suffering, or actual financial costThe revenue earned – creating a better society, good will, care provided, reputation, fundThe revenue earned – creating a better society, good will, care provided, reputation, fundraising, fees chargedThe risks avoided – Prevention of sickness, non-functional or dependant people in thesociety, potential financial losses preventedJan 2013© 2013 Value Dynamics (strictly enforced). 9
    • Benefits worksheet… BenefitsThe number of people helpedFor a programme you are considering create a goal and objectivestatement (include benefits)The number of people helpedThe cost eliminated – saved lives, reduced suffering, or actual financial costThe revenue earned – creating a better society, good will, care provided, reputation, fundraising, fees chargedThe risks avoided – prevention of sickness, non-functional or dependant people in the society,potential financial losses preventedJan 2013© 2013 Value Dynamics (strictly enforced). 10
    • Work structure… Work structureAre the high level packages of workthat need to be carried out to completethe endeavour … A good means of discovery is tothe endeavour• These can be standalone projects in itsown rightIt includes the programmemanagement related work such asdirection, communication, reportingEach work structure must havedeliverables or outcomesProduce a grid or a work relatedorganisation chartTest integrity of each work package• Clarity and boundaries• Relevance• Durability and sustainability• Scale & growth• Contractual relationships• Sense the level of costs involved in• Sense the level of costs involved ineachJan 2013© 2013 Value Dynamics (strictly enforced). 11
    • Work structure exampleConstruct abuildingLand &locationSite Acquire PermitsConstructArchitectureQuantities OrderingContractorMachines Materials LabourUtilitiesHeat & LightInteriordesignFinanceJan 2013© 2013 Value Dynamics (strictly enforced). 12Quantities Ordering Machines Materials Labour Heat & Light
    • Work structure work sheetConstruct a work structure chart for your programmeThink through how long each work package is likely to takeHow many people its likely to needSense how much each is going to costJan 2013© 2013 Value Dynamics (strictly enforced). 13
    • Strategy… the sequencing ‘pattern’ of the workstructure… to practically and realistically move… It is usually based onRough estimate of time to completeeach work package… to practically and realistically movetowards delivery of objectives andoutcomes… Can group things based on outcomesor interim outcomes and especiallyrelease of benefits… Not done on isolation – involveeach work packageDependencies between one workpackage and an otherCost and incomeOther resourcesPublic opinion or stakeholders positionThe need for speed in delivering thebenefitsCompetition… Not done on isolation – involvesuppliers, experts, etc.Jan 2013© 2013 Value Dynamics (strictly enforced). 14
    • Strategy exampleJan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecLand LocateAcquire PermitsLandBuildFundingSiteAcquireArchitecturePermitsQuantitiesOrderStage 1fundsStage 2fundsBuildUtilitiesHeat & LightFixture &FittingsStage 3fundsJan 2013© 2013 Value Dynamics (strictly enforced). 15ManageDecide on sitePlace ordersAppointcontractorMeetcontractors InteriordesignBudgetPaymentPayment Payment
    • Strategy worksheetSometime a Milestone chart is sufficientJan 2013© 2013 Value Dynamics (strictly enforced). 16
    • Cost estimation… Use the strategy to estimateNumber of people (resources) neededMaterials neededManagement personnel neededOther resources neededJan 2013© 2013 Value Dynamics (strictly enforced). 17
    • Stakeholders… Identifying the stakeholderAll the people who you need• As resources• To bring along• To bring alongAlso think of all the people theProgramme is likely to affectAlso the people in the sidelinesobserving… Evaluate the stakeholders… Stakeholder management planThink of communication messages to… Evaluation parametersRelationship to projectExpectation from projectRequired delivery to projectAttitude to projectImportance of supportCommunication channelManagement measureThink of communication messages toinfluenceRing fencingGiving a stake or getting them involvedUsing other more powerfulstakeholders to manageJan 2013© 2013 Value Dynamics (strictly enforced). 18
    • Stakeholders worksheetFill in the stakeholder names in the form belowThen evaluate them (involve others in your project whom you trust)Think of ways of managingJan 2013© 2013 Value Dynamics (strictly enforced). 19
    • Communication planning… Communication is a two way process –listening and talking… Communication plays a number of roles… For each audience considerPurpose… Communication plays a number of rolesincluding very importantly in relation to thestakeholder management planIt gains support from those who determinesuccess• Outwards and upwards• Example– Regulators– Fund provider– Suppliers– Own managersBuild team motivation and understanding ofPurposeMessageLevel of listeningLevel of talkingHow often to communicate• How often you communicate (intensity)depends on the needs and lifecycle of theprogrammeBuild team motivation and understanding ofthe vision, direction and the work to be done• Internal and downwards… The message can change as theprogramme lifecycle moves forwardsJan 2013© 2013 Value Dynamics (strictly enforced). 20
    • Communication plan exampleStakeholder Daily Weekly Monthly Quarterly Purpose MessageTeam 10 am Motivation andleadershipShare issues andproblemsFund providers Report onvalueaddedInformation andassuranceFund raisingSuccess reportRe state benefitsContractors ProgressreportBudget controlRisk managementListen to progressRe assert timelines andbudgetsColleagues InformaldiscussionGet support and advice Progress & issuesRegulators Meeting Conformance & issues Standards being appliedto the workFindings of surveys andauditsJan 2013© 2013 Value Dynamics (strictly enforced). 21OthersUse formats that suits your programme – e.g. a calendar based, task based, event based, phase based
    • Communication plan worksheetStakeholder Daily Weekly Monthly Quarterly Purpose MessageJan 2013© 2013 Value Dynamics (strictly enforced). 22
    • Communication worksheet 2Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov DecJan 2013© 2013 Value Dynamics (strictly enforced). 23
    • Programme organisation… Programme organisation tend to havedifferent way of working than torunning a day-to-day business… Build an organisation suitable to thescope and depth of the work… Change it as the programme evolves… Allocate clear objectives, deliverablesand dutiesPurpose, responsibilities, deliverablesProgrammeBoard/SteeringgroupProgrammemanagerExpert advisorsWorkPackage/ProjectManagerWorkPackage/ProjectManagerProgramme OfficeControl Finance QualityPurpose, responsibilities, deliverablesPerson specification (skills & attributes)Project specificationJan 2013© 2013 Value Dynamics (strictly enforced). 24One set-up used frequently
    • Managing benefits delivery… Benefits are the only true measure ofsuccessDefines the success criteria of theprogrammeToolsProvides the central reference point fordecisions about scope, strategy,prioritisation… Emphasises why something is beingdone (instead of what is being done)… Business Case… Benefits management planAll work packages and projects shouldbe evaluated and prioritised against thebenefits these will yieldTrace the work packages to thebenefits. Identify expected release dateAssign people to deliver the benefitsand those who will own the benefitsand those who will own the benefitsIdentify assumptions and testTrack and measure releaseJan 2013© 2013 Value Dynamics (strictly enforced). 25
    • Managing Benefits worksheetJan 2013© 2013 Value Dynamics (strictly enforced). 26
    • Managing risks… Helps to predict problems and plan aheadReduces costs through early action… Significantly improves chances of… Identify –Classify risk according to the potentialarea of impactExample… Significantly improves chances ofsuccessExample• Programme risk and operational risksOR• Goals, Objectives, Strategy, Plan,Action (GOPSA)… AnalyseImpact and probabilityPreventative & mitigating actions… Manage… ManageAssign accountability and review pointsJan 2013© 2013 Value Dynamics (strictly enforced). 27
    • Managing risks worksheetJan 2013© 2013 Value Dynamics (strictly enforced). 28
    • Project plans… Planning is an iterative process… It is a team effort that can involveexpertsIdentify the activitiesEstimate the length of time required tocomplete each oneEstablish start and timeexperts… Is negotiatedIdentify the resources required tocomplete each activity• This drives your main costs• Lack of availability may drive your timeline• Identify your most critical resource (delay ingetting resources will delay project)Identify the dependencies and adjust startand end time of activities accordinglyDraw out a Gantt chartIdentify the longest chain of activities(critical path)(critical path)Add contingencyDelay in the critical path activity will delayproject – monitor closelyPlans are for use not for showJan 2013© 2013 Value Dynamics (strictly enforced). 29
    • Project plan exampleJan 2013© 2013 Value Dynamics (strictly enforced). 30
    • Reporting… Why reportTo informTo stimulate action… 7 Golden rulesTailor reports to your audienceA picture paints thousand words – usegraphsTo stimulate action• Decisions• Resources needed• External issues• Re-schedulingFor legal/audit purposesgraphsUse of figures adds value – useaccurate numbersThe value of the report is inverselyproportional to its sizeReports are for action – highlightexceptions and point to remedialactionsEnsure consistency and accuracyLink to managementcommittees/meetings or milestonescommittees/meetings or milestonesJan 2013© 2013 Value Dynamics (strictly enforced). 31
    • Progress reportDate:Programme Title:Programme Manger:Programme Status;SummaryReporting exampleBenefits MapFinancesActions Next PeriodSchool builtCurriculumRecruit teachersRecruit studentsRun classesBudget£xxxSpent£xxxCommitted£xxxRun rate£xxxTo plan+ £xxxKey Issues & decisions requiredJan 2013© 2013 Value Dynamics (strictly enforced). 32
    • Monitoring… Always know where you areUse the control cycle… Ability to influence programmeActionsProblems?Re-plan… Ability to influence programmedecreases with time… ForecastingTest the plan for sensitivity to• Time• Costs• Resources• Loss of contingencyDetermine causes of fluctuationsMasterPlanPro-grammeActivitiesProgressReportsForecasts CompletionActionsDeviation from planControl CycleDetermine causes of fluctuationsIdentify actionsMake recommendationsJan 2013© 2013 Value Dynamics (strictly enforced). 33
    • Monitoring (continued)… Manage by exceptionTrust the project teamOnly respond to significant deviationsHave a good information mechanism… Control qualityHave a quality planAcceptance plan and agreed methodsof testingHave a good information mechanism… Control changesIndentify originatorAssess risk & cost/time/viabilityApprove or notof testingQuality criteria in deliverablesPerformance specifications of productRefer to standards… Configuration ControlLibrary & catalogues• Specification delivered• Release numbers• Version numbers• Version numbers• DatesJan 2013© 2013 Value Dynamics (strictly enforced). 34
    • Cost Management… Manage costsHow reliable is the cost dataHow much value have you earned –what you have produced in relation toJan Feb Mar April TotalBudget 1000 1000 1000 1000 4000Actual 1200 1200 2400what you have produced in relation tocosts… Many advanced mechanisms fortracking financial performanceActualspend1200 1200 2400Variance -200 -200 -400Committed500 500Progress to date Forecast… Simple methodEstablish monthly budget at start of the programmeJan 2013© 2013 Value Dynamics (strictly enforced). 35Establish monthly budget at start of the programmeDuring programme compare significant variance to this monthly budgetEstablish its impact on remainder uncompleted (forecast) programmeAlso compare committed, but not yet paid amountsEstablish cause for the varianceTake remedial action including re-planning
    • Managing contingency… Keep contingency in block and not lineitems… Distinguish between specific (risk… Distinguish between specific (riskbased) and general… Do not come under budget (seen aspoor performance)Jan 2013© 2013 Value Dynamics (strictly enforced). 36
    • Influencing and Managing expectations… Influencing strategiesUse logic to overcome logicalobjections… Stakeholder expectationsShape reality through programmeoutcomes, deliverables and benefits• “We are fully engaged in delivering a,b,cUse emotion to overcome emotionalobjections‘Battlers’ –• expose their reasoning,• then expose their beliefs,• finally expose the integrity of the personBeware the logical objection disguisingan emotional reaction• “We are fully engaged in delivering a,b,cwe cannot also start z”Reshape expectations to ensure theymatch programme reality• “If we do activity x first it will take longerto do y”Review stakeholder analysis and use itan emotional reactionProvide information and direction tomake your ideas their own• People rarely fight their own ideasJan 2013© 2013 Value Dynamics (strictly enforced). 37
    • Decision making… UnderstandThe work do be doneWho is responsible for whatThe stakeholder positions… Keep ‘reporting’ and doing separatefrom making decisions… Establish criteria for board vs. ownThe stakeholder positionsTeam dynamicsThe organisation evolves… Ensure reports & controls providingsupport for decision making… Establish criteria for board vs. owndecisions making. Based onMajor changesAmounts above thresholdsRisk to goals, strategies and benefitsChanges in expectationsMajor blockersJan 2013© 2013 Value Dynamics (strictly enforced). 38
    • Finishing… BewareProgramme fizzle out when 95% of thework is completeResources disappear to other projects… Have a clearly punctuated andcelebrated ending… Have a final reportResources disappear to other projectsManagement focus shiftsEnsure time and cost don’t overrun thecontracted sumDon’t rewrite benefits/success criteria… Handover process and teamClear completion criteriaDeliverablesProgramme sign off… Have a final reportProgramme performanceOrganisation structureTeam performanceTechniques and toolsLearningProgramme sign offJan 2013© 2013 Value Dynamics (strictly enforced). 39
    • Have success in your endeavourContact us if you need helpsikander@valuedynamics.uk.comJan 2013© 2013 Value Dynamics (strictly enforced). 40