Managing Successful Programmes
- Lessons Learned and how the MSP Framework can help drive your
Programme Management Capability
Mårten Janerud
PRINCE2 Nordic Forum
2009-10-15
EMJ ADVISORY

Mårten Janerud Info
• 9 years Management Consulting and
Project Management experience
including 6 years Programme
Management
• Programme Manager at Sveriges Radio
AB (current)
• Consultant in Project, Programme and
Portfolio Management
• Author of “Ramverk för
Programstyrning” (www.esv.se)
EMJ ADVISORY

Purpose of this presentation
• To present experiences from (different types of) programmes
• To provide some guidelines for Organisations striving to develop their Programme
Management efforts
• Discuss how the MSP (Managing Successful Programmes) Framework can be of help
for your organisation
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Project or Programme? You Decide
Definition Questions to help you decide
• A temporary, flexible organisation created • Wide-ranging change designed to achieve
to coordinate, direct and oversee the a common goal or strategic business
implementation of a set of related projects objectives?
and activities in order to deliver outcomes • Multiple deliverables staggered over a
and benefits related to the organisation’s period of time?
strategic objectives. A programme is likely • Loose and flexible timescale focused
to have a life that spans several years.” towards achievement of benefits, rather
(MSP 2007) than meeting strict deadlines alone?
• Is the scope fluid and are dynamic
changes expected?
• Is there a lot of ambiguity and uncertainty?
• Is it complex and multi-disciplinary?
• Is it at a departmental or higher level?
• Are benefits expected to be delivered
incrementally during the lifespan of the
initiative?
(www.pmi.org)
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Three types of programmes
VISION LED EMERGENT COMPLIANCE
Strategies, policies
and change initiatives Market
Legislation
Forces
Define, scope and prioritise
“Forces organisations to change”
Programmes
PROJEKT
Initiate, monitor and align
Projects and related
activities
Deliver and implement
New or transformed
business operations PROJEKT
Outcomes achieved and
benefits realised
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VISION LED
Program PRIO: Implementing SAP in the Swedish Armed Forces
To implement an integrated resource- and financial management system
for the Swedish Armed Forces Management & Control
• One product oriented management structure
Management&Control
HR Finance Logistics
”To create an adequate
decision and management • One HR competence • One General Ledger • One ”virtual” warehouse
”To develop more
planning process
information system
Logistics efficient • One procurement process • One demand driven
supporting all levels and future oriented • One HR administration supply chain
from the
Finance processes” process
Supreme Commander to
lower levels”
HR
IT infrastructure & security
• One centralised IT environment
”To fulfill new and existing
external requirements • One role based authorization process
for reporting and analysis”
• Deployed IT solutions (over time)
1 • Financial Mgmt
Phase 1 Phase 2 Phase 3 • HR
SAP • Financial Mgmt
implemented 2
Vision and Cost/Benefit • HR
goals ”To be”-
 
(updated) Integrated Migrated data

”As is”- processes
analysis
solution 3 Logistics
Strategic Selected The vision
direction IT solution fulfilled • Logistics
Process 4
• HR
analysis Enhanced Educated and
Cost/Benefit
Implementation plan processes motivated
Implementation plan staff 5 Logistics
(updated)
• Logistics
6 • HR
Strategy Solution Implementation
(6 projects)
Management and control (continuous)
2007 2012 2007 2008 2009 2010 2011 2012
EMJ ADVISORY

VISION LED
Program PRIO: Lessons Learned
• The Programme Management Concept is often not widely understood among stakeholders- the
lack of a common understanding of what is needed tend to cause challenges
• Spend time defining the roles and responsibilities (as the diversion of authority) for Programme
Manager, PMO, Steering Group, Change Manager, line managers
• Enterprise Architecture/Solution Architecture is a must for successful Programme Management
• Use “just enough processes” for Programme Management over the life cycle – but be aware that
your needs will change
• Vendor Management and Requirements Management are resource demanding and draws
management attention
• There is always a challenge between getting things done and doing things by the book!
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EMERGENT
Implementing Enterprise Content Management at Sveriges Radio AB
Mission
• Migrate current archives (tape, DAT, CD, DVD) Arkivprogrammet
to a digital format to make it more accessible Uppdrag
”Projektprogrammet f ör Arkiv ansvarar f ör att till den f örsta januari 2014
samla SR:s utsända produktion på ett strukturerat sätt i Sveriges Radios
Digitala Arkiv. Medarbetare ska ges möjlighet att hitta material f ör
• Implement new processes for Content avlyssning och återanvändning i produktion.
Management and Metadata Management with Migrera samtliga SR:s Ta f ram
ljudarkiv till SR:s Säkerställa en riktig standardiserade
the use of current and new tools Digitala Arkiv,
säkerställa relevant
rättighetshantering
baserad på gällande
processer, regelverk
och metoder f ör drif t
metadata och åtkomst lagar och regelverk och f örvaltning av det
inom hela SR digitala arkivet
Migrering Rättighetshantering Arbetssätt
Expected Outcomes •
•
Migrera RH:s ljudarkiv
Migrera lokala stationers ljudarkiv
1. Identifiera, sammanställa och kommunicera
krav kopplade till återanvändning av
upphovsrättsskyddat material
1. Ta fram riktlinjer för återutsändning och
bearbetning av arkiverat material
2. Implementera flöden och regelverk för
• Increased capability to meet the changing •
•
Migrera definierade ljudarkiv i Digas
Etablera nödvändiga gränssnitt och verktyg
för arkivering från SR:s produktionssystem
2. Införa regelverk kopplat till återanvändning
av upphovsrättsskyddat material
sökning och återhämtning
3. Säkerställa nödvändiga avtal mellan SR
demands of the public •
till SR Digitala Arkiv
Etablera nödvändiga gränssnitt och verktyg
3. Säkerställa nödvändiga verktyg för en riktig
rättighetshantering
och SRF
för sökning i SR Digitala Arkiv samt
återhämtning till SR:s produktionssystem
• Lowered costs for Information Management • Säkerställa nödvändig metadata för
migrerat material
• Improved processes for making SR's content
available
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EMERGENT
Lessons Learned from implementing ”Bottom-up Programmes”
•The first step in determining whether multiple projects should be managed individually or as part of a
bottom-up programme is to insist that all project proposals identify their dependencies (Gartner)
•A number of projects of different size, that had initially been planned and justified separately actually
share a single strategic objective, as well as a number of interlocking dependencies (Gartner)
•Some interdependencies simply don't show up until after the projects have started. Others can by
political reasons not be dealt with right away (Gartner)
•Scope Management and Expectations Management is therefore crucial!
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COMPLIANCE DRIVEN
Mandatory introduction of e-invoicing in government
Mission Programme Management
• All Swedish government agencies must send and •ESV (National Financial Management Agency)
receive electronic invoices by July 1, 2008 commissioned to lead and coordinate the
•Benefits estimated to 400 Million € in 5 years introduction of e-invoicing
•Over 240 implementation projects carried out at
agency level
Guidelines & Checklists
Status on July 1st 2008 – project goal Framework Agreement
Svefaktura
Svefaktura Receive Svefaktura VAN-service
1% 2%
Sharing costs
Support from
consultants
Yes
Ja
Nej Pilots
No Info to supliers
Framework agreements for
Networking and workflow applications
99% 98% knowledge exchange
Approx. 240
gov’tagenciesn total, of
i whichapprox. 20
havebeenexcluded
.
Svefaktura as gov’t standard
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COMPLIANCE DRIVEN
Lesson Learned: Mandatory introduction of e-invoicing in government
Positive Negative
 A central initiative with coordination • Shorter time frame for roll out
- Working closely with agencies • Large scale pilots needed
 Regulation giving clear unambiguous
goals
 Follow up on a regular basis
 Support and FAQ
 Commercial incentive to e-invoice
 Not putting a burden on companies
 Solutions are mature, even for SME:s
 Requirement in upcoming framework
agreements
 Roll-out step-by-step instead of big bang
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1. Different types of programmes – different challenges
2. Developing Your Programme Management Capability
3. How the MSP Guide can help You
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Programme Management Capability described
Individual Level
• The capability of an individual to hold key roles within a
programme organization (Programme Manager, Head of
PMO, Business Change Manager, …)
Team Level
• The capability of an Programme Management Team to
ensure a successful delivery of planned benefits and
outcomes, with the use of Programme Management
tools and processes
Organisational Level
• The capability of an organisation to successfully carry
out its programmes in a repeatedly manner
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The Five Building Blocks of PMC
PEOPLE &
SKILLS
STRUCTURE PgM. M
AND CULTURE PROCESSES
(”COE”)
PROGRAM
MANAGEMENT
CAPABILTY
ROLES &
FRAMEWORKS
RESPONSI-
& TOOLKITS
BILITIES
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Developing Your Programme Management Capability
OUTPUT
•BENCHMARK •GAP ANALYSIS •PRIORITISED ACTIVITIES •DELIVERABLES •BENEFITS MEASURED
•CHANGE CONTROL
•REPORTS
TOOLS & TECHNIQUES
•OPM3 •OPM3 •PRIORITISING •MILSTONES •BENEFITS MANAGEMENT
•PM3 •WORKSHOPS •PLANNING WORK SHOPS •KEY PERFORMANCE
•GARTNER PPM MM •PRIORITISING •WBS INDICATORS
•CMM •EARNED VALUE
PgM TRAINING
PgM POLICY & FRAMEWORK DEVELOPMENT
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1. Different types of programmes – different challenges
2. Developing Your Programme Management Capability
3. How the MSP Framework can help You
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MSP Framework and Concepts (overview)
Remaining aligned with
corporate strategy
1. Principles
2. Governance Themes Organisation
3. Transformational Flow
Identifying a
Programme
Defining a
Programme
Delivering the
the Tranches
Managing
Capability
Realising
the Benefits
Closing a
Programme
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Benefits from using the MSP Framework
MSP is a flexible and generic best practice framework that can help you to:
• Provide guidance for achieving strategic goals of an organization
• Reduce effort, cost and uncertainty through using best practices based on collective
expertise and practical experience
• Reduced Risk in carrying out complex change programmes
• Accelerate your improvement capability
• Ability to change more quickly with managed cost and risk
• Provide a source for organizational knowledge on Programme Management
• Use of Best Practices by organisations to learn through Programme Life Cycle
• Reference for training and development of skills of inexperienced managers
Please Note!
The use of the MSP will help
improve your Programme
Management Capability on
organizational, team and
individual level – to what extent
lies within you and your
organization
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