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APM Presents - Joining the dots - Programme Management in action


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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

Published in: Business

APM Presents - Joining the dots - Programme Management in action

  1. 1. Joining the Dots Programme Management in action Introduction
  2. 2. Introduction
  3. 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. 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. 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. 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. 7. Enabling Change Portfolio Benefits Value Assurance PMC Governance PMO ProgM Risk Knowledge People WIPM Contracts & Procurement
  8. 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. 9. The Case Study UK MOD Submarine Dismantling Project Description of case study
  10. 10. 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.
  11. 11. 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
  12. 12. Change environment in the DE&S submarine portfolio Defence Reform Business as usual New operational capabilities
  13. 13. Programme vs Project
  14. 14. So why change?
  15. 15. 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
  16. 16. The Need SDP Single Statement of User Need
  17. 17. Change vs Steady-State
  18. 18. The SDP Change Vision
  19. 19. 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
  20. 20. Identifying SDP projects
  21. 21. Defining the Tranches
  22. 22. How it works together Managing the Tranches
  23. 23. Create a clear structure in SDP
  24. 24. Manage SDP Interdependencies
  25. 25. 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
  26. 26. Engaging the public
  27. 27. Transition and Realisation Generating outcomes & value Transitioning to the new state Embedding change in business-as-usual Realising the benefits
  28. 28. SDP Verification and Validation
  29. 29. 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
  30. 30. SDP External Forces
  31. 31. So what have we learnt?
  32. 32. Joined the dots to make a picture
  33. 33. SDP lessons to consider… so far
  34. 34. More information
  35. 35. Joining the Dots Programme Management in action Introduction
  36. 36. This presentation was delivered at an APM event To find out more about upcoming events please visit our website