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Introduction to Programme Management book launch 2nd edition, Birmingham, 2 February 2017

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Introduction to programme management book launch 2nd edition
Thursday 2 February 2017

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Introduction to Programme Management book launch 2nd edition, Birmingham, 2 February 2017

  1. 1. Introduction to Programme Management Thu 2 Feb 2017 Midlands Branch & ProgM SIG 1830 - Keynote: Roy Hill 1910 – Intro to Second Edition 1930 – Networking & Refreshments 2000 - Close
  2. 2. 5 Bs  Bells  Bleeps  Bites  Bogs  Briefing
  3. 3. Keynote – Roy Hill, Interim CEO HS2
  4. 4. After the Inspiration – the Perspiration! Aka Now you have seen the view from the top, what does the first rung on the ladder feel like?
  5. 5. Introduction to Programme Management https://www.apm.org.uk/book-shop/
  6. 6. Why Programme Management, Why Now?  Project Management is about products – Programme Management is about change and benefits  National Infrastructure Plan - Autumn 2016 – 728 Projects & Programme – >£500,000M – of which >50% in next 5 years  Second Edition
  7. 7. Joining the Dots Introduction to Programme Management
  8. 8. 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.
  9. 9. Satisfying Business Needs Is there a need for change? Is there an ability and culture for change? Is there a wider perspective of change? Is there a business need? ... address complexity and uncertainty? ... manage tensions between corporate objectives, business as usual and change delivery? How can we…
  10. 10. Programmes vs Strategy vs portfolios vs projects
  11. 11. 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? Define a blueprint for the future Where (and how) is transition to steady state to be achieved?
  12. 12. Define a programme Benefits Outcomes Tranches – step changes in capability Define a dossier of projects Do the right projects, do the projects right What benefits can we achieve & when? Any quick wins? What elements of the future state need to be put in place - is there a sequence? What are the intermediate steps to achieve? Are there funding or decision gates? Are we driving down uncertainty? What do we need to produce, how, when and who by?
  13. 13. Defining the Tranches
  14. 14. Change programme vs. steady-state activities
  15. 15. Tranches and projects
  16. 16. How it works together Managing the Tranches
  17. 17. Create a clear structure Strategic Programme boundaries and approvals Influenced by/affect other teams & key external stakeholders L1 L0 L2 L3 Programme Overall programme definition and inter-project boundary management Project Focus on delivery of individual project outputs and support to programme outcomes Supplier Specific project workpackages Supplier activities
  18. 18. Managing Interdependencies Project A Project B Interface Activities Interdependencies Signed “Handshake Document” Reference Scope (details) Agreed Dates Commit/ accept Programme-wide Interdependencies database Programme Integrated Master Schedule Integration Review (e.g. changes or technical ramifications of new understanding) Programme Review (e.g. schedule implications to programme milestones) Interdependencies: Threats and Opportunities are captured and categorised within Programme Risk and Opportunity Register (Programme risks)
  19. 19. Responsibilities, roles & actors Governance and leadership Making the change Managing integration & relationships Engaging with stakeholders An effective PMO Need strong integrated leadership and boundary scanning: Sponsor(ing Group), Senior Responsible Owner, Board Must be able to transition effectively to new practices: Business Change Manager(s) No programme exists in isolation: Know your stakeholders and their objectives; keep them informed The ringmaster around whom the performers interact: The Programme Manager Nobody notices a smooth running machine
  20. 20. 7 Perspective of P3M3 Resource Management Benefits Management Organisational Governance Management Control Stakeholder Management Risk Management Financial Management P3M
  21. 21. Discount code for the Introduction to Programme Management (Second edition) 20% off - PRO20 Valid until the end of May 2017. Introduction to Programme Management https://www.apm.org.uk/book-shop/
  22. 22. ProgM Events • Webinar - Intro to Programme Management 14th February • Programme Management Conference 2nd March, Derby https://www.apm.org.uk/event/
  23. 23. Programme Management Conference In our increasingly connected, globalised and digital world, the need for collaboration to deliver project and programme success is growing. 2nd March 2017, Derby
  24. 24. Speaker Programme
  25. 25. Q&A
  26. 26. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events

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