For this event Merv Wyeth used a case study approach, drawing on examples from his background, experience and interest in policing, criminal justice and digital technology to explore the ‘programme reality gap.’ Delegates took part in a facilitated discussion rather than a traditional presentation.

1. Mind the Programme Reality Gap
bit.ly/progmnews
See document(s): mind-programme-reality-gap, progmnews

2. 1
Introduction
1.1 A bit about me
1.1.1
Visit my web site at: http://chanctonbury.org
1.2 Chanctonbury Associates

3. See document(s): chanctonbury.org
#eventroi: Help speakers engage and audiences participate in creating memorable events with high
impact and value

4. 1.3 APM Community
1.3.1
Programme Management, Benefits Management & SIG Steering Group
2
Learning & Professional Development
2.1 Scene setting
2.1.1 History
"History repeats itself, has to, nobody listens" Steve Turner
"Learn from the mistakes of others. You can't live long enough to make them all" Eleanor Roosevelt
2.1.2 Learning matters!
The average attention span for human in 2013 was ... 8 seconds! [gold fish = 9 seconds]
See document(s): attention-span-statistics
If your audience could only remember one thing [and you'd be lucky]what would it be and why does it
matter? Garr Reynolds, Author & Speaker
See document(s): prepare

5. Kirkpatrick's Learning Evaluation Model
Level1 - Reaction
participants react favourably to the learning event
Level 2: Learning
participants acquire the intended knowledge, skills and attitudes based on their participation in the
learning event
Level 3: Behaviour
participants apply what they learned during training when they are back on the job
Level 4: Results
targeted outcomes occur as a result of learning event(s) and subsequent reinforcement
2.2 APM
2.2.1 Member Profession
Individuals
See document(s): Individual
Corporates
See attached file(s): Corporates -573 - Filter by Sector.xlsx
2.2.2 Body of Knowledge +
See document(s): www.knowledge.apm.org.uk
2.2.3 APM [Online community]
Example Discussion on APM Web site / also LinkedIn Group
See document(s): mindmapping-key-skill-p3m-practitioners, groups
2.2.4
Connected Learning: APM Channels
See document(s): assocpm

6. 2.3 Other
2.3.1 LGA Knowledge Hub
See document(s): knowledgehub.local.gov.uk,
projectandprogrammemanagementcommunityofpractice
2.3.2 Institute of Collaborative Working
See document(s): www.instituteforcollaborativeworking.com
2.3.3 RICs
See document(s): apmrics-guide-focuses-stakeholder-success
2.3.4 IPMA [Congress]
See document(s): www.ipma2014.com
2.3.5 eVA in the UK
See document(s): evaintheuk.org, archive
Programme Management

10. 3

11. Strategic Thinking
3.1 Strategy 2020
See document(s): 2020
3.1.1 Vision: A world in which all projects succeed
3.1.2 "To position APM as the VOICE of the profession by building a movement of 500K
followers contributing to a turnover of £20m p.a."
3.1.3 Conditions for project success
Effective governance
Supportive organisations
Capable sponsors
Engaged user operators
Aligned supply chain
Capable project teams
Proven methods and tools
Competent project professionals
Appropriate standards
Secure funding
Commitment to success
3.2 Validating Strategies #APM Strategy
See document(s): validating-strategies

12. 3.2.1 PRUB: Organisations run Projects [& Programmes] that produce Results and enable
Users to create Benefits
3.2.2
Most strategies (90%) aren't actually strategies and cannot be understood by stakeholders. A
major problem is the "linguistics" of the strategies
3.3 Beyond Learning Objectives
3.3.1 Develop measurable objectives that link to the bottom line. Jack J Phillips & Patricia
Phillips
See document(s): 1562865188

13. 3.3.2
"In today's economy, if you cannot be shown to directly affect bottom-line strategic
objectives, you and your program risk being categorized as an 'endangered species'"
3.4 Government Major Projects Portfolio - GMPP
3.4.1 Peeling back the covers on government programmes
See document(s): peeling-back-covers-government-programmes
See attached file(s): Lecture and Questions - edited mp3.mp3

14. 3.4.2
Presentation to ProgM SIG, 18th June 2014
3.4.3 Slideshare.net
See document(s): peeling-back-the-covers-on-government-programmes-power-point
3.5 Major Projects Authority
See attached file(s): Major Projects Authority.pps

17. Learning Lessons
3.6 Common Causes of Failure
See attached file(s): cpd-coe-ogcnaolessons-common-causes-of-project-failure.pdf
3.6.1 Lack of clear link between the project and the organisation's key strategic priorities,
including agreed measures of success
3.6.2 Lack of clear senior management and Ministerial ownership and leadership
3.6.3 Lack of effective engagement with stakeholders
3.7 Delivery Confidence - [Countermeasures]
3.7.1 Stakeholder engagement
Oxford Chapter [TVB] working group looking at practical guidance
See document(s): exploring-stakeholder-management-skills
Facilitation
Facilitation:a better way to agree! Tony Mann
See document(s): facilitation-a-better-way-to-agree-tony-mann
"The right tool for the job"
Facilitation Certification APMG
See document(s): facilitation.aspx
Multiwall Connect
See document(s): www.multiwallconnect.com
See document(s): IAP2 Spectrum_vertical.pdf
3.7.2 Benefits management
See attached file(s): Benefits Realisation.pps

20. 4
Final thoughts
4.1 "If you don't know where you are going, any road will get you there!" Alice in
Wonderland
4.2 "Culture eats strategy for breakfast" Peter Drucker
4.3 Nanos gigantum humeris insidentes [Latin]
4.3.1 "If I have seen further, it is by standing on the shoulder of giants" Isaac Newton
4.3.2 meaning ... Discovering truth by building on previous discoveries!
4.4 "It's behaviour stupid ... as Bill Clinton nearly said" Richard Bacon, MP
5
Conversation
5.1 Questions
5.2
5.3 Contact Details: merv.wyeth@chanctonbury.org
See document(s): mailto:merv.wyeth@chanctonbury.org