Successfully reported this slideshow.
You’ve unlocked unlimited downloads on SlideShare!
Webinar - Introduction to Programme Management, 23 February 2017, Alan Macklin
Thu 23 Feb 2017 - Webinar
The Webinar will open at 1230 –
please stay on the line!
For those with time & appetite for concurrent activity
while you wait, open in a new window the 2 Mar APM
Programme Management Annual Conference Agenda
and Speakers at
Today’s Presenter – Alan Macklin
Deputy Chair, Association for Project Management - 2012
Programme Management SIG – 2011
CH2M’s Director UK Government Acquisition & Support Pgs
– London Olympic Park - DE&S Managed Service Provider
– Thames Tideway Tunnel - Highways England Pg Del Ptner
Defence Acquisition – 20 years – Portfolio, Programme & Projects
– Sponsor - Policy/Strategy
– Delivery - Functional Leadership
Why Programme Management, Why Now?
Project Management is about products –
Programme Management is about change
National Infrastructure Plan - Autumn 2016
– 728 Projects & Programme
– >£500,000M – of which >50% in next 5 years
What is a Programme?
How to run one?
How to assess one?
How do I learn more?
Definitions & Context
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
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…
• Transformational Change
• Specification-Led Change
• Emergent Change
Programmes vs Strategy vs
portfolios vs projects
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