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Webinar - Introduction to Programme Management, 23 February 2017, Alan Macklin

Introduction to Programme Management
23 February 2017
Alan Macklin
APM Programme Management SIG

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Webinar - Introduction to Programme Management, 23 February 2017, Alan Macklin

  1. 1. Introduction to Programme Management 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 conference-2017/
  2. 2. Today’s Presenter – Alan Macklin  Deputy Chair, Association for Project Management - 2012  Programme Management SIG – 2011  CH2M’s Director UK Government Acquisition & Support Pgs Infrastructure Transformation – London Olympic Park - DE&S Managed Service Provider – Thames Tideway Tunnel - Highways England Pg Del Ptner  Defence Acquisition – 20 years – Portfolio, Programme & Projects levels Execution Enabling – Sponsor - Policy/Strategy – Delivery - Functional Leadership
  3. 3. Safety Moment
  4. 4. 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
  5. 5. Scope  What is a Programme?  How to run one?  How to assess one?  How do I learn more?
  6. 6. Programmes  Complex Projects  Sequence of Projects  Concurrent Projects  Schedule
  7. 7. 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.
  8. 8. 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
  9. 9. Programmes vs Strategy vs portfolios vs projects
  10. 10. Tranches
  11. 11. Tranches and projects
  12. 12. 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
  13. 13. Organisational Context DeliveryClient SRO Project Sponsor Project ManagerProject Programme ManagerProgramme Portfolio CEO Portfolio Manager
  14. 14. 7 Perspective of P3M3 Resource Management Benefits Management Organisational Governance Management Control Stakeholder Management Risk Management Financial Management P3M
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  17. 17. Q&A
  18. 18. This presentation was delivered at an APM event To find out more about upcoming events please visit our website