The document outlines key elements of effective program design, emphasizing the importance of a clear vision, defined benefits, a target operating model, and risk management. It discusses how these components contribute to organizational objectives and enhance program delivery, including stakeholder engagement and addressing ambiguity. The document also highlights the value of continuous professional development for project and program managers.

1. The 4 key elements of best practice
programme design

3. Mentimeter Question 1:
What is your job title?

4. Mentimeter Question 2:
What industry do you work in?

5. PROGRAMME DESIGN

6. Why invest in programmes?
• Why isn’t project
management
sufficient?
• What are the
benefits for the
investing
organization(s)?
• Multiple reasons
(not types).

7. Scenarios and Examples
• Innovation & Growth example:
National Rail Network programme
• Organizational realignment example:
Charity programme
• Effective delivery example:
Bank compliance and adaptability programme
• Efficient delivery example:
Utilities maintenance and improvement
programme

8. DESIGN APPROACH
The design approach in the programme strategy answers
the following questions:
• How will the vision for the programme be agreed and approved?
• How will the benefits for the programme be agreed and approved?
• How will the target operating model be defined and approved?
• How will the risks to achievement of the benefits be captured and
prioritized?

9. Programme Design
• Vision
• Benefits
• Target operating model
• Risk Identification and
Prioritization
Vision Benefits
TOM
Risk Identification
and Prioritization
Design

10. Definition of a programme Vision
Definition: Vision
The desired future state of the investing organization(s) after the programme
is completed.

11. Vision

12. “…the desired future state…”
Vision statement
Outward facing
Understood by everyone
To engage and gain commitment

13. Vision statement
Snapshot of
the future
Stakeholder
interests
Easily
understood
Concise
Compelling
Why the
status quo is
not an
option
Avoid:
• Timings
• Detailed targets
• Details that detract

14. Mentimeter Question 4:
Does your organization use a programme management framework?
If yes what is it?

15. Mentimeter Question 3:
What programme role do you perform?

16. Definition: Target Operating Model
A detailed description of the future state of the investing organization(s) after
the programme has finished, including roles and responsibilities, culture,
processes, technology, infrastructure, information and data, and knowledge
and learning.

17. Target Operating Model
“…the future organizational structure, its working
practices and processes, the information it requires and
the technology that supports its operations…”

18. Current and future states

19. Linking
The Vision
to
The Target
Operating Model

20. Definitions: Benefits
Benefit
The measurable improvement resulting from an outcome perceived as an advantage by the
investing organization(s) and which contributes towards one or more organizational
objectives.
Dis-benefit
The measurable decline resulting from an outcome perceived as negative by the investing
organization(s) and which detracts from one or more organizational objectives.

21. Benefits
“Benefits drive programmes”

22. Path to Benefits
“…the measurable improvement resulting
from an outcome…”

23. Understanding Benefits
• Stakeholder Impact
• Timing

24. Measuring and realizing benefits
Describe Observe Attribute Measure
What
is the
Benefit
What will
be
different
Where
will it
occur
How and
when will
it be
measured
These are the minimum contents of a benefit profile
The remainder of the benefit profile will contain…?

25. Definition: Programme Risk
An uncertain event that, if it occurs, will have an effect on the achievement of
the programme’s objectives.
The exposure of the programme’s objectives to risk is determined by
multiplying the perceived likelihood of each threat or opportunity occurring
by an estimate of the size of its impact on one or more of the objectives.

26. These include:
• Stakeholder behaviours
• Delivery performance of projects and other work
• Emerging changes in the programme environment
• Capacity of the organization to embed changes
• Capability of the organization to embed changes
Types of Programme Risk

27. Risk – at programme level
“…an uncertain event that, if it occurs will have an
effect on the achievement of programme
objectives…”
Causes
• Facts now
Events
• Things that may happen
Effects
• The outcome of benefit
that is at risk

28. Risk Appetite
“The amount of risk the
investing organization(s) is
willing to accept…”
• Enables limits of authority
• Reflects corporate risk
appetite
• Expressed as tolerances
(thresholds)

29. Plan-Do-Check-Act cycle
Plan
Do
Check
Act

30. Purpose To record those uncertain events that would affect one
or more programme objectives
Typical
contents
Risk description
Likelihood of the risk occurring
Impact on the programme if the risk does occur
Exposure of each risk (likelihood and impact multiplied
together).
Proximity of the risk
Risk owner
Risk responses (ideally with costs)
Planned residual likelihood and impact (assuming
responses are effective)
Relevant dates
Risk prioritization
Risk register

31. Risk prioritization
Heat Map

32. 32
Design within the Lifecycle
• Identify initial
risks/issues
• Document
current target
operating model
• Develop outline
vision, benefits
and target
operating model
• Develop vision
statement
• Identify and
validate benefits
• Identify and
prioritize risks
• Develop target
operating model
• Develop design
approach
• Update target
operating model
• Refine and
validate benefits
• Measure benefits
baseline
• Ensure projects
deliver outputs
that contribute
towards future
state target
operating model
• Ensure
intermediate
operating model
reached and make
necessary
adjustments
• Refresh risk
identification and
prioritization
• Assess
progression to
target operating
model
• Confirm status of
operating model

41. Project and Senior Project Managers
✓ Helps you to develop a strategic mindset
✓ How to be adaptable and choose the most appropriate delivery mode
✓ Manage resources effectively
✓ Keeps you focussed on outcomes of benefit
✓ How to actively engage stakeholders and gain buy-in
✓ Teaches when to utilise a programme management approach
✓ How to deal with ambiguity
✓ Enables you to establish clear lines of communication with senior management
How MSP 5th edition addresses challenges project managers and senior project managers face, enabling:

42. Conclusions
• Programme Design
• The Importance of a good vision statement
• Creation of a robust Target Operating Model
• Deal with ambiguity
• Clarity about the drivers for the programme

43. Mentimeter Question 3:
What have you learned or will do differently?

44. Mentimeter Question 3:
What have you learned or will do differently?

45. Mentimeter Question 3:
What have you learned or will do differently?

46. Mentimeter Question 3:
What have you learned or will do differently?

47. Public
Continued Professional
Development (CPD)
• CPD is enormously important to respondents, but
less so for the wider organization.
• Employers appear to offer little information on
CPD.
• Almost all project and programme managers see
CPD as highly important to them.
• Investing in CPD commonly involves taking up
training courses, reading literature, and gaining
formal qualifications.