The document summarizes a webinar from the London Branch of the Association for Project Management (APM) that covered various topics related to successful project management programs. It discussed defining characteristics of programs, factors like leadership, communication, and governance that contribute to program success. Specific strategies were presented for thriving in dynamic environments, including shaping the future proactively and adapting quickly. The importance of attitudes like emotional intelligence and being open to collaboration were emphasized.

1. The Essence of Successful Programmes
London Branch Webinar
14th July 2020

2. London Branch Updates
New confirmed committee
Up and coming events:
• Drones in project management,
• Change with the Prosci methodology
• Diabetes
• Cyber security
COVID-19 has seen London Branch APM Changes

3. The Essence of Successful Programmes
Temi AfolabiChris Ctori

4. What defines a Programme?
“a temporary, flexible organisation created to coordinate….a set of related projects…
in order to deliver outcomes and benefits related to the organisation’s strategic
objectives.”
Managing Successful Programmes
1. Remaining aligned with corporate strategy
2. Leading change
3. Envisioning & Communicating a better future
4. Focusing on the benefits and threats to them
5. Adding value
6. Designing & delivering a coherent capability
7. Learning from experience

5. Programme Complexity
People, Processes and Systems
• Exponential effort to maintain course
Dependencies and Integration
• Manage the dependencies and integrate
the systems and the projects will look
after themselves.
• The most important aspect of a
programme but often not prioritised or
even ignored.
Strategies and Plans
• Lock down your strategies early
• Clearly articulate your plans to
execute the strategies
Critical Skills
• Ability to explain complex issues in
a simple way
• Mastering soft skills

6. Leadership is key
Leadership style
• Select the appropriate leadership
style
The importance of a Leader’s vision
• Get behind your leader
Behaviour
• Collaboration is key

7. You are here!
A Programme Baseline is a reference point
• To integrate scope, cost and time
• To measure progress against
• To manage change from
How to measure and report progress
• “So are we delivering what we said we
would (safely, on time and within
budget)?”
• Don’t be afraid to report bad news

8. The Balance of Authority
How to control a programme
• Authority to make decisions
• The balance of power
The role of the PMO
• Establishing and maintaining
programme governance and
linking it with performance.
• Independence.

9. Communication
Regular messages utilising different media
• Promotes a common understanding within
the programme and with stakeholders
• Reinforcing strategic messages &
organisational priorities – ‘doing the right
things’
• Emphasise individual contributions
• Work through the programmes & projects
and PMO (& BAU)
• ‘Joined up’ messages
Constructive truth
• Accurate reflection of progress but not
inappropriately negative
• Where we’re going and why
• How we’re doing and why

10. The essence of excellent leadership on
programmes
“Everything rises and falls on leadership”

11. Survey from the Programme Mgt SIG

12. UK Economic challenges and government
infrastructure Investment

13. People are projects
§ Successful delivery of projects are fully anchored and delivered
by REAL people
– Relationship
– Equipping
– Attitude
– Leadership

14. My personal story
‘Everything can be taken from man but one thing. The last of
human freedoms – to choose is one’s attitude in any given set
of circumstances’ Viktor Frankl

15. 3 dimensions for a dynamic project
environment
1. Rate of change
2. Complexity
3. Uncertainty
Question: How do you thrive in a dynamic environment and how
do you create impact?

16. How environment affects successful
programmes
Leaders – It is difficult to achieve successful outcomes if leaders
refuse to create an environment with strategic direction, alignment
and commitment.
People – It is difficult for people to succeed in an environment
where leaders refuse to empower others.
Organisational culture – It is difficult to succeed in an environment
where culture overwhelms strategy.

17. The blind drift into failure
1. The normalisation of deviance
2. The active inertia trap
3. The problem of problems – tame, wicked and critical

18. Perspective is everything
Strategies under uncertainty…
§ Shape the future by playing a leadership role and setting
standards.
§ Adapt to the future by choosing to win through speed, agility
and flexibility.
§ Reserve the right to play by investing sufficiently to stay in the
game but avoid premature commitments.

19. Do you have the right attitude?
95%
5%
Emotional Intelligence
Technical Knowledge

20. Are you a door or a wall?
ITS ME
VERSUS
EVERYONE
I’M NOT
GOING TO
STICK MY
NECK OUT BUT YOU
CAN’T TRUST
THIS MAN
REALLY!
I CANNOT BE
BOTHERED
WITH THIS
EGOCENTRIC!

21. Be a door not a wall!
SO WE
AGREE LETS
DO IT
SOUNDS
GOOD TO
ME EXCELLENT
STRATEGY
FANTASTIC
PLAN
COUNT ME
IN!

22. Question and Answer Panel?!?
• Chris Ctori
• Temi Afolabi
• Chris Beach