slide1 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Best Practice in Programme Management PowerPoint Presentation
Download Presentation
Best Practice in Programme Management

Loading in 2 Seconds...

play fullscreen
1 / 36

Best Practice in Programme Management - PowerPoint PPT Presentation


  • 160 Views
  • Uploaded on

Best Practice in Programme Management. Geoff Reiss. Senior Consultant: The Program Management Group plc Chairman: ProgM - The UK Programme Management Specific Interest Group Masters degree in Project Management FAPM Author of: Project Management Demystified

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Best Practice in Programme Management' - Lucy


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
geoff reiss
Geoff Reiss
  • Senior Consultant: The Program Management Group plc
  • Chairman: ProgM - The UK Programme Management Specific Interest Group
  • Masters degree in Project Management
  • FAPM
  • Author of:
    • Project Management Demystified
    • Programme Management Demystified
    • One Project Too Many (with Geof Leigh)
    • The Gower Handbook of Programme Management (6 authors)
slide3

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

slide4

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

slide5

Programme Management

Cross Project

Links

Resources

Business

As Usual

Benefit

Management

Project

Portfolio

Management

A Project

A Project

A Project

A Project

Oh no, another

project

A Project

A Project

A Project

A Project

programmes vs projects
Programmes vs Projects

Project

More complex interface with the strategy

  • Defined start and finish dates.
  • Focus is more on delivering products. Rather than benefits.
  • Simpler; only have to focus on delivering defined products.
  • Projects are ‘ring fenced’.
  • Change control is a more structured and easier activity.
  • Micro view, will fight against others which threaten their success

Programme

  • Contain many projects, drive operational change.
  • Exist in a world that is constantly changing.
  • Macro view; have to consider the combined effect of a portfolio of projects.
  • Less well defined end date.
  • Focus is on delivering benefits and requires involvement after projects have ended.
  • Every programme must directly benefit the organisation in some way.
slide7
Some Current Initiatives
    • PMI Program Management Standards
    • APM Program Management Qualification
    • Managing Successful Programmes Refresh
    • Major UK Government Investment
    • Programme Management Maturity Model
slide8

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: OrganisationProject Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

a single delegation
A single delegation

Agreed and audited

scope, timing,

budget, documents

Delegator

Automatic updates

of latest plans

Delegatee

direct update model
DirectUpdateModel

Project Managers

Program Manager

Team Leaders

Team Members

slide16

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management- Governance Program Office/Centres of Excellence Sources of Further Information

slide17

deliver no

benefit

deliver

benefit

Portfolio Management

  • Because a significant proportion of projects:
    • fail to deliver their business benefits, or
    • fail to demonstrate delivery of benefits through poor use of metrics
    • Gartner Research:

Do companies measure benefits?

no

yes

Do Programmes Deliver Benefits?

Do some

75%

Forrester’s 2001 research tells a similar story, stressing that “[Programme] Prioritisation tops the list of CIO’s challenges”

25%

slide19

The Value Path

Projects create deliverables. Programmes combine deliverables to create capabilities. The organisation utilises the capabilities and gains BENEFITS

BENEFITS

Capabilities

Programmes

Deliverables

Projects

defining a programme
Defining a Programme
  • Mandate – a written statement
  • Owner and / or Sponsor(s)
  • A List of Benefits:
      • ‘No Change’ cost or income levels over time
      • ‘Post Change’ cost or income levels over time
      • Strategic Alignment measures: KPI’s
  • Risk Estimates (schedule, cost, benefit)
  • Resource Requirements and Costs (Investment)
slide22

Typical Screen shot showing a complete set of data for a single programme including resource requirements, investments, cash flow curves plus the aggregation of a variety of KPIs

a benefit management cycle
A Benefit Management Cycle
  • Set a Strategy – the goals
  • Request Programme Proposals
    • Contender Programmes
  • Analyse each Contender Programme
  • Cyclic Review of all current and contender programmes
    • Scenarios
    • Mandatory, Important, Should do, Could do
    • Benefits, investment, resources, risk
  • Select the best group of programmes
  • Select Projects to deliver the programmes
  • Stop as many unapproved projects as you can
  • Monitor those programmes in benefit terms
slide25

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

pmg s view of governance

Governance

PMG’s view of Governance

Program Governance is a minimum framework of rules necessary to manage the delivery of portfolios of projects in a consistent and reliable manner.

US Sarbanes-Oxley Act (SARBOX).

For Projects:

PRINCE2

Program Management Standard

Program Portfolio

Management Standard

For Programs:

Managing Successful

Programs

a simple project process
A Simple Project Process

Prepare & Submit Project Implementation Document

Project Board Approves Project Implementation Document

Work Begins based on Approved Project Implementation Document

Stage up to placing a major purchase

Stage Review

Proceed to end of project

Project Closure

Project Closure Report & Lessons Learned

slide28

Governance: Prince2 Templates

Also have 6Sigma & Governance White Paper

slide29

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of Excellence Sources of Further Information

the kpmg program management survey

Program Office

The KPMG program management survey
  • Focused on the importance of the Program Office
  • The global research covered all industry sectors, with 50% of participants from the UK.
  • Almost two thirds of participants experienced a failed project within the previous 12 months
  • 98% of organisations with a mature program office reported a 100% project success rate
program office roles
Program Office Roles
  • Project register
    • up to date point of reference
  • Visibility
    • program and project reporting
  • Methodology & governance
    • maintaining appropriate processes and procedures
    • ownership & Support of the methodology
  • Resource allocation and prioritisation
    • the right people doing the right work
  • Project closure
    • and keeping them closed
    • Lessons learned
  • Portfolio Management
    • the process for program & project selection Education and training
    • Appropriate levels for the project and programme management community
benefits of a program office
Benefits of a Program Office
  • Very rapid progress
  • Quick wins
  • Reduced risk
    • Short term
    • Long term
  • Best practice input
  • Visibility
  • Consistency
slide33

Knowledge

Management

Portfolio

Management

Management

Information

Exception

Management

Program Delivery

& Control

Program Office

slide34

Introduction & Definitions Difference between project and programme management UK government activities/world interest and developmentsFour Very Common Problems: Organisation Project Portfolio Management Governance Program Office/Centres of ExcellenceSources of Further Information

further sources

Sources of Information

Further Sources
  • ProgM - The Programme Management Special Interest Group
    • Register for Newsletter and invitations
    • The Project Selection and Benefits Management Initiative
    • Free Evening events and other Conferences
    • The Programme Management website
    • Programme Management Maturity Model
      • www.e-programme.com
  • PPSO SIG
      • http://www.ppsosig.co.uk/index.html
  • PMI Program Management Standard
      • http://www.pmibookstore.org/PMIBookStore
  • Office of Government Commerce
      • www.ogc.gov.uk/index.asp?id=38
  • The Program Management Group plc
      • www.pm-group.com
slide36

Good Luck

with your programmes and your projects