APM Presents - Joining the dots - Programme Management in action
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Joining the Dots Programme Management in action Introduction
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On Thursday 16th October 2014, John Chapman and Andrew Gray presented at the APM Project Management in Practice Event, where the subject area was an Introduction to Programme Management. Theirs was an interactive session where John provided the theoretical side of programme management, whilst Andrew explained how this worked using a real life example from the UK MOD where a Programme Management approach was adopted using the Managing Successful Programmes (MSP) framework. The Programme Lifecycle gave a structure to the presentation covering seven areas 1. What is a programme? 2. Why do a programme? 3. What makes up a programme? 4. How do we run a programme? 5. Who is in the programme? 6. When does a programme end? 7. What challenges are faced? It was important to show how Programme Management called upon the specialisms from the other Specific Interest Groups. An example of this relates to Benefits Management. Early on in the programme the questions to be asked, and answered, include: 1. Is there a vision of a change future? 2. Is this a shared single vision? 3. Is it in line with what is needed? 4. What are the benefits to be gained? 5. Who benefits, what do they benefit, how much benefit, when do they benefit? Andrew commented that an important area to consider was the area of stakeholder management. With a high profile programme, there are many diverse stakeholder groups and interfaces including • An external advisory group • Local representatives and committees • Regulators & policy holders • UK & Scottish governments • Press coverage • Wide ranging public consultations Consultation and communication (two way) would then provide inputs and influences to the decision making process within the Programme. At the end of the presentation Andrew noted the lessons learned (so far) on the adoption of a programme management approach as: A Programme Management approach is not for everything - Split change element of the objectives from long-term business as usual Bring clarity & focus - Projects need to know how they fit into ‘big change picture’ Get senior commitment - Have the approach endorsed by the Programme Board Co-ordinate stakeholder engagement - Communications must be co-ordinated and consistent across the projects Scale the management investment that is needed - Do not swamp with bureaucracy Efficient pooling of resources - A small programme team benefits from pooling common central activities Cope with geographically dispersed team - Programme Management approach is the glue to hold things together
Transcript of APM Presents - Joining the dots - Programme Management in action
Joining the DotsProgramme Management in action
Introduction
Introduction
Approach
We want to give an overview of the elements of programme management and how they integrate together.
We will illustrate some of these elements or principles with case study material from an ongoing programme.
The elements and case study will be explored using an dialogue style with interview questions. We welcome any additional questions from the floor as we proceed.
Joining the Dots
One key theme of programmes is co-ordination and integration of interdependencies.
Even in programme management itself there are many dots to join...
What is a programme
?
Why do a programme
?What
makes up a programme
?
How do we run a
programme?Who runs a
programme?
When does a
programme end
?
What challenges are faced
?
What is a programme?
Why do a programme? What makes
up a programme?
How do we run a
programme?
Who runs a programme?
When does a
programme end
?
What challenges are
faced?
DevelopmentManaging the TranchesConcept
Identifying a
programme
DefinitionDefining a
programme
ClosureClosing a
programme
Benefits RealisationRealising Benefits
Project Delivery
Delivering the
capability
MSP is a registered trademark of Axelos Ltd.
Enabling Change
PortfolioBenefits
Value
Assurance
Governance
PMC
PMO
ProgM
Risk
People
Knowledge
WIPM
Contracts &Procurement
Who are we?
Programme Director for Touchstone EnergyExperienced programme/project director & manager in international environmentsAuthor and co-author, including Gower Handbook of Programme ManagementContributor to Managing Successful ProgrammesCommittee member of ProgM and PMC SIGs
John Chapman
Andrew GrayPrincipal Consultant at BMT Hi-Q Sigma
Experienced programme/project manager in engineering product development and introduction
Programme advisor to MOD Submarine Dismantling ProjectCommittee member of ProgM SIG
& member of APM / INCOSE Joint Working Group
The Case Study
Description of case study
UK MOD Submarine Dismantling Project
Definitions & ContextAPMA 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.
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
Change environment in the DE&S submarine portfolio
Defence Reform
Business as usual New operational capabilities
Programme vs Project
So why change?
Identify
Is there a vision of a changed future?Is this a shared single vision?Is it in line with what is needed?
What are the benefits to be gained?Who benefits, what do they benefit, how much benefit, when do they benefit?
What is going to change?How are we going to bridge the gap from now to then?
Define a blueprint for the future
Where (and how) is transition to steady state to be achieved?
The Need
SDP Single Statement of User Need
Change vs Steady-State
The SDP Change Vision
Define a programme
Benefits
Outcomes
Tranches – step changes in capability
Define a dossier of projects
Do the right projects, do the projects right
What benefits can we achieve & when? Any quick wins?
What elements of the future state need to be put in place - is there a sequence?
What are the intermediate steps to achieve? Are there funding or decision gates? Are we driving down uncertainty?
What do we need to produce, how, when and who by?
Identifying SDP projects
Defining the Tranches
How it works together
Managing the Tranches
Create a clear structure in SDP
Manage SDP Interdependencies
Responsibilities, roles & actorsGovernance 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
Engaging the public
Transition and Realisation
Generating outcomes & value
Transitioning to the new state
Embedding change in business-as-usual
Realising the benefits
SDP Verification and Validation
Potential barriers
• Insufficient support• Weak leadership• Unrealistic expectation of capability & capacity• Insufficient focus on benefits• No real idea of future capability & how to get there• Little understanding or control over interdependencies• Poorly defined for communicated vision• Failure to change culture• Insufficient engagement of stakeholders• No boundary scanning
A typical programme may have to consider how to address
SDP External Forces
So what have we learnt?
Joined the dots to make a picture
SDP lessons to consider… so far
More information
Joining the DotsProgramme Management in action
Introduction
This presentation was delivered at an APM event
To find out more about upcoming events please visit
our website www.apm.org.uk/events
