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
– Programme Management Demystified
– One Project Too Many (with Geof Leigh)
– The Gower Handbook of Programme Management (6 authors)
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
Programme Management
Project
Portfolio
Management
A Project
A Project
A Project
AOhProject
no, another
Aproject
Project
A Project
A Project
A Project
Resources
Benefit
Management
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.
• Some Current Initiatives
–
–
–
–
–
PMI Program Management Standards
APM Program Management Qualification
Managing Successful Programmes Refresh
Major UK Government Investment
Programme Management Maturity Model
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
Roles and Responsibilities
Distributing Work
A single delegation
Agreed and audited
scope, timing,
budget, documents
Delegator
Automatic updates
of latest plans
Delegatee
Direct Update Model
Project Managers
Program Manager
Team Leaders
Team Members
The Loan
Model
Delegation and Loan
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
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?
deliver no
benefit
75%
Do some
deliver
benefit
25%
Forrester’s 2001 research tells a
similar story, stressing that
“[Programme] Prioritisation tops
the list of CIO’s challenges”
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
Running Cost Predictions
• 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)
50
40
30
20
10
0
2006
2007
2008
2009
no change
post change
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
Benefit Management Cycle
A Benefit Management
Cycle
•
•
Set a Strategy – the goals
Request Programme Proposals
•
•
Analyse each Contender Programme
Cyclic Review of all current and contender programmes
•
•
•
•
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
– Contender Programmes
– Scenarios
– Mandatory, Important, Should do, Could do
– Benefits, investment, resources, risk
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
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
For Programs:
Managing Successful
Programs
Program Management Standard
Program Portfolio
Management Standard
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
Governance: Prince2 Templates
Also have 6Sigma & Governance White Paper
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
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
•
Project register
•
Visibility
•
Methodology & governance
•
Resource allocation and prioritisation
•
Project closure
•
Portfolio Management
– up to date point of reference
– program and project reporting
– maintaining appropriate processes and procedures
– ownership & Support of the methodology
– the right people doing the right work
– and keeping them closed
– Lessons learned
– the process for program & project selection Education and training
– Appropriate levels for the project and programme management
community
Benefits of a Program Office
• Very rapid progress
• Quick wins
• Reduced risk
– Short term
– Long term
• Best practice input
• Visibility
• Consistency
Program Office
Knowledge
Portfolio
Management
Management
Management
Information
Program Delivery
& Control
Exception
Management
Introduction & Definitions
Difference between project and programme management
UK government activities/world interest and developments
Four Very Common Problems:
Organisation
Project Portfolio Management
Governance
Program Office/Centres of Excellence
Sources of Further Information
Sources of Information
•
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

PMI Program Management Standard
 http://www.pmibookstore.org/PMIBookStore

Office of Government Commerce
•
The Program Management Group plc
 http://www.ppsosig.co.uk/index.html
• www.ogc.gov.uk/index.asp?id=38
• www.pm-group.com
Further Sources
Good Luck
with your programmes
and your projects