Effective Programme Management
Jennifer Stapleton
Independent Consultant
What is Programme Management?
The orchestration of a portfolio of projects
effecting organisational change
to deliver business benefits of strategic importance
© Jennifer Stapleton 2003
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The Programme Management Environment
Internal or external business environment
Strategies and initiatives
Programmes
Strategic vision achieved
Projects
Business operations
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Why Programme Management?
The gap between strategies and
projects is filled
The wider context of risks is better
understood
Formal process for identifying,
managing, realising and measuring
benefits
Good management control of
costs
A management framework that
focuses on business change
objectives
Projects are prioritised and integrated
to manage resources better
Effective management of the
Business Case to achieve the
vision
Co-ordination and control of the
complex range of activities
Clear responsibilities for preparing
for implementing business change
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Tangram 4
A Programme “V-Model”
Acceptance
Criteria
Requirements
Change
Blueprint
Vision
Major
Changes
Benefits
Business
Impacts
Interventions
Programme
Products
Projects
© Jennifer Stapleton 2003
Line
initiative
Tangram 5
Project or Programme?
Project
Programme
Focus
Single objective
Business strategy
Scope
Narrow
Wide-ranging, cross-functional
Benefits
Determined in advance
Accrue after completion
Used to make decisions
Accrue during the programme
Deliverables
Few, clearly defined
Many , many initially undefined
Timescale
Clearly defined
Loosely defined
View of change
To be avoided
Success measures Time, budget, specification
Plan
© Jennifer Stapleton 2003
Specific, detailed, bounded
Regarded as inevitable
Mission, cashflow, ROI
High-level and evolving
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Change Projects deliver benefits
R
D
Research project
C
Development project
Tranche 1 projects
Change project
Tranche 2 projects
R
Tranche 3 projects
C
D
D
Current
Business
Future
State
Vision
C
D
D
C
D
1st tranche
2nd tranche
Benefits enabled
© Jennifer Stapleton 2003
3rd tranche
Benefits enabled
Benefits enabled
Tangram 7
Change Blueprint
Defines structure and composition of the changed
organisation in terms of:

Business models of the new functions, processes and operations

Organisation structure, staffing levels, roles, and skill requirements

Information systems, tools, equipment and buildings

Data required

Costs, performance and service levels for support of future
operations
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Benefit Definitions: the first product in Benefits
Management
Benefit Definitions define each benefit in terms of:

dependencies on other activities outside the control of the
programme

the business areas and operations expected to be affected

projected changes from the current business operations

current measures of the business operations and the target for
improvement (e.g. financial savings or improved throughput)

when the benefit is expected to be realised

financial value of the benefit, if possible
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Benefits Management Process (OGC diagram)
Identify and
structure benefits
Potential for
further benefits?
Adaptation needed
to cope with
changing markets
Review and
evaluate results
Realise and track
benefits
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Areas to probe in a Benefits Review

Did the programme achieve more or less benefits than planned?

Have the needs of the business changed?

Is the solution operating to defined parameters?

Have all the relevant stakeholders issues been addressed?

What is the scope for improved value for money?
– Can more be done for less?

Do the chosen measures offer clear evidence of success? Are
they tracked against an existing baseline?
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Tangram 11
Risk Hierarchy
Strategic
Other programmes, other initiatives, inter-programme dependencies,
political pressures
Programme
Changing objectives, programme definition, management skills,
inter-project dependencies
Project
Project risks, third party
Operational
Transfer of deliverables to operations, acceptability within business operations,
acceptability to stakeholders
© Jennifer Stapleton 2003
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List of stakeholders in programmes

All business areas impacted by the programme, both during the
programme or after its completion
 The governing body of the programme
 The programme management team
 People creating the programme’s deliverables
 Providers of support to the programme's activities in areas outside
the Programme Manager's control
 Custodians of standards and policies relating to the programme's
activities
 Providers/supporters of the technical infrastructure used by the
programme
 Third-party suppliers
 Providers of support for the programme's deliverables
 Regulatory bodies
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Key Roles in the Programme

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Programme Sponsor
Governing Body
Programme Manager
Technical Authority
Quality Manager
Business Planners
Project Managers (includes business change managers)
Change Agents
Programme Support Office
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Tangram 14
Comparison of responsibilities
Programme Manager
Project Manager

Plans programme-level
activities and schedule of
projects

Plans a project given the
dependencies and interfaces defined
by the Programme Manager

Defines TOR for projects

Works within the defined TOR

Starts, stops and monitors
progress of constituent projects

Runs a project, reporting to the
Programme Manager

Manages programme-level
risks and issues. Delegates
risks to projects

Manages project risks and issues,
escalating to the Programme
Manager wherever necessary

Sets policies and procedures
for projects

Runs project according to policies
and procedures

Resolves resource conflicts

Uses assigned resources

Determines programme
standards

Delivers products to the defined
standards
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Programme Manager Key Competencies

Strong leadership and management skills
 Effective interpersonal and communications skills
 Ability to create a sense of community
 Ability to find ways of solving and pre-empting problems
 Marketing and communication skills to “sell” the programme into
the business areas
 Good knowledge of techniques for planning, monitoring and
controlling programmes
 Knowledge of project management approaches
 Good knowledge of budgeting and resource allocation procedures
 Knowledge of business change techniques, e.g. BPR
 Knowledge of benefits identification and management techniques
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Tangram Programme Management Phases
Identify
Programme
Investigate and
define approach
Set up
programme
Execute tranches (iterative)
Assess benefits
Set up tranche
Manage tranche
of tranche
Close
programme
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Identify programme
Define
Case for Action
Appoint
Programme
Manager
Identify
Governing Body
Define Preliminary
Business Case
Plan Investigate
and Define phase
Agree funding
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Investigate and define approach
Create
Vision for Change
Define CSFs
Assess readiness
For change
Define high-level
objectives
Identify
stakeholders
Diagnose current
strengths and
weaknesses
Agree overall
Business Case
© Jennifer Stapleton 2003
Define alternative
approaches
Select approach
Create initial
Change Blueprint
Quantify business
benefits
Identify
programme
tranches
Define programme
organisation
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Ongoing processes
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© Jennifer Stapleton 2003
Benefits management
Risk management
Dependency management
Issue and problem management
Planning
Reporting
Communication
Scope management
Configuration management
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Communications
Tangram Phase
Major activities
Identify programme
Communicate Case for Action
Investigate & define pgm
Create initial Communications Strategy
Set up programme
Launch programme-level communications
Set up tranche
Plan communications for the tranche
Manage tranche
Communicate according to overall strategy and tranche plan
Assess benefits of tranche
Communicate achievements of the tranche
Close programme
Communicate overall results
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Communications Strategy

What are the objectives of communications?

What are the key messages?

Who are you trying to reach?

What information will be communicated?

When will information be disseminated?

How much information will be provided, and to what level of
detail?

What mechanisms will be used to disseminate information?

How will feedback be encouraged, what will be done as a result of
feedback?
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Questions?
email: jstapleton@dial.pipex.com
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