Best Practice in Program
Management
Geoff Reiss
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Geoff Reiss
• Programme Management Mentor
• Hon President: ProgM - The UK
Programme Management Specific Interest
Group
• Masters degree in Project Management
• Honorary Fellow APM
• Author of:
Project Management Demystified
Programme Management Demystified
One Project Too Many (with Geof
Leigh)
The Gower Handbook of Programme
Management (6 authors)
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
•
What Is a Programme?
A Programme is defined as 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
organisation’s strategic objectives
Programme
Project 1
Project 2
Project 3
Managing Successful Programmes (MSP), Third Edition 2007,
Project 5
• A group of related projects managed in a
coordinated way to obtain benefits and
control not available from managing them
individually. Programs may include
elements of related work outside of the
scope of the discrete projects in a program.
The Standard for Program Management. PMI
AS-IS
PROGRAMME
Project 4
TO-BE
The way we are today AS-IS
project
project
project
Program
The way we want to be in the future TO-BE
The Key Publications
Managing Successful Programmes for
Programmes
Prince2 for Projects
P3O for
Programme, Portfolio and Project Offices
The Program Management Standard (PMI)
What is a Portfolio?
•
All the programmes and stand-alone projects being undertaken by
an organisation, a group of organisations or an organisational unit
Managing Successful Programmes (MSP), Third Edition 2007, page 247
PMI: Portfolio
Management Standard
Project, Program and Portfolios
Project Management
Outputs
Program Management
Outcomes
Portfolio Management
Strategy
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Programme Management Process
Mandate
The Preparation Phase
1 – Start-up
2 – Define
3 – Establish
The Execution Phase
The Completion Phase
Programme Execution
4a – Manage Tranche
4b – Manage Benefits
Tracking
5 - Closure
Management Organisation, Governance & Methodologies
Programme Planning and Control
Benefits Management
Risks and IssuesManagement
Management
Support Processes
Stakeholders & Internal Communication
Programme Assurance and Quality Audit
Configuration Management
Management of Scope and Change
Programme
andFinancial
Financial Control
ProgrammeAccounting
Accounting
and
Control
–for Costs and Benefits
ProgrammeSupport
SupportOffice
Office
Programme
–where all effort is coordinated
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Governance
Programme Governance is a minimum framework of rules
necessary to manage the delivery of portfolios of projects in a
consistent and reliable manner.
For Projects:
PRINCE2
For Programs:
Managing Successful
Programs
APM BoK
PMI BoK
Program Management
Standard
Program Portfolio
Management Standard
Governance
Needs
• Frameworks
• Plans
• Organisation
• Process
To
• Define the ‘rules’
• Direct work
• Have clear responsibilities
• Communicate, monitor,
control and judge success
An important part of the preparation
Significant relationships with other programmes
Senior Management
(Main Board, Senior Management Team,
Sponsoring Group, Programme Board)
Other
Programmes
Mandate
Scope changes
Major Decisions
Report
Escalate
Mandate
Scope changes
Programme
(Programme Director, Programme Mgr,
Programme Office, Programme
Assurance Mgr, etc)
Major Decisions
Report
Escalate
Projects
(Project Board, Project Mgrs, Team
Leaders)
Roles and Responsibilities:
Various specialist roles
Need to be filled
Often inexperienced/unqualified people
Sponsorship is a common problem
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
The Journey to the Vision
Vision
Benefits
BENEFITS
Programmes
Projects
Deliverables
Projects
Projects
Projects
Project management
Capability
Programme management
Defining a Programme
• Brief – a written statement
•A clear start to Defining the Programme
• Owner and / or Sponsor(s)
•Commission the Definition, thorough preparation
• A List of Benefits:
•‘No Change’ cost or income levels over time
•‘Post Change’ cost or income levels over time
•Strategic alignment measures: Key Performance Indicators (KPIs)
•Risk Estimates (schedule, cost, benefit)
•Resource Requirements and Costs (Investment)
Running Cost Predictions
50
40
30
no change
post change
20
10
0
2006
Business Case
•Is this initiative still valid and viable?
2007
2008
2009
The PPM Process
Suggestions
Strategy
Discovery
projects
PPM
Selection and Approval
Process
Approval
to Proceed
Progress
Updates
Live Projects
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Some Typical Benefits
•
•
•
•
•
•
•
Increased Income
Decreased Cost
Decreased Churn
Fewer Accidents
Higher Motivation
Better Quality
Longer Life
Notes:
Comparative
Baselined
Quantitative
Qualitative
Key Performance Indicators
Benefits Map Example
Programme
Deliverables
Intermediate Benefits
End Benefits
Unit 3 – Benefits Management
Fewer phone
calls, less mail
Fewer queries
Reduced
expenditure
Less
dependent
on staff
On-line citizen
information
More time for
other tasks
Customer
satisfaction
24x365
availability
On-line
information about
public services
Greater
awareness
Better take up of
service
Increased
effectiveness
Less advertising
in papers
On-line
transaction
Better mage for
public services
One stop info
collection
Standardisation of
forms and
procedures
Faster processing
…by project within the programme
Better quality
citizen information
…described in Business Case
24
The Benefit Spectrum
Internal
Close Control
Predictable
Within your own regime
Little or no impact from outside factors
Low Benefit Risk
Short Term
External
Lack of Control
Unpredictable
Outside of your own influence
Great impact from outside factors
High Benefit Risk
Long term
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Stakeholder Management
• What is a Stakeholder?
• In the broadest sense, anyone who is
involved in, impacts, or is impacted
by, or who influences your
programme, or its environment
Concern
Stakeholder Map
Very Influential
Government
CEO Department
HSE
Trade
Union
CFO
CIO
Media
Scientist
Group
Shareholders
Neighbours
Limited Influence
Very Supportive
Very Opposed
Communications Plan
Objectives
Win support for
business case
Audiences
All stakeholders
CEO
CIO
Finance Director
Non-Executive Director
Invest Analyst for major
stockholder
Neutralise opposition
Key Messages
Clarify benefits to company
Risks of not off-shoring
Impact on margins
Potential +ve impact on share
price
Timing
Now
Week
before
Board
meeting
Financial journalist
Director, Customer
Operations
Now &
Weekly
Staff Association
representative
New international role
Redeployment opportunities, no
enforced rerdundancy and
generous voluntary redundancy
package.
Briefing paper
Direct briefing by
Finance &
Programme Director
Briefing paper
Market analysis
Now &
week
before
Programme is enabler for more Board
investment in customer services meeting
Director, Customer
Operations
Media
Now
Now and
monthly
to Board
meeting.
Press release and
interview
Proposition paper
and meeting(s) to
ask for suggestions
Proposition paper
and meeting(s) to
ask for suggestions
HR briefings
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Engagement
• The Programme Office
• Summary
Programme Office
The KPMG 2002-3
project management survey
• Focused on the importance of the Programme 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 programme
office reported a 100% project success rate
Programme Office Roles
•
Programme and Project Register
•
Visibility
•
Methodology & Governance
•
Resource allocation and prioritisation
•
Portfolio Management
•
Education and training
 up to date point of reference
 programme and project reporting
 maintaining appropriate processes and procedures
 ownership & support of the methodology
 the right people doing the right work
 support for programme & project selection
 Appropriate levels for the project and programme
management community
Sources of Information
•
PMI Program Management Standards
 PMI Program and Project Portfolio Management Standards
 http://www.pmibookstore.org/PMIBookStore
•
APM & PMI Program Management Qualifications
 Association for Project Management
 www.apm.org
•
Managing Successful Programmes 2007
 Major UK Government Investment
 Office of Government Commerce
 www.ogc.gov.uk/index.asp?id=38
•
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
•
Gower Handbook of programme management
http://www.gowerpub.com/TitleDetails.asp?sQueryISBN=0566086034&sPassString=Y&sKey
word
• Introduction And Overview
• The Programme Management Process
• Programme Organisation And
Governance
• Portfolio Management
• Benefits Management
• Stakeholder Management
• The Programme Office
• Summary & Sources of Information
Good Luck
with your programmes
and your projects