Gower Handbook of Project Management

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Gower Handbook of Project Management Powered By Docstoc
					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          A Project
              A Project A Project
                                      Benefit
  Portfolio        A Project
                   Oh no, another
                                    Management
                       Project
                     Aproject
               A Project
Management             A Project
                A Project




               Resources
Programmes vs Projects
                                        Project
  More                    • Defined start and finish dates.
complex                   • Focus is more on delivering products. Rather than
interface                   benefits.
                          • Simpler; only have to focus on delivering defined
 with the                   products.
 strategy                 • 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.                     • Less well defined end date.
 • Exist in a world that is constantly changing.                        • Focus is on delivering benefits
 • Macro view; have to consider the combined effect of a                  and requires involvement after
   portfolio of projects.                                                 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                                            Do some
  75%


                 deliver          Forrester’s 2001 research tells a
                 benefit          similar story, stressing that
                  25%
                                  “[Programme] Prioritisation tops
                                  the list of CIO’s challenges”
                               The Value Path
Projects create
deliverables.
Programmes combine
deliverables to create
capabilities. The                           BENEFITS
organisation utilises the
                                       Capabilities
capabilities and gains
BENEFITS                      Programmes
                        Deliverables
                  Projects
                                            Defining a Programme

                                                Running Cost Predictions



• Mandate – a written statement
                                    50

                                    40

                                    30


• Owner and / or Sponsor(s)
                                                                       no change
                                    20                                 post change

                                    10


• A List of Benefits:                0
                                         2006     2007   2008   2009



      • ‘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)
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
      – 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
 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).

                               Program Management Standard
     For Projects:
     PRINCE2
                                      Program Portfolio
                                     Management Standard

    For Programs:
Managing Successful
    Programs
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   Stage Review                     Proceed to end of
                       major purchase                                           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
      – 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

  • 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                  Exception
        & Control                  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
                                                                    Further Sources
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
           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
      Good Luck
with your programmes
   and your projects

				
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