Projects that will be required to deliver the
programme.
programme.
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Introduction
Closing the gap between the Current State of the organisation
(where it is now) and its desired Future State (where it needs to be)
has two dimensions – a business dimension and a people
dimension. The successful delivery of an initiative occurs when both
dimensions occur simultaneously.
(where it is now) and its desired Future State (where it needs to be)
has two dimensions – a business dimension and a people
dimension. The successful delivery of an initiative occurs when both
dimensions occur simultaneously.
Das Management Services uses proven programme
management techniques to address the business dimension issues
of - identification of business need; definition of programme; design
of business of solution; scoping of individual projects; and
implementation. We use complementary Change Management
techniques to address the people dimension.
management techniques to address the business dimension issues
of - identification of business need; definition of programme; design
of business of solution; scoping of individual projects; and
implementation. We use complementary Change Management
techniques to address the people dimension.
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The strategic initiatives being progressed by an organisation can
vary from establishing a new business unit, through to re-launching
a product or building a new asset.
vary from establishing a new business unit, through to re-launching
a product or building a new asset.
Programme Management
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Efficient Programme Management is vital to excellent organisations for delivering any change or asset. The
end-to-end process, from start up to managing benefits, translates the strategy into delivery plans and the desired
outcome.
end-to-end process, from start up to managing benefits, translates the strategy into delivery plans and the desired
outcome.
defined. There will be a management team
guiding the overall programme in addition to
the project managers for each individual
project.
guiding the overall programme in addition to
the project managers for each individual
project.
Programme Portfolio: A group of
programmes with no common objective other
than the overall well-being of the organisation.
programmes with no common objective other
than the overall well-being of the organisation.
Programme Management Office: It is often
convenient and efficient to manage unrelated
groups of programme, for example, to balance
priorities, to manage resources, to apply
common standards, to disseminate best
practices and to achieve economies of scale.
convenient and efficient to manage unrelated
groups of programme, for example, to balance
priorities, to manage resources, to apply
common standards, to disseminate best
practices and to achieve economies of scale.
Programme: A group of projects (or related initiatives) which collectively achieve a beneficial objective. The
projects may address different aspects of the overall change and may follow different timelines. Programmes often
have a long duration such that some future activities are only aspirational ideas when the programme is first
projects may address different aspects of the overall change and may follow different timelines. Programmes often
have a long duration such that some future activities are only aspirational ideas when the programme is first
Fundamental to efficient Programme Management is robust definition of the Programme. Although the main
definition work will happen at the start of the programme, the business will evolve over time and circumstances will
change. Those parts of the Programme Definition that define either the overall business solution or how it will be
achieved should be viewed as an evolving model that should be managed actively during the programme in order
to achieve optimum overall benefit.
definition work will happen at the start of the programme, the business will evolve over time and circumstances will
change. Those parts of the Programme Definition that define either the overall business solution or how it will be
achieved should be viewed as an evolving model that should be managed actively during the programme in order
to achieve optimum overall benefit.
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The Programme Definition will identify:
Overall vision and objectives;
Scope (eg geography, departments,
products, functions, market segments);
products, functions, market segments);
Business case;
Blueprint for the various aspects of
business change, eg people, organisation
structure, technology, processes, etc;
business change, eg people, organisation
structure, technology, processes, etc;
Overall approach to achieve the Blueprint;
Proposed budgets and timelines;
Senior-level ownership, sponsorship and
accountabilities;
accountabilities;
Other programmes within the organisation
which are connected (eg dependencies,
overlaps, conflicts);
which are connected (eg dependencies,
overlaps, conflicts);
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Project Management
In Programme and Project Management there are two levels of management focus. At the programme level, the
programme management team is focused on driving change across all relevant parts of the organisation. Below
that, each individual project will have its own leadership, focused on delivering a specific component of the solution.
The characteristics of these two levels can be strikingly different but of equal importance.
programme management team is focused on driving change across all relevant parts of the organisation. Below
that, each individual project will have its own leadership, focused on delivering a specific component of the solution.
The characteristics of these two levels can be strikingly different but of equal importance.
Project: A project is an undertaking for a limited duration which is not part of routine operations. A project team will
be temporarily assigned, reporting to a single Project Manager. A project has a defined objective and scope. The
overall deliverable will be of value, but does not necessarily generate benefit on its own.
be temporarily assigned, reporting to a single Project Manager. A project has a defined objective and scope. The
overall deliverable will be of value, but does not necessarily generate benefit on its own.
Once a project is started, the Programme Manager should not intervene directly,
but will need a degree of feedback and control. The Project Manager should not
provide all the information to the Programme Manager on progress, issues, risks,
costs, projected benefits, dependencies, etc. but only those items affecting the
overall programme. However certain milestones in the projects will require more
detailed reporting.
but will need a degree of feedback and control. The Project Manager should not
provide all the information to the Programme Manager on progress, issues, risks,
costs, projected benefits, dependencies, etc. but only those items affecting the
overall programme. However certain milestones in the projects will require more
detailed reporting.
Some aspects of project management are similar to the management of
programmes. For example, a Programme Manager will address risks and issues -
but focusing on impacts for the overall initiative and the best interests of the
organisation as a whole at a strategic level. A Project Manager performing the
same tasks addresses risks and issues to delivering the specific defined
deliverables.
programmes. For example, a Programme Manager will address risks and issues -
but focusing on impacts for the overall initiative and the best interests of the
organisation as a whole at a strategic level. A Project Manager performing the
same tasks addresses risks and issues to delivering the specific defined
deliverables.
Systematic Project Management addresses, but is not limited to, the following components:
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Project Scope
Issue Management
Planning
Estimating
Control & Reporting
Documentation Control
Risk Management
Value Management
Quality Management
Scope & Change Control
Procurement
Accounting and Financial Control
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Capabilities
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Successful delivery of programmes also has a people dimension and the approaches described in the Change
Management web page are of relevance. Major programmes require the visible support of executive management.
However executive management may not be in position to coordinate the necessary Client business activities
needed in undertaking the initiative and thus it is important that a Client representative, which we refer to as a
Sponsor, is appointed. In some organisations the executive and senior management may benefit from increased
awareness of the Client roles and we are able to act as coaches and mentors. On particular programmes our
associates are able to act in the capacity of Sponsor. We believe programmes are most successfully delivered
when a clear common purpose is established across participating stakeholders. Das Management Services is able
to facilitate through workshops and coaching the development of a high performing delivery team – typically with an
agreed philosophy set out in a Programme Charter.
Management web page are of relevance. Major programmes require the visible support of executive management.
However executive management may not be in position to coordinate the necessary Client business activities
needed in undertaking the initiative and thus it is important that a Client representative, which we refer to as a
Sponsor, is appointed. In some organisations the executive and senior management may benefit from increased
awareness of the Client roles and we are able to act as coaches and mentors. On particular programmes our
associates are able to act in the capacity of Sponsor. We believe programmes are most successfully delivered
when a clear common purpose is established across participating stakeholders. Das Management Services is able
to facilitate through workshops and coaching the development of a high performing delivery team – typically with an
agreed philosophy set out in a Programme Charter.
Das Management Services is able to provide a comprehensive range of programme management services.
Core to the successful delivery of a programme is establishing at an early stage
a clear written definition of the intended benefits of the initiative and how they
are going to be achieved. We believe it is critical for the Client to take full
ownership for the initial definition of the programme and its subsequent refining.
We give an impartial objective viewpoint providing expertise in identifying the key
elements and looking to ensure that the definition is presented in a manner that
can be readily communicated.
a clear written definition of the intended benefits of the initiative and how they
are going to be achieved. We believe it is critical for the Client to take full
ownership for the initial definition of the programme and its subsequent refining.
We give an impartial objective viewpoint providing expertise in identifying the key
elements and looking to ensure that the definition is presented in a manner that
can be readily communicated.
As programmes develop, it is beneficial at certain points to verify that the
outputs being progressed will still achieve the intended outcomes. Das
Management Services can undertake impartial objective reviews/audits at key
decision points with particular reference to whether risks have been
comprehensively identified and mitigation strategies are in place. If necessary,
we are able to provide advice on the restructuring of the programme to minimise
where possible investors’ and other stakeholders exposure. We also coordinate
and facilitate workshops and interviews during programme completion appraisal
verifying that outcomes have been achieved and documenting key lessons for
systematic incorporation in future programmes.
outputs being progressed will still achieve the intended outcomes. Das
Management Services can undertake impartial objective reviews/audits at key
decision points with particular reference to whether risks have been
comprehensively identified and mitigation strategies are in place. If necessary,
we are able to provide advice on the restructuring of the programme to minimise
where possible investors’ and other stakeholders exposure. We also coordinate
and facilitate workshops and interviews during programme completion appraisal
verifying that outcomes have been achieved and documenting key lessons for
systematic incorporation in future programmes.
In organisations that regularly undertake programmes we are able to assist Clients in establishing a Programme
Management Office tailoring the structure and systems to the Client’s particular needs.
Management Office tailoring the structure and systems to the Client’s particular needs.
We adopt the following definitions for a Programme, Programme Portfolio and a Programme Management Office.
We adopt the following definition of a Project to.
Don`t be afraid to take a big
step when one is indicated.
You can`t cross a chasm in
two small steps.
David Lloyd George
1863-1945, British Minister
of War
step when one is indicated.
You can`t cross a chasm in
two small steps.
David Lloyd George
1863-1945, British Minister
of War