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Managing Successful ProgrammesAn Overview

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Copyright © Pearce Mayfield Associates Ltd MMIV

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Managing Successful Programmes

A Briefing to the Health Informatics SIGMoorfields Eye Hospital

22nd September 2004

Patrick Mayfield

My Proposition:

Programme Management better respects the complexity of the change you are in,

andIt exercises appropriate adaptive management of change


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Benefits

1. Greater control over the chaos

2.More humane engagement with the people involved

3. Realising real performance benefits

On outline of this Briefing


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OGC Pedigree

Office of Government CommerceLaunched 1999Similar examination and accreditation systems to PRINCE2TM

“The Map is not the Territory”Mahan KhalsaLet’s Get Real or Let’s not Play

“The Map is not the Territory”Mahan KhalsaLet’s Get Real or Let’s not Play


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Motion without Movement

Reactingto the latest

driver

Reactingto the latest

driver

Unaligned initiatives

Unaligned initiativesOutcomes

without benefits

Outcomeswithout benefits

CurrentCapabilityCurrent

Capability

The Capability Gap

Time

Str

ate

gy –

Perf

orm

an

ce a

gain

st K

PI’

s TargetOperation

CurrentOperation

CAPABILITY GAP


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Programme Management and the Capability Gap

Key milestones

Str

ate

gy –

Perf

orm

an

ce a

gain

st K

PI’

s TargetOperation

CurrentOperation

Operational plansrefocused

Projects aligned tostrategic objectives

Managethis withProgrammeManagement

Obeng’s 4 Types of Change

On a Quest Paint byNumbers

WalkingIn a Fog

MakingA Movie

On a Quest Paint byNumbers

WalkingIn a Fog

MakingA Movie

KnowWhat

Don’tKnowWhat

KnowHow

Don’t KnowHow


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MSP – in 3 Dimensions

(eg. Stakeholder Mgt,Benefits Mgt)


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Vision Statement

Blueprint

Business Case

Organisation

Project Portfolio

Benefit Profiles

Stakeholder Map

Programme Mandate

Programme Brief

ProgrammeDefinition

Benefits Realisation Plan

Programme Plan

Plans

Risk Log

Communications Plan

Issue LogTools

Quality Mgt

Stakeholder Mgt

Issue Resolution

RiskMgt

Benefits Mgt

Resource Mgt

Planning & Control

ProgrammeGovernance

Defining aprogrammeDefining a

programme

Defining aprogrammeDefining a

programme

Governing a programmeGoverning a programme

Closing aprogrammeClosing a

programme

Managing theportfolio

Managing theportfolio

Managing benefitsManaging benefits

Programme Mandate

Identifying aprogramme

Identifying aprogramme

Completion of programme

Delivering capability

Realisingbenefits

Programme Definition, strategies and plans

Programme Brief

Review points


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MSP Topic Principles

Organisation & Leadership

Benefits Management

Stakeholder Management

Risk Management & Issue Resolution

Quality Management

Planning & Control

Business Case Management


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ProjectDeliveryTeams(PRINCE2)

Sponsoring Group

SeniorResponsible

Owner (SRO)

ProgrammeManager

BusinessChange

Manager(s)

ProgrammeOffice Delivering

Capability

Operational Units

EmbeddingChange

Programme Organisation & Leadership

A Benefits Model

Improved selection from applicant pool

Increased attraction of appropriate

candidates to apply and accept

Better understanding of the recruitment

requirements by HR

Improved integration of new recruits

To improve the recruitment of the

right number of the right people, at the right time to meet current and future business needs

Improved communication

Happier people

Clearer expectations

More attractive conditions

Increased applications

Clearer induction process

Better selection criteria

Enabler

Enabler

Enabler

Better career development

Improved schools liaison

Enablers Intermediate Benefits End Benefits End Goal


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Projects v Programmes: A Continuum

Single, SelfSingle, Self--containedcontainedMain DeliverableMain Deliverable

‘‘ClosedClosed’’

Multiple, Interrelated,Multiple, Interrelated,Different Kinds of DeliverablesDifferent Kinds of Deliverables

‘‘ContainedContained’’


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Internal or external business environment (political, economic, sociological, technological)

Programmesdefine, scope and prioritise

Projects and related activities

initiate, monitor and align

New or transformed business operations, services and capability

deliver and implement

Outcomes achieved and benefits realised

Strategies, policies, initiatives and targets

influence and shape

Critical Success Factors of a Programme

Clear & Consistent VisionClear & Consistent Vision

CoCo--ordinated ordinated ProjectsProjects

Transition to OperationsTransition to Operations

Focus on Benefits Focus on Benefits & threats to them & threats to them


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Programme Critical Success Factors

0.00

0.50

1.00

1.50

2.00

2.50Vision CSF

Benefits CSF

Coordinated Projects CSF

Transition Mgt CSF

Group Average Your Average


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My Proposition:

Programme Management better respects the complexity of the change you are in,

andIt exercises appropriate adaptive management of change

Benefits

1. Greater control over the chaos

2.More humane engagement with the people involved

3. Realising real performance benefits


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+44 (0)1235 227 252

www.pearcemayfield.com

MSP™ and PRINCE2™ are trademarks of the Office of Government Computing. Pearce Mayfield has rights to use these trademark under its licence as an Accredited Training Organisation.This document is the Copyright © of Pearce Mayfield Associates Limited. If you wish to copy or receive this

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msp seminar briefing 1 - bcs.org€¦ · title: microsoft powerpoint - msp seminar briefing 1.01...

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