APM Presents - Joining the dots - Programme Management in action
Download as PPTX, PDF8 likes4,653 views
The document outlines the elements of programme management, emphasizing coordination and integration of interdependencies through a dialogue-style exploration with case studies, notably from the UK MOD submarine dismantling project. It addresses key questions around the definition, execution, and challenges of programmes, aiming to deliver beneficial change within organizations. The presentation stresses the importance of stakeholder engagement, leadership, and clear governance in successfully managing and transitioning programmes.
APM Presents - Joining the dots - Programme Management in action
- 1. Joining the Dots Programme Management in action Introduction
- 2. Introduction
- 3. Approach We want to give an overview of the elements of programme management and how they integrate together. We will illustrate some of these elements or principles with case study material from an ongoing programme. The elements and case study will be explored using an dialogue style with interview questions. We welcome any additional questions from the floor as we proceed.
- 4. Joining the Dots One key theme of programmes is co-ordination and integration of interdependencies. Even in programme management itself there are many dots to join... What is a programme ? Why do a programme ? What makes up a programme ? How do we run a programme Who runs a ? programme ? When does a programme end ? What challenges are faced ?
- 5. What is a programme? Why do a programme? What makes up a programme? How do we run a programme? Who runs a programme? When does a programme end ? What challenges are faced ?
- 6. Development Concept Managing the Tranches Identifying a programme Definition Defining a programme Closure Closing a programme Project Delivery Delivering the capability Benefits Realisation Realising Benefits MSP is a registered trademark of Axelos Ltd.
- 7. Enabling Change Portfolio Benefits Value Assurance PMC Governance PMO ProgM Risk Knowledge People WIPM Contracts & Procurement
- 8. Who are we? John Chapman Programme Director for Touchstone Energy Experienced programme/project director & manager in international environments Author and co-author, including Gower Handbook of Programme Management Contributor to Managing Successful Programmes Committee member of ProgM and PMC SIGs Andrew Gray Principal Consultant at BMT Hi-Q Sigma Experienced programme/project manager in engineering product development and introduction Programme advisor to MOD Submarine Dismantling Project Committee member of ProgM SIG & member of APM / INCOSE Joint Working Group
- 9. The Case Study UK MOD Submarine Dismantling Project Description of case study
- 11. Definitions & Context APM A group of related projects and change management activities that together achieve beneficial change for an organisation. Managing Successful Programmes (MSP) 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 organisations strategic objectives.
- 12. Satisfying Business Needs Is there a business need? Is there a need for change? Is there an ability and culture for change? Is there a wider perspective of change? How can we… ... address complexity and uncertainty? ... manage tensions between corporate objectives, business as usual and change delivery? • Transformational Change • Specification-Led Change • Emergent Change
- 13. Change environment in the DE&S submarine portfolio Defence Reform Business as usual New operational capabilities
- 16. So why change?
- 18. Identify Is there a vision of a changed future? Is this a shared single vision? Is it in line with what is needed? What are the benefits to be gained? Who benefits, what do they benefit, how much benefit, when do they benefit? What is going to change? How are we going to bridge the gap from now to then? Where (and how) is transition to steady state to be achieved? Define a blueprint for the future
- 19. The Need SDP Single Statement of User Need
- 21. The SDP Change Vision
- 24. Define a programme Benefits What benefits can we achieve & when? Any quick wins? Outcomes What elements of the future state need to be put in place - is there a sequence? Tranches – step changes in capability What are the intermediate steps to achieve? Are there funding or decision gates? Are we driving down uncertainty? Define a dossier of projects What do we need to produce, how, when and who by? Do the right projects, do the projects right
- 29. How it works together Managing the Tranches
- 30. Create a clear structure in SDP
- 34. Responsibilities, roles & actors Governance and leadership Need strong integrated leadership and boundary scanning: Sponsor(ing Group), Senior Responsible Owner, Board Making the change Must be able to transition effectively to new practices: Business Change Manager(s) Managing integration & relationships The ringmaster around whom the performers interact: The Programme Manager An effective PMO Nobody notices a smooth running machine Engaging with stakeholders No programme exists in isolation: Know your stakeholders and their objectives; keep them informed
- 38. Transition and Realisation Generating outcomes & value Transitioning to the new state Embedding change in business-as-usual Realising the benefits
- 39. SDP Verification and Validation
- 42. Potential barriers A typical programme may have to consider how to address • Insufficient support • Weak leadership • Unrealistic expectation of capability & capacity • Insufficient focus on benefits • No real idea of future capability & how to get there • Little understanding or control over interdependencies • Poorly defined for communicated vision • Failure to change culture • Insufficient engagement of stakeholders • No boundary scanning
- 45. So what have we learnt?
- 46. Joined the dots to make a picture
- 47. SDP lessons to consider… so far
- 48. More information
- 49. Joining the Dots Programme Management in action Introduction
- 50. This presentation was delivered at an APM event To find out more about upcoming events please visit our website www.apm.org.uk/events
Editor's Notes
- #6: .