The 4 key elements of best practice programme design.
- 1. The 4 key elements of best practice programme design
- 3. Mentimeter Question 1: What is your job title?
- 4. Mentimeter Question 2: What industry do you work in?
- 6. Why invest in programmes? • Why isn’t project management sufficient? • What are the benefits for the investing organization(s)? • Multiple reasons (not types).
- 7. Scenarios and Examples • Innovation & Growth example: National Rail Network programme • Organizational realignment example: Charity programme • Effective delivery example: Bank compliance and adaptability programme • Efficient delivery example: Utilities maintenance and improvement programme
- 8. DESIGN APPROACH The design approach in the programme strategy answers the following questions: • How will the vision for the programme be agreed and approved? • How will the benefits for the programme be agreed and approved? • How will the target operating model be defined and approved? • How will the risks to achievement of the benefits be captured and prioritized?
- 9. Programme Design • Vision • Benefits • Target operating model • Risk Identification and Prioritization Vision Benefits TOM Risk Identification and Prioritization Design
- 10. Definition of a programme Vision Definition: Vision The desired future state of the investing organization(s) after the programme is completed.
- 11. Vision
- 12. “…the desired future state…” Vision statement Outward facing Understood by everyone To engage and gain commitment
- 13. Vision statement Snapshot of the future Stakeholder interests Easily understood Concise Compelling Why the status quo is not an option Avoid: • Timings • Detailed targets • Details that detract
- 14. Mentimeter Question 4: Does your organization use a programme management framework? If yes what is it?
- 15. Mentimeter Question 3: What programme role do you perform?
- 16. Definition: Target Operating Model A detailed description of the future state of the investing organization(s) after the programme has finished, including roles and responsibilities, culture, processes, technology, infrastructure, information and data, and knowledge and learning.
- 17. Target Operating Model “…the future organizational structure, its working practices and processes, the information it requires and the technology that supports its operations…”
- 18. Current and future states
- 20. Definitions: Benefits Benefit The measurable improvement resulting from an outcome perceived as an advantage by the investing organization(s) and which contributes towards one or more organizational objectives. Dis-benefit The measurable decline resulting from an outcome perceived as negative by the investing organization(s) and which detracts from one or more organizational objectives.
- 22. Path to Benefits “…the measurable improvement resulting from an outcome…”
- 23. Understanding Benefits • Stakeholder Impact • Timing
- 24. Measuring and realizing benefits Describe Observe Attribute Measure What is the Benefit What will be different Where will it occur How and when will it be measured These are the minimum contents of a benefit profile The remainder of the benefit profile will contain…?
- 25. Definition: Programme Risk An uncertain event that, if it occurs, will have an effect on the achievement of the programme’s objectives. The exposure of the programme’s objectives to risk is determined by multiplying the perceived likelihood of each threat or opportunity occurring by an estimate of the size of its impact on one or more of the objectives.
- 26. These include: • Stakeholder behaviours • Delivery performance of projects and other work • Emerging changes in the programme environment • Capacity of the organization to embed changes • Capability of the organization to embed changes Types of Programme Risk
- 27. Risk – at programme level “…an uncertain event that, if it occurs will have an effect on the achievement of programme objectives…” Causes • Facts now Events • Things that may happen Effects • The outcome of benefit that is at risk
- 28. Risk Appetite “The amount of risk the investing organization(s) is willing to accept…” • Enables limits of authority • Reflects corporate risk appetite • Expressed as tolerances (thresholds)
- 30. Purpose To record those uncertain events that would affect one or more programme objectives Typical contents Risk description Likelihood of the risk occurring Impact on the programme if the risk does occur Exposure of each risk (likelihood and impact multiplied together). Proximity of the risk Risk owner Risk responses (ideally with costs) Planned residual likelihood and impact (assuming responses are effective) Relevant dates Risk prioritization Risk register
- 32. 32 Design within the Lifecycle • Identify initial risks/issues • Document current target operating model • Develop outline vision, benefits and target operating model • Develop vision statement • Identify and validate benefits • Identify and prioritize risks • Develop target operating model • Develop design approach • Update target operating model • Refine and validate benefits • Measure benefits baseline • Ensure projects deliver outputs that contribute towards future state target operating model • Ensure intermediate operating model reached and make necessary adjustments • Refresh risk identification and prioritization • Assess progression to target operating model • Confirm status of operating model
- 41. Project and Senior Project Managers ✓ Helps you to develop a strategic mindset ✓ How to be adaptable and choose the most appropriate delivery mode ✓ Manage resources effectively ✓ Keeps you focussed on outcomes of benefit ✓ How to actively engage stakeholders and gain buy-in ✓ Teaches when to utilise a programme management approach ✓ How to deal with ambiguity ✓ Enables you to establish clear lines of communication with senior management How MSP 5th edition addresses challenges project managers and senior project managers face, enabling:
- 42. Conclusions • Programme Design • The Importance of a good vision statement • Creation of a robust Target Operating Model • Deal with ambiguity • Clarity about the drivers for the programme
- 43. Mentimeter Question 3: What have you learned or will do differently?
- 44. Mentimeter Question 3: What have you learned or will do differently?
- 45. Mentimeter Question 3: What have you learned or will do differently?
- 46. Mentimeter Question 3: What have you learned or will do differently?
- 47. Public Continued Professional Development (CPD) • CPD is enormously important to respondents, but less so for the wider organization. • Employers appear to offer little information on CPD. • Almost all project and programme managers see CPD as highly important to them. • Investing in CPD commonly involves taking up training courses, reading literature, and gaining formal qualifications.