Joining the DotsProgramme Management in action

Introduction

Introduction

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.

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

?

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?

DevelopmentManaging the TranchesConcept

Identifying a

programme

DefinitionDefining a

programme

ClosureClosing a

programme

Benefits RealisationRealising Benefits

Project Delivery

Delivering the

capability

MSP is a registered trademark of Axelos Ltd.

Enabling Change

PortfolioBenefits

Value

Assurance

Governance

PMC

PMO

ProgM

Risk

People

Knowledge

WIPM

Contracts &Procurement

Who are we?

Programme Director for Touchstone EnergyExperienced programme/project director & manager in international environmentsAuthor and co-author, including Gower Handbook of Programme ManagementContributor to Managing Successful ProgrammesCommittee member of ProgM and PMC SIGs

John Chapman

Andrew GrayPrincipal Consultant at BMT Hi-Q Sigma

Experienced programme/project manager in engineering product development and introduction

Programme advisor to MOD Submarine Dismantling ProjectCommittee member of ProgM SIG

& member of APM / INCOSE Joint Working Group

The Case Study

Description of case study

UK MOD Submarine Dismantling Project

Definitions & ContextAPMA 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.

Satisfying Business Needs

Is there a need for change?Is there an ability and culture for change?Is there a wider perspective of change?

Is there a business need?

... address complexity and uncertainty?

... manage tensions between corporate objectives, business as usual and change delivery?

How can we…

• Transformational Change• Specification-Led Change• Emergent Change

Change environment in the DE&S submarine portfolio

Defence Reform

Business as usual New operational capabilities

Programme vs Project

So why change?

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?

Define a blueprint for the future

Where (and how) is transition to steady state to be achieved?

The Need

SDP Single Statement of User Need

Change vs Steady-State

The SDP Change Vision

Define a programme

Benefits

Outcomes

Tranches – step changes in capability

Define a dossier of projects

Do the right projects, do the projects right

What benefits can we achieve & when? Any quick wins?

What elements of the future state need to be put in place - is there a sequence?

What are the intermediate steps to achieve? Are there funding or decision gates? Are we driving down uncertainty?

What do we need to produce, how, when and who by?

Identifying SDP projects

Defining the Tranches

How it works together

Managing the Tranches

Create a clear structure in SDP

Manage SDP Interdependencies

Responsibilities, roles & actorsGovernance and leadership

Making the change

Managing integration & relationships

Engaging with stakeholders

An effective PMO

Need strong integrated leadership and boundary scanning: Sponsor(ing Group), Senior Responsible Owner, Board

Must be able to transition effectively to new practices:Business Change Manager(s)

No programme exists in isolation:Know your stakeholders and their objectives; keep them informed

The ringmaster around whom the performers interact:The Programme Manager

Nobody notices a smooth running machine

Engaging the public

Transition and Realisation

Generating outcomes & value

Transitioning to the new state

Embedding change in business-as-usual

Realising the benefits

SDP Verification and Validation

Potential barriers

• 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

A typical programme may have to consider how to address

SDP External Forces

So what have we learnt?

Joined the dots to make a picture

SDP lessons to consider… so far

More information

Joining the DotsProgramme Management in action

Introduction

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