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Programme Management

Managing Successful Programmes (MSP) by Peter Carter Is programme management just multiple projects, managed together or is it more than that? The guidelines of MSP clearly show that it is much more than a disparate collection of projects acting independently. As with all investments, clearly defined success criteria will ensure that the investment is not wasted. But "Programmes are different from projects in that it is their outcomes that matter, not their outputs." Outcomes are the result of change that affects behaviours, and Benefits are the measurable and quantifiable improvements resulting from change. So Managing Successful Programmes (MSP) helps us to define where we want to get to and the way in which we need to get there. Before a programme is started the high-level strategic objectives for the programme should be defined. This is the Programme Mandate. This will have a number of levels of detail as the programme brief is defined but the Programme definition consists of the following:

Programme Management expert: Peter Carter Peter Carter is Managing Director of Corporate Information Systems Ltd, a UK firm providing consultancy and training services in business process reengineering and associated projects. For more information... Contact Peter Carter

Where do we want to get to?

Vision Statement

• What new capabilities will we have as a result of the programme?

Blueprint

• What will our business look like as a result of the programme? This may include its working practices, structures and processes.

Business Case

• What value will you receive from delivering the programme? This may be the summation of the project level business cases but it must align with the Blueprint and Vision Statement

Project Portfolio

• the list of all the sub-programmes, projects and activities that together will deliver the required capability described in the Blueprint.

Benefit Profiles

• a complete description of each benefit expected from the programme

Stakeholder Map

• a matrix showing all stakeholders and their particular interests in the programme

How do we manage the programme?

The programme may be sub-divided into tranches or identifiable stages. Each tranche will deliver a step change in capability after which the benefits gained can be assessed. Whether the definition is for a sub-programme or the whole, MSP calls the management of the programme "programme governance" and it is achieved by incorporating the following strategies.

Quality

• This should be on-going for the whole programme and should be an integral part of the day-to-day activities.

Stakeholders

• Success relies on co-operative contributions and support from all involved. Not all the players will see things the way you do but you must understand and address all views.

Issue resolution

• An event that requires management intervention to resolve.

Risks

• Something that is either negative or positive but which, if it occurs, might affect the course of the programme. When a risk happens it becomes an issue.

Benefits

Resources

Planning and control

How do we deliver the Programme?

The MSP approach includes :

Schedule

Benefits Realisation Plan

• The Schedule and Benefits Realisation Plan help to identify points where quick wins and identifiable benefits can be shown.

Communication Plan

The Schedule includes :

• The Project Portfolio
• Summary of risks and assumptions against successful delivery of the plan
• The relative sequencing of projects.

How do I pull all this together?

The administrative overhead to run MSP is immense. There are some software tools available on the market. C I Systems offer one of these, Aspyre, details of which are on Peter Carter's contact page.

If you would like more information, please contact Peter Carter.

(c) 2005 Peter Carter

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