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Home > Typical Assignments > Programme Management
Programme Management
Introduction
Success in delivering large and often quite complex portfolios of projects and programmes requires a flexible, practical and effective approach to Programme Management that fits culturally with the organisation. At the very heart of this discipline lies a Programme Office Capability which acts as a powerful focal point for capturing intelligence and managing strategic as well as day to day delivery. This paper sets out an overview of entiers approach and track record of working in this vital area with organisations
Business Issues
"We know it’s complex but we need to deliver more, cheaper and faster and without the duplication" is a pressure that many of our clients frequently find themselves operating under within their project world. Indeed, in some organisations there is no recognisable project world, simply a collection of silo based activities that attempt to deliver against this backdrop as well as a pressure to support demanding “Business as usual” targets in parallel. Building or re-building an effective Programme Management Capability quickly without stopping project delivery is a challenge in itself, particularly when there is a need to fit the approach around an existing culture. Top-level Senior Managers frequently struggle to get the Governance balance right. Too much control, not enough direction, inadequate information to make informed decisions quickly are common symptoms they find themselves dealing with.
Approach
At entier we use an approach that we have proven time and time again. This (by necessity) commences with putting a basic project and programme architecture in place that sets up clear and powerful accountabilities at all levels. Our tools and approaches that underpin this are simple in nature but have the flexibility to accommodate existing practises and cultures. Overlay this with a selection of appropriate but basic tools that support change management activity (and establishing a Programme Management capability is a change in itself) allows a transformation in just a few weeks. One fundamental principle of the approach lies in its recognition that every organisation is unique and requires some degree of tailoring of the approaches used.
For example, one client found themselves trying to plan out a large and complex set of projects against a very changing and fluid strategy and market place. It knew broadly its direction and aspiration but needed to flex its approach and priorities along the way. By introducing a planning technique that provided a longer term radar scope as well as tight disciplines around the short term delivery we overcame the problem. It allowed the organisation to focus its efforts on practical delivery of foundational building blocks rather than supporting a small industry of detailed long term planning activity that constantly changed.
Outcomes
Within a few weeks we frequently receive feedback from Client Senior managers that confirms; it is often painful but a very worthwhile transition resulting in numerous positive outcomes:
- They feel in control of the programme
- Risks are clear and managed improving the chance of successful delivery
- Staff and management alike are clear on roles and accountabilities
- Decisions are made more quickly and in a context where the necessary information is on hand to support them
- Direction of travel is clear and communicated
- Duplications and gaps are removed
- Delivery is quicker and more efficient.
- entier has direct experience of assisting clients to create a Programme management in organisations as diverse as HM Revenue & Customes, Dixons Group, Barclaycard to Egg PLc as well as the Healthcare Commission.
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