Programme Management- INtrod Flashcards
(42 cards)
What is a programme
A temporary flexible orgaisation created to cordinate, dorect and oversee the implementation of related projects or activities in order to deliver outcomes of benefits. A programme can be regarded a group of interlinked projects operating under the direction of a common programme team
Different between programme and project
- Temporary but usually existing for a much shorter time
- It delivers one or more outputs according to a business plan
- It may or may not be part of a programme
WHat is a portfolio?
The collection of strategic processes and decisions that together enable the most effective balance of organisationa; changes and business as usual operations.
It collects relevant information about the organisations investment initiatives. ALigns delivery with strategic obejctives, business reuirmenyts and the organisations caperbility and maturity
Programme V project
Outcome driven V deliverable driven
Longer V shorter
Driven by vision of end stats V finite
No pathway V has a clear start and end start, with clear deliverables and scope
Realises benefits during and after V after the project closes
Difference between programmes V portfolios
FOCUS Concerned with the direction and delivery of of part of the business strategy V Concerned with the leadership/alignment of strategy
VISION/Blueprint: Programme boundary V whole org
BUSINESS CASE: Benefit realisation versus the benefits and costs V may not exist
BENEFITS: Benefits delivery V Org benefits that affect all areas linked to organisational goals
PLANNING: Delivering outcomes through tranches an dmanaging project interdepencies VOutcome dependency and managing conflict
RISK Managing agrregation of project risk and operational transition V Strategic and business continuity
ISSUE: Resolving interproject escalation/benefits delivery V Extend beyon programme boundaries
QUALITY: (Management processes) Control and Improvement V Portfolio alignment and effectiveness
STAEKHOLDER: All of organisation and key external influencers V strategic and external
What does MP do?
Monitors, assesses and manages both resources and solutions, intergates them into bsuiness operation and provides a context framework for the resources, projects and individuals involved
What 3 elements does MP align?
Business as usual environment
Corporate Strategy
Delivery mechanisms
Why use PM?
- High level strategic and strategic objectives are difficult to define
- Resources are scare
- Effectively manages large scale change within an organisation
- Common activities/ products across more than one project
- Uncertainty of change
- Is an requirement for overall improvement
What is the PM environment?
Internal/External Environment»_space;>(influences and shapes)»»Strategies, Policies, Initiatives and Targets»»(define, scope and prioritise)»»>Programmes»»(Initatiate, monitor and align)»»»>Project and related activities delivers new capabilities»»> (Implement and deliver)»»>Transition delivered and Outcomes achieved»»»>Transformed operation and service enables benefits realisation.
What are the 3 types of programmes
- Vision led
- Compliance
- Emergent
What is a vision led programme
- Define vision owned by SMT
1b. Top down in approach - Cross functional implications for the organisations operations
- Likely to focus on innovation/strategic opportunity created by the external environment
What is an emergent programme?
- Arises because of emergence of unco-ordinated projects
- Recignised that projects need direction in order to be able to deliver benefits/changes desired
- Transitory becomes a planned programme
What is a compliance programme?
- Must do as a result of external event or change
- Programme outcomes may be expressed in terms of compliance , avoidance of negative and achievement rather than measurable improvements in performance
Why do some programmes fail?
- Insuffient board level support
- Unrealistic expectations of organisational capacity
- Insufficient focus on benefits
- Absence of blueprint of future caperbility
- Failure to change working culture
- Poorly defined vision of future outcome
- insuffient engagement of stakeholders fail to achieve transformational change
What are some drivers for change (or for orgs to adopt transformational programmes)?
- adapt to changing market
- New sales channels
- Changes in economic environment
- Need for improving quality and delivery of products /services
- Developments to achieve globalisation
- Compliance
- Increase Competitiveness
- Developments in tech
- Opportunities from merges and aquisitions
- random events
- Changing or new strategics initiatives and policies
What areas are affected by drivers of change?
relationships with stakeholders Work patterns Culture Buisness processes Responsibilites Organistaional structire IT Vendors
What is the nature of programmes?
Specification led programmes
Business Transformation programmes
Political and societal change programmes
What is a specification led programme?
Led by the specification of the outputs required. E.g. making and delivering new facilities
What is a business transformation programmes?
Way the business functions. Vision led with desired outcomes and associated benefits
What is political and societal change programmes?
|Focused on improvements to society and governed by external factors. Level of predictability is low
Programme information
Level of information suffient to make the programme successful.
Roles, accountabilities and responsibilities
Processes, tools and techniques
Standards including legislation and policies
Criteria for measuring success
Definition of key terms
What are the 3 information baselines?
- Boundary
- Governance
3 Management
What is the boundary information baseline?
Sets out direction and scope of programme
What is the governance information baseline?
Sets the standards and frameworks in which the programme will be delivered.
Defines how the project will be managed
