Before I start on the subject of programme management let me to clarify what a project is and what a programme is. This is because these two words are used so interchangeably across many organisations around the world with people calling a project a programme and vice versa.
by RobLlewellyn
Before I start on the subject of programme management let me to clarify what a project is and what a programme is. This is because these two words are used so interchangeably across many organisations around the world with people calling a project a programme and vice versa.
A programme is a temporary and flexible organisation which is formed 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 organisation's strategic objectives.
A project is a temporary organisation which is created to deliver one or more outputs in accordance with a business case.
Projects create outputs and Programmes create outcomes, and programme management does not replace the need for good project managers. A programme acts as an umbrella under which projects can be coordinated and integrated in order to deliver an outcome which is the sum of the projects' parts.
The UK Office of Government Commerce (OGC) has a framework callde 'Managing Successful Programmes' (MSP). The MSP framework provides proven programme management best practice for successfully delivering transformational change.
Organisations that have embraced MSP have enjoyed the benefits of transforming themselves successfully as opposed to being amongst those that suffer unsuccessful transformation.
These days, more and more C-level executives are recognising programme management as a powerful tool, which when used well, can facilitate 'successful' transformation programmes as opposed to ugly monsters which get out of control and wreak havoc.
At the highest level, programme management aligns corporate strategy, business-as-usual and the delivery mechanism for change. These are three critical elements which must align if transformation is to be successful.
MSP principles represent success factors that underpin the likelihood of successful transformational change programmes. These seven principles have been derived from lessons learned in both the public and private sectors.
Positioned within the seven principles are nine governance themes which help put in place the right leadership, delivery team, organisation structures, controls and control information to optimise the likelihood of delivering the planned outcomes and benefits.
Then finally comes the transformational flow which provides a path through the programme lifecycle from conception to closure.
If you're still asking 'why should I use programme management?' consider the fact that most organisations are likely to fail to deliver change successfully if there is:
- a lack of board-level support
- insufficient leadership
- unrealistic expectations of the organisational capacity and capability
- a lack of focus on benefits
- no clear picture of the future capability
- a poorly defined/communicated vision
- lack of desire to change the organisation's culture
- insufficient stakeholder engagement
MSP provides a structured framework which can help organisations avoid these pitfalls and achieve their goals.
About the Author:
Rob Llewellyn is an independent programme management consultant helping governments and leading organisations in Europe, the Middle East and Australia. Visit his web site to read more articles about project and programme management at www.llewellyn-group.com
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