Managing Successful Programmes
Written by: Rob Llewellyn
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Date: Sun, 5 Jul 2009 |
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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 flexible and temporary organisation which is set up to direct, coordinate and oversee the implementation of a set of related projects in an effort to deliver benefits and outcomes related to the strategic objectives of the organisation.
A project is also a temporary organisation which will deliver one or more outputs in accordance with a specific 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.
With that out of the way, the Office of Government Commerce (OGC) has a framework known as 'Managing Successful Programmes' (MSP). This framework provides proven programme management best practice for successfully delivering transformational change.
Organisations which have embraced MSP have enjoyed the benefits of transforming themselves successfully as opposed to being amongst those that suffer painful or failed transformation.
Nowadays, more and more C-level executives are recognising programme management as a powerful tool, which can, facilitate 'successful' transformation programmes as opposed to ugly monsters that get out of control and wreak havoc within the organisation.
Programme management aligns corporate strategy, business-as-usual and the delivery mechanism for change. These are three vital 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 are still wondering why you should adopt programme management, consider the fact that most organisations are likely to fail to deliver change successfully if there is:
- insufficient board-level support
- poor leadership
- unrealistic expectations of the organisational capacity and capability
- not enough focus on benefits
- no clear picture of the future capability
- a poorly defined/communicated vision
- lack of desire to change the organisation's culture
- poor stakeholder engagement
MSP provides a structured framework that 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 like the one above at www.llewellyn-group.com
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