PK JwD meta.xml'595327#F3F4F9XMind3.4.1.201401221918PK-, ' PK JwD content.xml /Managing Successful ProgramsProgrammes a Programme isa temporarily, flexible organisationcreated to coordinate, direct and oversee the implementation of a set of related projects and activitiesin order to deliver outcomes and benefitsrelated to the organisation's strategic objectivesa Programme is
a temporarily, flexible organisation
created 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 objectivesPrinciplesRemaining aligned with corporate strategyLeading changeEnvisioning and communicating a better futureFocussing on the benefits and threads to themAdding valueDesigning and delivering a coherent capabilityLearning from experiencePrinciples are:common factors that underpin the likelihood of successof any programme of transformational changeThey are derived from lessons learned in programmes that had both negative and positive resultsPrinciples are:
common factors
that underpin the likelihood of success
of any programme of transformational change
They are derived from lessons learned in programmes that had both negative and positive resultsGovernance ThemesOrganisationVisionLeadership & Stakeholder EngagementBenefits ManagementBlueprint Design & DeliveryPlanning & ControlBusiness CaseRisk & Issue ManagementQuality ManagementGovernance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and controlA Governance Theme is to help manage a particular aspect of the programme; the are core elements of an effective governance frameworkEach Governance Theme provides guidance and tools for the Transformational Flow activities.Governance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and control
A Governance Theme is to help manage a particular aspect of the programme; the are core elements of an effective governance framework
Each Governance Theme provides guidance and tools for the Transformational Flow activities.
Transformational FlowIdentifying a ProgrammeDefining a ProgrammeManaging the TranchesDelivering the CapabilityRealising the BenefitsClosing a ProgrammeTransformational Flow is:Processes.a route through the lifecycle of a programme from its conception through delivering the new capabilty, outcomes and benefits,on through the transition to the realised future stateand finally to the close of the programmeIterative, interrelated stepsTransformational Flow is:
Processes.
a route through the lifecycle of a programme
from its conception through delivering the new capabilty, outcomes and benefits,
on through the transition to the realised future state
and finally to the close of the programme
Iterative, interrelated stepsProgramme InformationBoundaryThose documents which set out hte direction of the programmeThose documents which set out hte direction of the programmeProgrammeThose documents that take the Boundary and put the detail specification around how the end game will be achievedThose documents that take the Boundary and put the detail specification around how the end game will be achievedGovernanceThose documents that set the standard and frameworks within which the programme will be deliveredThose documents that set the standard and frameworks within which the programme will be deliveredAdopting MSPPESTELCorrect framework?Business AlignmentGovernance integrationEmbeddingAssessment using P3M3Processes in Governance ThemesConfiguration management stepsIssue Management frameworkChange Control Basic StepsProgramme Risk Management Cycle / Risk management frameworkStakeholder Engagement CycleChange Process ModelBenefits management cycleBlueprint design ProcessScope of Programme Qualitynon document documentsDepency networkInfluence/interest matrixStakeholder attitudeStakeholder mapmond uit in STAKEHOLDER PROFILEmond uit in STAKEHOLDER PROFILEBenefits Distribution MatrixBenefit registeroptionaryoptionary
Corporate portfolioChange activitiesTransition PlanCriteriaProgramme DesirableAchievableViableBenefitsDescriptionObservationAttributionMeasurementInformationCompletenessTimelinessRelevanceBusiness Case ReviewingAffordableAchievableValue For MoneyOptions consideredJusitfiablecontingencyInformation to assist with managing benefitsCURRENCYACCURACYRELEVANCEBenefits realisation planReviewedTotal set validEnd benefits alignedall else documentedChangeKey operationalSupportStrategicSpeculativeEnd of programmeBlueprint completedBusiness Case safeBenefits self sustainingLas Tranche completedNo outstanding risks, issues(Premature Close agreed)Projecct in a Emergent Programme - CriteriaProximity to deliveryStrategic FitRe-use and adaptationwhat existijng projects to keep - pragmatic approachwhat existijng projects to keep - pragmatic approachFor Programme Plan DevelopmentLevel of detailTools to be usedPriority in programme schedulingOutput needed projectsResource requirementEarly benefit realisationSuccessful communicationsStakeholder Analysis (S)Message Clarity (M)System of message delivery (E)System of collection (Feedback) (F)Benefits management strategyTo check it is complete:Has the level of granularity for the Benefits Realisation Plan been defined?Have the relevant stakeholders been sufficiently engaged with the development of the strategy?Does the organisation have the necessary capabilities and capacity to deliver the strategy?Have appropriate accountabilities and responsibilities been identified and allocated?Is the strategy integrated with the other plans and strategies related to the programme?InteractionsPrinciples to flowPrincples to themesTheme to FlowQuestionsExamFoundationpraktitionerAdvanced2,5 houresOpen bookall written materialMSP CAre casusAdditional material 2 questions75 marks50%38 puntentrainer: 66%re registration praktitionerre registratinon advancedTransformational change to a future stateTransformational change to a future state
MSPProgrammesWhata temporarily, flexible organisationcreated to coordinate, direct and overseethe implementation of a set of related projects and activitiesin order to deliver outcomes and benefitsrelated to the organisation's strategic objectivesWhyfailure reasonsEnvironmentTypesVision-ledTo deliver a clearly defined visionTop downInnovation of strategic opportunityPublic sector- translation of political prioritiesTo deliver a clearly defined vision
Top down
Innovation of strategic opportunity
Public sector- translation of political prioritiesEmergentEvolves from concurrent uncoordinated projectsis transitoryEvolves from concurrent uncoordinated projects
is transitoryComplianceA 'must do' programmaNo choice because of external event such as legislationOutcomes expressed in terms of compliance, achievement and avoidance of negative implicationsA 'must do' programma
No choice because of external event such as legislation
Outcomes expressed in terms of compliance, achievement and avoidance of negative implicationsWhen MSPPredictability of outcome - Focus of the ChangeTechnology. engineering infrastructurePioneering production techniquesUnproven technologyScale of the implementationGlobalisation of servicesAdoption of technology that is new to the organisationSpecification Led Business TransformationAdaption of approaches used in similar organisationsChanges to organisational capability and behaviour Value chain changes, eg. outsourcing of servicesVolatility of the marketplaceInternal, external and customer behaviour