Programme Management is an approach to managing change anddelivering business benefits from a set of related projects. Programmesare becoming increasingly important as a management tool forintegrating complex activities into a comprehensive unit of focusedeffort and delivery. Many organisations have adopted projects andproject management as the vehicle for delivering new or changedbusiness capability. Harnessing these projects into a coherentimprovement process is a constant challenge. The objective for aprogramme is to co-ordinate the delivery from a specific set ofprojects such that the programme can achieve more than just theoutcomes from its projects, it can deliver measurable benefits that canbe realised within the timescales of the programme as well asafterwards.
The OGC, that created PRINCE2, also have created Managing Successful Programmes (MSP) framework. Managing Successful Programmesdescribes how to identify the vision (the Vision Statement) for theprogramme, which may be to deliver a new service, or to perform thesame service but in a more efficient way, or simply to be better thanthe competition. The way the organisation will achieve the VisionStatement is defined by the programme’s Blueprint and the ProjectPortfolio. The Blueprint is a detailed description of the businessprocesses, people, data, information systems and facilities that willdeliver the capability expressed in the Vision Statement. The ProjectPortfolio is the collection of projects set up to deliver the newcapabilities that, when implemented, will enable the organisation toachieve the Vision Statement.
Managing Successful Programmes identifies the following principlesof effective programme management and suggests how to put them intopractice.
Programme Management Organisation - giving people clear roles, responsibilities, leadership and lines of communication. There is a Sponsoring Group of senior executives including the Programme Director with ultimate accountability
Programme planning - using a Programme Plan to ensure that control is established and maintained
Benefits management - identifying, optimising and tracking expected benefits to ensure they are achieved
Stakeholder management - ensuring all interested parties are appropriately involved in the programme
Issue management and Risk management - having strategy for dealing with current and anticipated problems
Quality management - ensuring that the end products of the programme are fit for purpose
Configuration management - keeping monitoring information about the programme up-to-date and accurate
Audit - ensuring that technical, statutory, contract and accounting standards are used
The OGC, that created PRINCE2, also have created Managing Successful Programmes (MSP) framework. Managing Successful Programmesdescribes how to identify the vision (the Vision Statement) for theprogramme, which may be to deliver a new service, or to perform thesame service but in a more efficient way, or simply to be better thanthe competition. The way the organisation will achieve the VisionStatement is defined by the programme’s Blueprint and the ProjectPortfolio. The Blueprint is a detailed description of the businessprocesses, people, data, information systems and facilities that willdeliver the capability expressed in the Vision Statement. The ProjectPortfolio is the collection of projects set up to deliver the newcapabilities that, when implemented, will enable the organisation toachieve the Vision Statement.
Managing Successful Programmes identifies the following principlesof effective programme management and suggests how to put them intopractice.
Programme Management Organisation - giving people clear roles, responsibilities, leadership and lines of communication. There is a Sponsoring Group of senior executives including the Programme Director with ultimate accountability
Programme planning - using a Programme Plan to ensure that control is established and maintained
Benefits management - identifying, optimising and tracking expected benefits to ensure they are achieved
Stakeholder management - ensuring all interested parties are appropriately involved in the programme
Issue management and Risk management - having strategy for dealing with current and anticipated problems
Quality management - ensuring that the end products of the programme are fit for purpose
Configuration management - keeping monitoring information about the programme up-to-date and accurate
Audit - ensuring that technical, statutory, contract and accounting standards are used
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