FAO: Paul Naybour
Hi Paul,
Can you give me feedback on the below?
Programme management can be a vital enabler for an organisation in helping it deliver strategic change. It can do this in the following ways:
1. By their very nature, programmes consist of multiple projects that are interdependent of each other and when combined help the business achieve its strategic objectives. By focusing in this structured way, projects are not ad-hoc in nature, nor do they duplicate or contradict each other. In effect all projects are working towards delivering strategic change.
2. Programmes have a “vision”. This specifies the change required and activity within programmes is designed to achieve this vision.
3. Programmes have a strong sense of benefits management. This means the products delivered have real purpose and can quickly be deployed into business as usual; thus accelerating strategic change.
4. Programmes have a robust approach to risk management, thereby ensuring that issues impacting the programme are suitably mitigated or minimised and providing increased likelihood of delivering strategic change.
5. Programmes provide the business with greater levels of effective resource management, deploying the right resource to the right project at the right time. This stops “bottle necks” and delays; providing an increased likelihood of delivering strategic change.
Thank you Paul. Appreciate the feedback
Peter
For the exam we need examples too. So I would add the following to your answer
1.By their very nature, programmes consist of multiple projects that are interdependent of each other and when combined help the business achieve its strategic objectives. By focusing in this structured way, projects are not ad-hoc in nature, nor do they duplicate or contradict each other. In effect all projects are working towards delivering strategic change. For example a prgramme to improve the delivery of customer projects would ensure changes to IT systems are co-ordninated with the processes and procedures.
2.Programmes have a “vision”. This specifies the change required and activity within programmes is designed to achieve this vision. A programme manager will ensure that the projects fit with the programme vision. For example a transport improvement programme would ensure that all modes of transport were integrated.
3.Programmes have a strong sense of benefits management. This means the products delivered have real purpose and can quickly be deployed into business as usual; thus accelerating strategic change. For example a product development programme would make sure that sales staff are briefed about new products prior to launch.
4.Programmes have a robust approach to risk management, thereby ensuring that issues impacting the programme are suitably mitigated or minimised and providing increased likelihood of delivering strategic change. For example in a programme for a major sporting event the security issue would be managed in a consistent way across projects.
5. Programmes provide the business with greater levels of effective resource management, deploying the right resource to the right project at the right time. This stops “bottle necks” and delays; providing an increased likelihood of delivering strategic change. For example a programme to grow a business in an overseas market would ensure that ensur that resources were available for the countries or regions selected.