collaboration, sharing knowledge and improving delivery within local government
DESCRIPTION
On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management. Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available. The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey. On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type. One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change. Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate. Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.TRANSCRIPT
1your partners in delivering successful change
Hilary SmallPrincipal consultant
Collaboration, sharing knowledge and improving delivery within local government
2
3
4
• Programmes may ‘emerge’• Often no clear ending• vision ‘fades’ or is overtaken
• Multiple types• embedded• isolate• portfolio
• Multiple roles• R&Rs often moulded around leadership
• Greater involvement with operations
The programme environment is difficult
5
6
7
• Ensure integration of change into business
• Realise benefits
• Monitor programme• Control programme
• Negotiate agreement• Champion change
• Manage governance• Direct communications
Strategy Stakeholder Resource Delivery and integration
© CITI Limited, 2013
• Facilitate vision / manage business case
• Determine blueprint• Structure programme
• Execute procurement / resourcing strategy
• Manage (internal) programme funding
• Manage programme resources
Areas of responsibility, key performance areas
Programme management activity is divided into four areas of responsibility, each with three or four key
performance areas (KPAs). KPAs have either a (broadly) external or internal focus
8
9
10
Accountabilities and responsibilities - fragment
Programme Sponsor
Programme Director
Programme Manager
Strategy Management:Facilitating the vision / managing business cases
Accountable for:the business vision and committing to the changes to the organisational capabilities entailed by the vision.
Accountable for:developing and maintaining the business case for the life of the programme.
Advises:on the development of the vision. Authorises:project business cases within the programme.
11
12
13
• Accountable: owns resources and decides how they should be used
• Authorise: formally accepts accountability
• Ensure: must take management action to make something happen
• Responsible: makes sure of something by doing it or delegating it
• Advise: is proactive but bears no responsibility for action; is judged expert
• Assure: checks that something is done (monitors / evaluates)
• Approve: assures as an expert in product / process
• Consulted: passive and bears no responsibility for action; is judged expert
• Informed: is kept aware of activities and actions
Extended RACI for programme governance
14
15your partners in delivering successful change
Thank you