programme management (sikander shaukat)
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Value DynamicsValue Dynamics
Programme Management
Master Class
Sikander ShaukatBusiness Advisor
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What is a programme
… Example
Programme Management Institute definition:
A temporary endeavour undertaken to create a unique product or service
… Example� Climb a mountain
� Go on an expedition
� Setup a business
� Build a hospital or school
… When we need it� When a lot of effort needed
� Investment and risk
� Lot of interrelated moving parts
� Many objectives
… Benefits of using a programme approach� Creating a repeatable approach
� Making an approach understandable through structure
� Reduces risk
� Achieve success
� Build learning and capability
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Challenges
… It is usual in a programme for the The manager has to continually balance … It is usual in a programme for the manager to work with many tensions
� Revisions
� Politics
� Costs
� Quality
� Add-ons
� Time
� Functionality
� Personal Agenda
Quality
Time
The manager has to continually balance
� Personal Agenda
… This translates into a triangle of
balance
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Cost
Time
7 keys to success
… Strong link to the good the project will achieve (benefits)
… Make the objectives and the functions clear
… Get commitment from stakeholders
… Get a champion who promotes the programme
… Good project plan
… Communicate well and frequently
… Get enough funding and resources
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GOSPA Framework
Level
of
eff
ort
Conceive“think of venture”
Define“outline it”
FinishExecute“Do the work”Any
Programmelifecycle
Goals & Objectives
Strategy & Work structure
Organisation
Benefits
Risks
Communication
Plans
GO
S
P
ProgrammeFramework
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Plans
Resources
Monitor & Control
Decisions & Action
Complete
P
A
Goals & Objectives
… Goal
� A single statement of what needs to be achieved
� Example
• build a critical care hospital• build a critical care hospital
… Objectives
� Think of the uses/usefullness (functionality) that needs to be delivered
� Example
• Within 2 hours of a major town
• Be able to treat 100 people at a time
• Have 5 theatres
• 20 Nurses
• 5 doctors
• Diagnosis labs
• Functions - Trauma & Intensive Care including Neo Natal, Paediatrics, coronary care, post operative, With a high dependency unit.
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Goals & Objectives Work sheet
… Goal
For a programme you are considering create a goal and objective statement (include benefits)
… Goal
�
… Objectives
1.
2.
3.3.
4.
5.
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Benefits Identification
… Benefits
� The number of people helped
� The cost eliminated – saved lives, reduced suffering, or actual financial cost
� The revenue earned – creating a better society, good will, care provided, reputation, fund � The revenue earned – creating a better society, good will, care provided, reputation, fund raising, fees charged
� The risks avoided – Prevention of sickness, non-functional or dependant people in the society, potential financial losses prevented
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Benefits worksheet
… Benefits� The number of people helped
For a programme you are considering create a goal and objective statement (include benefits)
� The number of people helped
� The cost eliminated – saved lives, reduced suffering, or actual financial cost
� The revenue earned – creating a better society, good will, care provided, reputation, fund
raising, fees charged
� The risks avoided – prevention of sickness, non-functional or dependant people in the society,
potential financial losses prevented
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Work structure
… Work structure
� Are the high level packages of work that need to be carried out to complete
the endeavour … A good means of discovery is to the endeavour
• These can be standalone projects in its
own right
� It includes the programme management related work such as direction, communication, reporting
� Each work structure must have deliverables or outcomes
� Produce a grid or a work related organisation chart
� Test integrity of each work package
• Clarity and boundaries
• Relevance
• Durability and sustainability
• Scale & growth
• Contractual relationships
• Sense the level of costs involved in • Sense the level of costs involved in
each
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Work structure example
Construct a building
Land & location
Site Acquire Permits
Construct
Architecture
Quantities Ordering
Contractor
Machines Materials Labour
Utilities
Heat & Light
Interior design
Finance
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Quantities Ordering Machines Materials Labour Heat & Light
Work structure work sheet
Construct a work structure chart for your programme
Think through how long each work package is likely to take
How many people its likely to need
Sense how much each is going to cost
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Strategy
… the sequencing ‘pattern’ of the work structure
… to practically and realistically move
… It is usually based on
� Rough estimate of time to complete each work package… to practically and realistically move
towards delivery of objectives and
outcomes
… Can group things based on outcomes or interim outcomes and especially release of benefits
… Not done on isolation – involve
each work package
� Dependencies between one work
package and an other
� Cost and income
� Other resources
� Public opinion or stakeholders position
� The need for speed in delivering the benefits
� Competition… Not done on isolation – involve
suppliers, experts, etc.
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Strategy example
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Land Locate Acquire Permits
Land
Build
Funding
SiteAcquire
Architec
ture
Permits
Quantiti
esOrder
Stage 1
funds
Stage 2
funds
Build
UtilitiesHeat & Light
Fixture &
Fittings
Stage 3
funds
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Manage
Decide on sitePlace orders
Appoint contractor
Meet
contract
ors Interior
design
Budget
Payment
Payment Payment
Strategy worksheetSometime a Milestone chart is sufficient
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Cost estimation
… Use the strategy to estimate
� Number of people (resources) needed
� Materials needed
� Management personnel needed
� Other resources needed
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Stakeholders
… Identifying the stakeholder
� All the people who you need
• As resources
• To bring along• To bring along
� Also think of all the people the
Programme is likely to affect
� Also the people in the sidelines observing
… Evaluate the stakeholders
… Stakeholder management plan
� Think of communication messages to
… Evaluation parameters
� Relationship to project
� Expectation from project
� Required delivery to project
� Attitude to project
� Importance of support
� Communication channel
� Management measure� Think of communication messages to
influence
� Ring fencing
� Giving a stake or getting them involved
� Using other more powerful stakeholders to manage
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Stakeholders worksheet
Fill in the stakeholder names in the form below
Then evaluate them (involve others in your project whom you trust)
Think of ways of managing
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Communication planning
… Communication is a two way process –listening and talking
… Communication plays a number of roles … For each audience consider
� Purpose… Communication plays a number of roles
including very importantly in relation to the stakeholder management plan
� It gains support from those who determine success
• Outwards and upwards
• Example
– Regulators
– Fund provider
– Suppliers
– Own managers
� Build team motivation and understanding of
� Purpose
� Message
� Level of listening
� Level of talking
� How often to communicate• How often you communicate (intensity)
depends on the needs and lifecycle of the
programme
� Build team motivation and understanding of
the vision, direction and the work to be done
• Internal and downwards
… The message can change as the programme lifecycle moves forwards
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Communication plan example
Stakeholder Daily Weekly Monthly Quarterly Purpose Message
Team 10 am Motivation and leadership
Share issues and problems
Fund providers Report on value
added
Information and assurance
Fund raising
Success reportRe state benefits
Contractors Progress report
Budget controlRisk management
Listen to progressRe assert timelines and
budgets
Colleagues Informal discussion
Get support and advice Progress & issues
Regulators Meeting Conformance & issues Standards being applied to the work
Findings of surveys and
audits
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Others
Use formats that suits your programme – e.g. a calendar based, task based, event based, phase based
Communication plan worksheet
Stakeholder Daily Weekly Monthly Quarterly Purpose Message
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Communication worksheet 2
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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Programme organisation
… Programme organisation tend to have different way of working than to running a day-to-day business
… Build an organisation suitable to the
scope and depth of the work
… Change it as the programme evolves
… Allocate clear objectives, deliverables and duties
� Purpose, responsibilities, deliverables
Programme Board/Steering
group
Programme manager
Expert advisorsWork
Package/Project Manager
Work Package/Project
ManagerProgramme Office
Control Finance Quality
� Purpose, responsibilities, deliverables
� Person specification (skills & attributes)
� Project specification
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One set-up used frequently
Managing benefits delivery
… Benefits are the only true measure of success� Defines the success criteria of the
programmeTools
� Provides the central reference point for decisions about scope, strategy, prioritisation
… Emphasises why something is being done (instead of what is being done)
… Business Case
… Benefits management plan� All work packages and projects should
be evaluated and prioritised against the benefits these will yield
� Trace the work packages to the benefits. Identify expected release date
� Assign people to deliver the benefits and those who will own the benefitsand those who will own the benefits
� Identify assumptions and test
� Track and measure release
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Managing Benefits worksheet
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Managing risks
… Helps to predict problems and plan ahead
� Reduces costs through early action
… Significantly improves chances of
… Identify –
� Classify risk according to the potential area of impact
� Example… Significantly improves chances of success
� Example
• Programme risk and operational risks
OR
• Goals, Objectives, Strategy, Plan,
Action (GOPSA)
… Analyse
� Impact and probability
� Preventative & mitigating actions
… Manage… Manage
� Assign accountability and review points
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Managing risks worksheet
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Project plans
… Planning is an iterative process
… It is a team effort that can involve experts
� Identify the activities
� Estimate the length of time required to
complete each one
� Establish start and timeexperts
… Is negotiated
� Identify the resources required to
complete each activity
• This drives your main costs
• Lack of availability may drive your timeline
• Identify your most critical resource (delay in
getting resources will delay project)
� Identify the dependencies and adjust start
and end time of activities accordingly
� Draw out a Gantt chart
� Identify the longest chain of activities
(critical path)(critical path)
� Add contingency
� Delay in the critical path activity will delay
project – monitor closely
� Plans are for use not for show
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Project plan example
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Reporting
… Why report
� To inform
� To stimulate action
… 7 Golden rules
� Tailor reports to your audience
� A picture paints thousand words – use graphs� To stimulate action
• Decisions
• Resources needed
• External issues
• Re-scheduling
� For legal/audit purposes
graphs
� Use of figures adds value – use
accurate numbers
� The value of the report is inversely proportional to its size
� Reports are for action – highlight exceptions and point to remedial
actions
� Ensure consistency and accuracy
� Link to management committees/meetings or milestonescommittees/meetings or milestones
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Progress report
Date:Programme Title:
Programme Manger:
Programme Status;
Summary
Reporting example
Benefits Map
Finances
Actions Next Period
School built
Curriculum
Recruit teachers
Recruit students
Run classes
Budget
£xxx
Spent
£xxx
Committed
£xxx
Run rate
£xxx
To plan
+ £xxx
Key Issues & decisions required
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Monitoring
… Always know where you are
� Use the control cycle
… Ability to influence programme
Actions
Problems?Re-plan
… Ability to influence programme decreases with time
… Forecasting
� Test the plan for sensitivity to
• Time
• Costs
• Resources
• Loss of contingency
� Determine causes of fluctuations
Master Plan
Pro-gramme
Activities
Progress Reports
Forecasts Completion
Actions
Deviation from plan
Control Cycle
� Determine causes of fluctuations
� Identify actions
� Make recommendations
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Monitoring (continued)
… Manage by exception
� Trust the project team
� Only respond to significant deviations
� Have a good information mechanism
… Control quality
� Have a quality plan
� Acceptance plan and agreed methods of testing� Have a good information mechanism
… Control changes
� Indentify originator
� Assess risk & cost/time/viability
� Approve or not
of testing
� Quality criteria in deliverables
� Performance specifications of product
� Refer to standards
… Configuration Control
� Library & catalogues
• Specification delivered
• Release numbers
• Version numbers• Version numbers
• Dates
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Cost Management
… Manage costs
� How reliable is the cost data
� How much value have you earned –what you have produced in relation to
Jan Feb Mar April Total
Budget 1000 1000 1000 1000 4000
Actual 1200 1200 2400what you have produced in relation to
costs
… Many advanced mechanisms for tracking financial performance
Actual spend
1200 1200 2400
Variance -200 -200 -400
Committed
500 500
Progress to date Forecast
… Simple method
� Establish monthly budget at start of the programme
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� Establish monthly budget at start of the programme
� During programme compare significant variance to this monthly budget
� Establish its impact on remainder uncompleted (forecast) programme
� Also compare committed, but not yet paid amounts
� Establish cause for the variance
� Take remedial action including re-planning
Managing contingency
… Keep contingency in block and not line items
… Distinguish between specific (risk … Distinguish between specific (risk based) and general
… Do not come under budget (seen as
poor performance)
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Influencing and Managing expectations
… Influencing strategies
� Use logic to overcome logical objections
… Stakeholder expectations
� Shape reality through programme outcomes, deliverables and benefits
• “We are fully engaged in delivering a,b,c
� Use emotion to overcome emotional
objections
� ‘Battlers’ –
• expose their reasoning,
• then expose their beliefs,
• finally expose the integrity of the person
� Beware the logical objection disguising an emotional reaction
• “We are fully engaged in delivering a,b,cwe cannot also start z”
� Reshape expectations to ensure they
match programme reality
• “If we do activity x first it will take longer
to do y”
� Review stakeholder analysis and use it
an emotional reaction
� Provide information and direction to
make your ideas their own
• People rarely fight their own ideas
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Decision making
… Understand
� The work do be done
� Who is responsible for what
� The stakeholder positions
… Keep ‘reporting’ and doing separate from making decisions
… Establish criteria for board vs. own � The stakeholder positions
� Team dynamics
� The organisation evolves
… Ensure reports & controls providing support for decision making
… Establish criteria for board vs. own decisions making. Based on
� Major changes
� Amounts above thresholds
� Risk to goals, strategies and benefits
� Changes in expectations
� Major blockers
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Finishing
… Beware
� Programme fizzle out when 95% of the work is complete
� Resources disappear to other projects
… Have a clearly punctuated and celebrated ending
… Have a final report� Resources disappear to other projects
� Management focus shifts
� Ensure time and cost don’t overrun the contracted sum
� Don’t rewrite benefits/success criteria
… Handover process and team
� Clear completion criteria
� Deliverables
� Programme sign off
… Have a final report
� Programme performance
� Organisation structure
� Team performance
� Techniques and tools
� Learning
� Programme sign off
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Have success in your endeavour
Contact us if you need help
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