Mind the Programme Reality Gap bit.ly/progmnews See document(s): mind-programme-reality-gap, progmnews

1

Introduction

1.1 A bit about me

1.1.1

Visit my web site at: http://chanctonbury.org

1.2 Chanctonbury Associates

See document(s): chanctonbury.org

#eventroi: Help speakers engage and audiences participate in creating memorable events with high

impact and value

1.3 APM Community

1.3.1

Programme Management, Benefits Management & SIG Steering Group

2

Learning & Professional Development

2.1 Scene setting

2.1.1 History

"History repeats itself, has to, nobody listens" Steve Turner

"Learn from the mistakes of others. You can't live long enough to make them all" Eleanor Roosevelt

2.1.2 Learning matters!

The average attention span for human in 2013 was ... 8 seconds! [gold fish = 9 seconds]

See document(s): attention-span-statistics

If your audience could only remember one thing [and you'd be lucky]what would it be and why does it

matter? Garr Reynolds, Author & Speaker

See document(s): prepare

Kirkpatrick's Learning Evaluation Model

Level1 - Reaction

participants react favourably to the learning event

Level 2: Learning

participants acquire the intended knowledge, skills and attitudes based on their participation in the

learning event

Level 3: Behaviour

participants apply what they learned during training when they are back on the job

Level 4: Results

targeted outcomes occur as a result of learning event(s) and subsequent reinforcement

2.2 APM

2.2.1 Member Profession

Individuals

See document(s): Individual

Corporates

See attached file(s): Corporates -573 - Filter by Sector.xlsx

2.2.2 Body of Knowledge + See document(s): www.knowledge.apm.org.uk

2.2.3 APM [Online community]

Example Discussion on APM Web site / also LinkedIn Group

See document(s): mindmapping-key-skill-p3m-practitioners, groups

2.2.4

Connected Learning: APM Channels See document(s): assocpm

2.3 Other

2.3.1 LGA Knowledge Hub See document(s): knowledgehub.local.gov.uk,

projectandprogrammemanagementcommunityofpractice

2.3.2 Institute of Collaborative Working See document(s): www.instituteforcollaborativeworking.com

2.3.3 RICs See document(s): apmrics-guide-focuses-stakeholder-success

2.3.4 IPMA [Congress] See document(s): www.ipma2014.com

2.3.5 eVA in the UK See document(s): evaintheuk.org, archive

Programme Management

3

Strategic Thinking

3.1 Strategy 2020 See document(s): 2020

3.1.1 Vision: A world in which all projects succeed

3.1.2 "To position APM as the VOICE of the profession by building a movement of 500K

followers contributing to a turnover of £20m p.a."

3.1.3 Conditions for project success

Effective governance

Supportive organisations

Capable sponsors

Engaged user operators

Aligned supply chain

Capable project teams

Proven methods and tools

Competent project professionals

Appropriate standards

Secure funding

Commitment to success

3.2 Validating Strategies #APM Strategy See document(s): validating-strategies

3.2.1 PRUB: Organisations run Projects [& Programmes] that produce Results and enable

Users to create Benefits

3.2.2

Most strategies (90%) aren't actually strategies and cannot be understood by stakeholders. A

major problem is the "linguistics" of the strategies

3.3 Beyond Learning Objectives

3.3.1 Develop measurable objectives that link to the bottom line. Jack J Phillips & Patricia

Phillips See document(s): 1562865188

3.3.2

"In today's economy, if you cannot be shown to directly affect bottom-line strategic

objectives, you and your program risk being categorized as an 'endangered species'"

3.4 Government Major Projects Portfolio - GMPP

3.4.1 Peeling back the covers on government programmes See document(s): peeling-back-covers-government-programmes

See attached file(s): Lecture and Questions - edited mp3.mp3

3.4.2

Presentation to ProgM SIG, 18th June 2014

3.4.3 Slideshare.net See document(s): peeling-back-the-covers-on-government-programmes-power-point

3.5 Major Projects Authority See attached file(s): Major Projects Authority.pps

Learning Lessons

3.6 Common Causes of Failure See attached file(s): cpd-coe-ogcnaolessons-common-causes-of-project-failure.pdf

3.6.1 Lack of clear link between the project and the organisation's key strategic priorities,

including agreed measures of success

3.6.2 Lack of clear senior management and Ministerial ownership and leadership

3.6.3 Lack of effective engagement with stakeholders

3.7 Delivery Confidence - [Countermeasures]

3.7.1 Stakeholder engagement

Oxford Chapter [TVB] working group looking at practical guidance

See document(s): exploring-stakeholder-management-skills

Facilitation

Facilitation:a better way to agree! Tony Mann

See document(s): facilitation-a-better-way-to-agree-tony-mann

"The right tool for the job"

Facilitation Certification APMG

See document(s): facilitation.aspx

Multiwall Connect

See document(s): www.multiwallconnect.com

See document(s): IAP2 Spectrum_vertical.pdf

3.7.2 Benefits management See attached file(s): Benefits Realisation.pps

4

Final thoughts

4.1 "If you don't know where you are going, any road will get you there!" Alice in

Wonderland

4.2 "Culture eats strategy for breakfast" Peter Drucker

4.3 Nanos gigantum humeris insidentes [Latin]

4.3.1 "If I have seen further, it is by standing on the shoulder of giants" Isaac Newton

4.3.2 meaning ... Discovering truth by building on previous discoveries!

4.4 "It's behaviour stupid ... as Bill Clinton nearly said" Richard Bacon, MP

5

Conversation

5.1 Questions

5.2

5.3 Contact Details: merv.wyeth@chanctonbury.org See document(s): mailto:merv.wyeth@chanctonbury.org