Programme management (sikander shaukat)

Value DynamicsValue Dynamics

Programme Management

Master Class

Sikander ShaukatBusiness Advisor

Jan 2013© 2013 Value Dynamics (strictly enforced). 2

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


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


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


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


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.


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.


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


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


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


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


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


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.


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


Manage

Decide on sitePlace orders

Appoint contractor

Meet

contract

ors Interior

design

Budget

Payment

Payment Payment

Strategy worksheetSometime a Milestone chart is sufficient


Cost estimation

… Use the strategy to estimate

� Number of people (resources) needed

� Materials needed

� Management personnel needed

� Other resources needed


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


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


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


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


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


Communication worksheet 2

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec


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


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


Managing Benefits worksheet


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


Managing risks worksheet


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


Project plan example


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


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


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


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


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


� 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)


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


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


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


Have success in your endeavour

Contact us if you need help

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