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

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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