Program Management - Free

E
s
s
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c
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p
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h
a
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f

d
o
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.

W
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p
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e
d
i
c
t
.
.
.

:

W
e

h
o
p
e

t
o

G
o
d
!

S
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u
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b
u
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n
o
t

i
n
s
u
r
m
o
u
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a
b
l
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p
r
o
b
l
e
m
s
.

:

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l
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t
a
k
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a

m
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a
c
l
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.
.
.
B
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a
g
r
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m
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n
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h
a
s

b
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n

r
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a
c
h
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d
.

:

T
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e

@
#
#
$
%
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'
s

w
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'
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f
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:

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p
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.

:

N
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a
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.

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:

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b
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a
n
y
m
o
r
e
.

In the beginning was THE PLAN.

And then came The Assumptions.

And The Plan was without substance.

And The Assumptions were without form.

And darkness was upon the face of the

Workers.
And they spoke among themselves, saying,

'It is a crock of s--t, it stinks.'

And the workers went unto their Supervisors,

and said,

'It is a pail of dung, and none may abide the
odour thereof.'
And the Supervisors went unto their Managers, saying

'It is a container of excrement, and it is very strong,
such that none may abide it.'
And the Managers went unto their Directors, saying,

'It is a vessel of fertiliser, and none may abide its strength.'
And the Directors spoke among themselves saying one to another,

'It contains that which aids plant growth, and it is very
strong.'
And the Directors went to the Vice-Presidents, saying unto them,

'It promotes growth, and it is very powerful.'
And the Vice-Presidents went to the President, saying unto him,

'This new plan will actively promote the growth and

vigour of the company, with powerful effects.'
And the President looked upon The Plan, and saw that

it was good.

And The Plan became policy.

And that is how S--t happens.
Good,
butperhaps a
little more
detail here ?
P
r
o
g
r
a
m
m
e

M
a
n
a
g
e
m
e
n
t
Simon Harris, PMP, CGEIT, IPMA-D, P2
L
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M
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L
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2
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1
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P
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k
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W
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d
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P
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M
a
n
a
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e
r
D
O
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P
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je
c
t

M
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a
g
e
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s

a
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a

f
o
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u
n
a
te

lo
t
,
f
o
r
,
a
s

e
v
e
r
y
o
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e

k
n
o
w
s
,
a
p
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o
je
c
t

m
a
n
a
g
e
r
h
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n
o
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h
in
g

to
d
o
;

t
h
a
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is
,
e
x
c
e
p
t
.
.
.
T
o

d
e
c
id
e
w
h
a
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is

t
o

b
e
d
o
n
e
;

to

t
e
ll
s
o
m
e
b
o
d
y

t
o
d
o

it
;

t
o

lis
t
e
n

t
o
r
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a
s
o
n
s

w
h
y

it

s
h
o
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ld

n
o
t

b
e
d
o
n
e
,

w
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y
it

s
h
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ld

b
e

d
o
n
e

b
y

s
o
m
e
b
o
d
y

e
ls
e
,
o
r

w
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y
it

s
h
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ld
b
e
d
o
n
e
in

a

d
if
fe
r
e
n
t
w
a
y
;
a
n
d

t
o
p
r
e
p
a
r
e

a
r
g
u
m
e
n
t
s

in
r
e
b
u
t
t
a
l
t
h
a
t
s
h
a
ll
b
e
c
o
n
v
in
c
in
g
a
n
d

c
o
n
c
lu
s
iv
e
.

A
n
d

t
h
e
n
:
T
o

f
o
llo
w

u
p

t
o
s
e
e

if

th
e

th
in
g
h
a
s

b
e
e
n

d
o
n
e
;

to
d
is
c
o
v
e
r
t
h
a
t
it

h
a
s

n
o
t

b
e
e
n
d
o
n
e
;
t
o
e
n
q
u
ir
e

w
h
y

it

h
a
s
n
o
t

b
e
e
n

d
o
n
e
;

t
o

lis
te
n

t
o
e
x
c
u
s
e
s

f
r
o
m

t
h
e

p
e
r
s
o
n
w
h
o

d
id
n
o
t

d
o

it
;
a
n
d

t
o

th
in
k
u
p

a
r
g
u
m
e
n
ts

t
o
o
v
e
r
c
o
m
e

th
e

e
x
c
u
s
e
s
.

A
n
d

t
h
e
n
:
T
o

f
o
llo
w

u
p

a
s
e
c
o
n
d

t
im
e

t
o
s
e
e

if

t
h
e

t
h
in
g

h
a
s
b
e
e
n

d
o
n
e
;
t
o
d
is
c
o
v
e
r

t
h
a
t

is

h
a
s

b
e
e
n
d
o
n
e

in
c
o
r
r
e
c
t
ly
;

to

p
o
in
t

o
u
t

h
o
w

it

s
h
a
ll b
e

d
o
n
e
;

t
o
c
o
n
c
lu
d
e

t
h
a
t
a
s

lo
n
g
a
s
it

h
a
s
b
e
e
n
d
o
n
e

it

m
ig
h
t

a
s
w
e
ll
b
e
le
f
t
a
s

it

is
;

t
o
w
o
n
d
e
r
if

it

is
n
o
t

t
im
e

t
o

g
e
t
r
id

o
f

t
h
e

p
e
r
s
o
n

w
h
o

c
a
n
n
o
t

d
o
a

th
in
g

c
o
r
r
e
c
t
ly
;

t
o
r
e
f
le
c
t

t
h
a
t

in
a
ll
p
r
o
b
a
b
ility
a
n
y

s
u
c
c
e
s
s
o
r
w
o
u
ld

b
e

ju
s
t
a
s

b
a
d
,
o
r

w
o
r
s
e
.

A
n
d

f
i
n
a
l
l
y
:
T
o

c
o
n
s
id
e
r

h
o
w

m
u
c
h
m
o
r
e

s
im
p
ly

a
n
d
b
e
t
te
r

t
h
e

th
in
g

w
o
u
ld
h
a
v
e
b
e
e
n
d
o
n
e
h
a
d

h
e
d
o
n
e

it

h
im
s
e
lf

in

th
e

f
ir
s
t
p
la
c
e
;

to
r
e
f
le
c
t

s
a
t
is
fa
c
to
r
ily

th
a
t

if

h
e
h
a
d

d
o
n
e
it

h
im
s
e
lf
h
e

w
o
u
ld

h
a
v
e

b
e
e
n
a
b
le

t
o

d
o

it
r
ig
h
t

in
2
0

m
in
u
t
e
s

a
n
d

t
h
a
t
a
s

th
in
g
s
t
u
r
n
e
d

o
u
t,
h
e
h
im
s
e
lf

s
p
e
n
t

tw
o
d
a
y
s

t
r
y
in
g

to

f
in
d

o
u
t

w
h
y

it
is

th
a
t

it
h
a
s
t
a
k
e
n
s
o
m
e
b
o
d
y

e
ls
e

t
h
r
e
e

w
e
e
k
s

t
o
d
o

it

w
r
o
n
g
.

T
o

r
e
a
lis
e

th
a
t

s
u
c
h

a
n
id
e
a
w
o
u
ld
h
a
v
e
a
v
e
r
y

d
e
m
o
r
a
lis
in
g

e
f
f
e
c
t
o
n
t
h
e
p
r
o
je
c
t

te
a
m
,

b
e
c
a
u
s
e

it
w
o
u
ld

s
t
r
ik
e
a
t

th
e

v
e
r
y

fo
u
n
d
a
t
io
n
o
f
t
h
e
b
e
lie
f

o
f
a
ll
e
m
p
lo
y
e
e
s
t
h
a
t
a
p
r
o
je
c
t
m
a
n
a
g
e
r
h
a
s
n
o
t
h
in
g

t
o
d
o
.

S
l
i
p
:

B
e
i
n
g

f
i
r
s
t

a
t

t
h
e

b
a
r
F
l
o
a
t
:

R
e
m
a
i
n
i
n
g

B
e
e
r

k
i
t
t
y
M
i
l
e
s
t
o
n
e
:

P
a
u
l

b
u
y
s

a

r
o
u
n
d
A
w
o
m
a
n
in
a
h
o
t a
ir
b
a
llo
o
n
w
a
s
lo
s
t. S
h
e

re
d
u
c
e
d
a
ltitu
d
e
a
n
d
s
p
o
tte
d
a
m
a
n

b
e
lo
w
S
h
e
d
e
s
c
e
n
d
e
d
a
b
it m
o
re
a
n
d
s
h
o
u
te
d

"E
x
c
u
s
e
m
e
, c
a
n
y
o
u
h
e
lp
?
I p
ro
m
is
e
d
a
frie
n
d
I w
o
u
ld

m
e
e
t h
e
r a
n
h
o
u
r a
g
o
, b
u
t I d
o
n
't k
n
o
w
w
h
e
re
I a
m
.
T
h
e
m
a
n
re
p
lie
d
: "Y
o
u
a
re
in
a
h
o
t a
ir b
a
llo
o
n
h
o
v
e
rin
g
a
p
p
ro
x
im
a
te
ly
3
0
fe
e
t a
b
o
v
e
a
lk
a
li d
e
s
e
rt s
c
ru
b
h
a
b
ita
t, 2
.7
m
ile
s
w
e
s
t o
f th
e
C
o
lo
ra
d
o
R
iv
e
r
n
e
a
r o
n
e
o
f th
e
re
m
n
a
n
t p
o
p
u
la
tio
n
s
a
n
d
s
p
a
w
n
in
g
g
ro
u
n
d
s
o
f th
e
ra
z
o
rb
a
c
k

s
u
c
k
e
r.
"Y
o
u
m
u
s
t b
e
a
b
io
lo
g
is
t" s
a
id
th
e
b
a
llo
o
n
is
t. "I a
m
," re
p
lie
d
th
e
m
a
n
. "H
o
w
d
id
y
o
u
k
n
o
w
?
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ll," a
n
s
w
e
re
d
th
e
b
a
llo
o
n
is
t, "e
v
e
ry
th
in
g
y
o
u
to
ld
m
e
is
te
c
h
n
ic
a
lly
c
o
rre
c
t, b
u
t
I h
a
v
e
to
id
e
a
w
h
a
t to
m
a
k
e
o
f y
o
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r in
fo
rm
a
tio
n
, a
n
d
th
e
fa
c
t is
I a
m
s
till lo
s
t.
F
ra
n
k
ly
, y
o
u
'v
e
n
o
t b
e
e
n
m
u
c
h
h
e
lp
s
o
fa
r.
T
h
e
m
a
n
b
e
lo
w
re
s
p
o
n
d
e
d
: "Y
o
u
m
u
s
t b
e
a
p
ro
je
c
t m
a
n
a
g
e
r.
"I a
m
,
re
p
lie
d
th
e
b
a
llo
o
n
is
t, "b
u
t h
o
w
d
id
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u
k
n
o
w
?
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ll,
s
a
id
th
e
m
a
n
, "y
o
u
d
o
n
't k
n
o
w
w
h
e
re
y
o
u
a
re
o
r w
h
e
re
y
o
u
're
g
o
in
g
.
Y
o
u
h
a
v
e
ris
e
n
to
w
h
e
re
y
o
u
a
re
d
u
e
to
a
la
rg
e
q
u
a
n
tity
o
f
h
o
t a
ir.
Y
o
u
m
a
d
e
a
p
ro
m
is
e
to
s
o
m
e
o
n
e
th
a
t y
o
u

h
a
v
e
n
o
id
e
a
h
o
w
to
k
e
e
p
, a
n
d
y
o
u
e
x
p
e
c
t m
e
to
s
o
lv
e
y
o
u
r
p
ro
b
le
m
. T
h
e
fa
c
t is
, y
o
u
a
re
in
e
x
a
c
tly

th
e
s
a
m
e
p
o
s
itio
n
y
o
u

w
e
re
in
b
e
fo
re
w
e

m
e
t, b
u
t s
o
m
e
h
o
w

it's
n
o
w
m
y
fa
u
lt!"
G
r
a
n
t

m
e

t
h
e

s
e
r
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n
i
t
y

t
o

a
c
c
e
p
t

t
h
e

t
h
i
n
g
s

I

c
a
n
n
o
t

c
h
a
n
g
e
.

T
h
e

c
o
u
r
a
g
e

t
o

c
h
a
n
g
e

t
h
e

t
h
i
n
g
s

I

c
a
n
n
o
t

a
c
c
e
p
t
,

a
n
d

t
h
e

w
i
s
d
o
m

t
o

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Results are
promising : Turned

power on and no smoke
detected --

this time...
Elements will be
phased in
gradually as
the software

matures:

It's late!
3
Logical Model Ltd 0845 2 57 57 07
Licensed for individual use without fee. A commercial license (License@logicalmodel.net) removes this note: Please report unlicensed commercial use & share in fees levied
Logical Model Ltd 2007 Logical Model Ltd Simon.Harris@c2.ie
3
Free Version

This is a complete training course in our project skills series!

And for
FREE if used for personal, individual development!!

No catches everything needed is within this file

If you want to use this intellectual property as a commercial offering
thats fine too as long as you cut me in

I dont want much !!

Pre-arranged commercial use removes this notice, gives you animated slides
that build procedures step-by-step, also step-by-step exercise files, instructor
notes, suggested time-line for delivery and support

For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this
materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater
(thats an offer

and notice of consideration, use will constitute acceptance

and forms contract)

as soon as I
become aware of use I will start proceedings to collect fees due

If in doubt

Ask

If you are in a commercial context (you paid something) and are reading this
then I didnt get a cut. Let me know and Ill split what I recover with you
Those who think education expensive have not yet accounted what they pay daily for ignorance
Logical Model Lt 2007 Logical Model Ltd Simon.Harris@c2.ie
4
Chapter 1:

Introductions & Logistics
5
5
Path To Success
Projects & Programmes are vehicles of change
Projects Enable, Programmes may also Exploit
Understand that our thinking must start & end with the
Business Exploitation of desired change
Plans must match reality
Create project plans that track moving targets
& and programme plans that encompass
uncertain targets
Planning is
design:
plans record
creativity &
spontaneity
Translate a problem/
opportunity statement
into a (current) best
assessment
Governance structures
(freedoms) appropriate to
the risks and politics
Control structures for programme
& project monitoring
Steering: plan plus status = decisions
Learning: transforming course attendance into
Business Impact
6
6
Course Contents
1.

Introductions & Logistics
2.

Learning From Experience
3.

Concepts & Definitions
4.

Creating The Will To Accept Change
5.

Roles & Responsibilities
6.

Politics, Influence & End-Points
7.

Pursuit of Opportunity: Investment & Risk
8.

Planning at Programme Level
9.

Resourcing (Staffing) The Plan
10. Program Communications
11. Governance, Life-cycles, Stage Gates & Approvals
12. Tracking And Reporting Progress
13. Programme Deliveries & Close-outs
14. Applying The Courses Messages
7
7
Domestics
Some pages numbers are omitted it isnt an error its my means to insert pages later without renumbering everything afterwards
9
9
Cheese

I had to do something to earn my current Cheese

Having Cheese makes me happy

The more important that my Cheese is to me the more I want to hold on to it

Change happens: the faceless they

will (re)move your old Cheese

Noticing small changes in my Cheese helps me anticipate change in advance &
adapt to big changes when they arrive

Smell the Cheese often to check for small changes

The world changes, my Cheese is moved: If I do not change I will

become extinct

I did things last week. I had Cheese last week. If I do things differently next week I
may not have Cheese

Thinking about not having Cheese makes me afraid

Being afraid stops me doing things differently

I have to ask myself What would I do if I were not afraid

When I stop feeling afraid I start feeling good
Imagining myself enjoying New Cheese is the first step leading me to it
Inspired by Who Moved My Cheese by Dr Spenser Johnson an excellent 45 minute read
10
10
Cheese
Movement in a new direction helps me find New Cheese
The sooner I let go of stale old Cheese the sooner I find New Cheese
It is safer to search for New Cheese than remain in a Cheese-less state
Old beliefs do not lead to New Cheese
Beliefs only change when we believe that there is New Cheese to be discovered and enjoyed
The new ideas in this or any course need conscious effort to be understood
Worse!, it takes much more effort to put them into use
Examine your Old Cheese for mould ((problems with current working)
Imagine your self enjoying your New Cheese (benefits of new practices)
Consider the steps to move from one comfort zone to a new one
Who needs to be involved, What actions, When & What is in it for them
Share your insights & FUD (fear uncertainty and doubt) in class
Discussing implementation challenges helps you prepare for action
Gives comfort knowing others have been & are succeeding (and helps networking)
Promise yourself 1 action now, with a date. On your return to the office plan your
intended achievements with a milestone each Friday till done
11
11
Free Materials: My Assumption

A typical reader of these materials should have or be about to gain

Real-world experience of projects (Not necessarily as project manager)

For advanced classes it is useful if readers are qualified at PMP, IPMA-D or -C or
PRINCE2

Registered practitioner or equivalent level

Basic level courses assume no back-ground

Advanced courses assume that you know why and how to use techniques such as
work-shops and tools such as white-boards and Product Breakdown Structure (PBS)
and WBS outside a classroom, that you know what the critical path is, how to use float
as a type of resource

& appreciate the need for levelling

If you are unsure of how (and why) use the tools noted above then a free course
covering those skills are available at www.logicalmodel.net. You need it before
advanced ones

If you would like a quick overview of just the why to use these tools in reality then my
white papers on the use of PBS/ WBS, Doing risk, Post-It

planning and more can
be found by search simon harris

on the web-sites of the American Society for The
Advancement of Project Management

and PM Today
PRINCE2 is a trademark of the OGC in the UK and other countries and they demand their recognition with this note on everything bureaucracy!
12
12
Who Are We All?

Name, Role and Organisation: Telling others about yourself

Something about your current cheese
13
13
Style

2 Types of session (mostly alternate)

Input: explanation of tools and techniques

me

you, Please interrupt and question as soon and whenever you need to

Use: exploration of meaning

Best if it is 90% you, debate and argue application, interpretation, variation

3 Types of Slide

The core message: Places where we dwell

Focus of what we need to cover to complete the course

Sign-post, objectives and summaries: Navigational elements to give context

Reference, detail and expansion: Places we may flash-past (up to you to say if
you wish to dwell longer)

Support what we are covering
14
14

Events run successfully when they use controls effectively

Our controls include your feedback

I try hard not to offend, bamboozle or bore you, but

I also try hard to give striking examples, jolt your current thinking and hold-up a mirror

When you have feedback advise me in however is comfortable for you so I can act

EG: Comment, in person in class/ at a break/ at the end of day or

Add a note to one of the Ground-Rules flip-charts or

Blu-tac a note or stick a Post-it to the back of the training room door

While comments on the end of event form are always welcomed and acted upon they are
too late to make the event better for you

If I dont know its unlikely I will fix it, If I do know I can at least try

Eg Course pace, topic depth, time given each topic, heating/ lighting, Exercises & debrief,
Anecdotes & jokes, Catering or parking, Course notes and pens, etc etc

etc

without limit
Notes:

15
Chapter 2:


The corporate and
the personal
learning cycle
16
16
Next: Learning From

Experience
1.

2.

More Than I Can Say
3.

Tacit & Explicit Knowledge
4.

Knowledge Cycle
5.

Lessons Learned
6.

When Should or Could You ?
7.

Learning
8.

Applying The Courses Messages
17
17

What is Lessons Learned

(LL)?

(aka LfE

Learning from Experience)?

Seeing something right or wrong

Making it more or less likely to be repeated

Process for cycling explicit knowledge to implicit (tacit)

Codifying, testing and refinement of how we do it here

LfE

is the conscious transfer of good practices between

people in the organisation

Using the transfer process to meet the goal of improved performance

Many organisations stop at Lessons Identified in a Blame storm

Common & wrong: LfE

review meetings are the beginning not the end
18
18
More Than I Can Say

Tell me how to ride a bicycle

Not falling off a bicycle
r~v
2
/a

To compensate for a given angle of imbalance (a), we must take a curve,
radius (r), on the side of the imbalance, proportional to the square of the
velocity (v) over the imbalance
19
19
Tacit & Explicit Knowledge
Explicit

Accountancy or C++

Project management

(defined processes)

Anything proceduralised

Methodologies

Securing a corporate decision

Codified

for transmission

Has jargon

or formal language

Cannot be used from the book
Tacit (Implicit )

Riding a bicycle & securing a
corporate decision

Accountancy and C++ !

Lacks vocabulary & models

Cannot be passed on
20
20
Knowledge Cycle
Tacit
Explicit
Fluency: learning on the job
through socialising
e.g. Sit with Mary" & Case-Study
Fluency: learning on the job
through socialising
e.g. Sit with Mary" & Case-Study
Externalisation: essential &
difficult e.g. creating a procedure,
giving a presentation

Delivering training
Externalisation: essential &
difficult e.g. creating a procedure,
giving a presentation

Delivering training
Internalisation: building new
observations e.g. by discussing &
exercising the capability

Participating in debate
Internalisation: building new
observations e.g. by discussing &
exercising the capability

Participating in debate
Combining: adding to what I know
to fill a need

e.g. Listening at a training event
Combining: adding to what I know
to fill a need

e.g. Listening at a training event
E
x
p
l
i
c
i
t
T
a
c
i
t
F
r
o
m
To
Experience & Experiment
The value of education is not learning of many facts but the training of the mind to think something that
cannot be learned from textbooks - Einstein.
Reflection
Abstraction Conceptualise
Synthesis & Hypothesis
21
21
Lessons Learned

Make LfE

the responsibility of change managers who are starting-

up initiatives, not of those closing down changes

Bigger WIIFM

Improving corporate capability

What works or worked well

Processes needing institutionalising

adding

Processes needing improving, replacing or deleting

Removing any process that does not add value (bureaucratic or broken)

Lessons learned activities are a key enabler of organisational
improvement

Guaranteed: NO gain with out change

Not all change is beneficial and rarely is benefit immediate
Whats

In It For Me
*
*
22
22
When Should or

Could You ?

Effective LfE

is not bolted-on to change initiatives

It is an integral process : Learning as we experience

So when do you do it ?

Are there right or best times ?

Ad-hoc, event driven

When youve something important to share, Eg

a discovery is made

When starting something important (phase and project starts)

When a product is finished (phase ends and project ends)

Frequently, regularly, routinely

Monthly or quarterly PM community meetings

What about:-

at weekly team or monthly steering meetings?

Every period look four weeks back & 12 weeks ahead

Yesterdays Weather
23
23
Learning

Learning the lessons (using new behaviours) needs the full cycle

Requires time and opportunity

Observing what happened

Watch tacit knowledge in action

Reflecting on it

Translate to explicit

Drawing conclusions

Merge / transform current explicit

Producing learnable lessons

Convey explicit

Consolidate to future practice

Translate to implicit (the HARD part)

Different learning styles suit different personalities

Make contributions in different parts of the learning cycle
The only thing that interferes with my learning is my education - Einstein
T
h
i
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i
s

t
h
e

f
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!
24
24

Your programme vision(): Benefiting from best use of

best practices in portfolio management

Applying the courses explicit content

Creating implicit skills in

ourselves, our bosses,

our peers, customers

and reports

What will you do?

When?

With/ by whom

WIIFT

How? (Planning & Design)
Y
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a
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L
f
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25
Chapter 3:

Concepts & Definitions

What is a
Programme & Why
have them?
26
26
Next: Concepts & Definitions
1.

Business Planning
2.

Vision
3.

Communication of Direction
4.

Definitions
5.

Definitions Of Project
6.

Programme
7.

Essentials Of Programmes
8.

Portfolio
9.

Project Management Institute's View
10. Management
27
27
Business Planning
Vision &
Values
Working in the
existing culture
Maintaining the
culture &
communicating
SOFT
Cascade chosen
Direction
Managing the
culture
Selecting strategic
options
Target culture &
values
Envisaging future
culture &
capabilities
Blue-sky
Goals &
Deliverables
Delivery to project
plan
Project plan fits
the real-world
Tactical
adjustments
Conduct
programme of
upcoming strategic
objectives on the
agenda
Strategy based on
current markets or
exit
Programme Plan
Emerging /
declining Markets
(entry)
Business Plan
Blue-sky
Products
&
Operations
Deploy/ Operation
of status quo
Prepare the
people
Marketing &
training
Product
Development
Product
Refinement
Capacity planning
Infrastructure
development
Blue-sky
Planning &
Tracking
EVA,
Quality Logs,
Timesheets,
Progress Reports
Steering
Committee &
Board Reports
Project Slate
Programme
Tactics/ Projects
RevEx/ CapEx
Long-Range
Programme
planning
Balance sheet
Benchmarking Blue sky
People
Quantifiable detail
Delegated tasks &
tests
Activities by skill
Balancing the
matrix
Skills needed in
current market
places
Recruitment &
release
Skills needed by
Strategic Direction
Succession
planning
Blue sky
Succession
planning senior
leadership
1
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1
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28
28
Vision
The Team
PM
Team Leaders
The Team
PM
Team Leaders
Sponsor
Programme
Company Context
O
p
e
r
a
t
i
o
n
s
Staff
Business Context
Stakeholders
The Team
Team Leaders
Deliverables
Pgm Team
Functional Mgmt
Regulators
Competition
Customer
Shareholder
Benefits Stream
Budget
Need
Budget
Need
Budget
Vision
Pre-Requisites
PM
Change is created by forces
external to the business
and
delivered by actions within a
project
Articulate the need
29
29
Vision
The Team
PM
Team Leaders
The Team
PM
Team Leaders
Sponsor
Programme
Company Context
O
p
e
r
a
t
i
o
n
s
Staff
Business Context
Stakeholders
The Team
Team Leaders
Deliverables
Pgm Team
Functional Mgmt
Regulators
Competition
Customer
Shareholder
Benefits Stream
Budget
Need
Budget
Need
Budget
Vision
Pre-Requisites
PM
30
30
Communication

of Direction
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f
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What Vision
What Vision
How: Strategy
How: Strategy
What Strategy
What Strategy
How: Goals
How: Goals
What Goal
What Goal
How: Tasks
How: Tasks
What Tasks
What Tasks
Impacts
Impacts
Mission
& Values
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Technical Solution Design

and execution
Technical Solution Design

and execution
Project Design (Planning)
Programme Design
(Architectures)

Programme Design
(Architectures)
Business
Design (Modus
Operandi)

Business
Design (Modus
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31
31
Definitions

What is

A Project?

A Programme?

A Portfolio ?

A Phase?

A Work Package

A Task / Activity

A Product?
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m
e
a
n
d
D
iffe
re
n
t?
32
32
Definitions Of Project

Definition of, and key characteristics of a project

A temporary management environment created to deliver one or more
products according to a specific business case*

A project is the mechanism (organisations choose) by which risk management
delivers an opportunity to benefits realisation**

By definition a project has a clearly defined end-point at start-up

Otherwise it would be a (small?) programme

End-point test: Measurable product acceptance criteria achieved

Benefits enabled but not achieved, Achievement is Business Critical need***

3 broad categories of projects

1) Define options, 2) Build infastructure/ Enable impacts, or 3) Deliver impacts
*
PRINCE2 definition
**
Simons definition
***
Wrong if the initiative ends before here
S
M
A
R
T
S
M
A
R
T
33
33
Programme

A collection of projects

(each of which is necessary, but not individually sufficient) that are
identified and executed to change the business,

inline with a vision that would not otherwise be achievable

Greater than the sum of its parts

End-point not fully SMART (because then it would be a (big?) project)

Typical project sequencing in programmes
1.

Feasibility or Technical Options

define possible end points & select one
2.

(specify &) Build technical enablers

achieve defined, selected mid-point
3.

Build business enablers achieve first end-point

Programmes encompas

Bring into use in operations
4.

Refine/ adapt/ perfect product capability or revenue model

final end-point
34
34
Essentials Of Programmes

Included projects are interdependent

Architecture for communications & decision making is crucial

Opportunity is expressed in terms of vision or strategy

Evolving need: end-point test is are we there yet?

Planning & management characterised by allowance for uncertainties

Definitional uncertainty

Requirements instability, unknown-ness or complexity

Technical uncertainty

New markets or products, technology novelty, (initial) low developer capability

Cross-company communication & infrastructure uncertainty

Cross company resource and needs drawn-upon to support programme
achievement generates politics & poor communications
a
k
a

G
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r
n
a
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c
e
a
k
a

G
o
v
e
r
n
a
n
c
e
35
35
Portfolio

A collection of portfolios, programmes and or projects

What criteria define collection?

A common characteristics not related to their goals

All delivered from same resource pool

All delivered to same client

All managed by same senior manager

Portfolio challenges

Primary issue often rationing based on
resource demands

Solution (mostly) in sound use of project
planning techniques
Portfolio
Programme
Project
L
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d

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e

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s
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o
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c
i
d
e
n
t
36
36
Project Management
Institute's View
*
PMI Standard for Program Management ISBN 1-930699-54-9 2006
37
37
Management

What is management

?

What is project management

Using status data to make decisions about the best use of resources

from this point forward to deliver the products within constraints

What is programme management

Steering towards the horizon

The horizon may never get closer but when land appears then
the coast-line gets closer

Land-fall may be the end of the voyage but not the journey

What is portfolio management

Balancing resource availability with demands

Prioritising & rationing
38
38
Who Are Logical Model Ltd

(LML)?

Consultancy & training in

Basic structured project
management

Tools and techniques for advanced
project & programme management

Leading complex projects

Recovery of struggling projects

Creating & running PMOs

Project risk and quality management

Using Earned Value Analysis

Board briefings on project control &
governance

Continued

Dimension Four

Benefits
Realisation Method training and
consultancy

PRINCE2

use in the real-world &
PRINCE2

Exam preparation (but only
if you insist on exams as we believe they create the
wrong focus which ends-up destroying the value to a
business)

Implementing IT Governance using
the CobiT

Framework

Implementing Benefits Realisation &
Lessons Learned processes

A niche consultancy that delivers training and consultancy around control and governance of
project based benefits realisation

LMLs

purpose is to improve the project management state of the art through popularisation of what
is common-sense (which I suggest is obvious after it is observed

not necessarily is widely-known)
39
Chapter 4:

Creating The Will
To Accept Change

Funding the change
with peoples
energy

The most important
budget
40
40
Next: Creating The Will

To Accept Change
1.

Limits to Absorbing Change
2.

Willing Change -

It Still Takes Time
3.

Management of Change: The Prince pub. 1515
4.

Prerequisites
5.

Feelings vs. Analysis
6.

Analyse-Think-Change
7.

Who Drives Change
8.

Guiding Team
9.

Engine of Faith
10. Assessing Sponsorship
41
41
Limits to Absorbing Change

Harshest limit in the organisation is the rate of change

Limit to what people can absorb into operations

Change plus change
>
2 * Change more like Change
2

Change follows well-know cycles

Imposed change cycle

Shock:

they want to do WHAT!!!!!!!!!!!!!

Anger:

How stupid. They didnt talk to me. I could have told them

Resistance: Any fool can see the problem with

Acceptance: but maybe a new opportunity, benefits

Helping: suppose we

Like any process it takes time & needs management*
We will explore it later
*
42
42
Willing Change

It Still Takes Time

Changing behaviours requires

Thought, actions, milestones, budget, incubation time

An owner & champion

An understood & used process

Monitoring, adjustment and control
Time
New venture Realisation 1
st

Success End in Sight
Enthusiasm
43
43
Management of Change

Programmes change organisations

People are not good at and do not welcome change

No change

is an evolutionary survival mechanism*
Application
Incubation
Readiness
Resistance
New
concept
Skill
acquisition
Awareness
And it is also an extinction mechanism but that is a later topic
*
44
44
Management of Change

The Prince pub. 1515
Those who by valorous ways become princesacquire a principality with difficulty, but they
keep it with ease.
The difficulties they have in acquiring it arise in part from the new rules and methods which
they are forced to introduce to establish their government and its security.
And it ought to be remembered that there is nothing more difficult to take in hand, more
perilous to conduct, or more uncertain in its success, than to take the lead in the
introduction of a new order of things. Because the innovator has

for enemies all those who
have done well under the old conditions, and lukewarm defenders in those who may do
well under the new.
This coolness arises partly from fear of the opponents, who have

the laws on their side, and
partly from the incredulity of men, who do not readily believe in new things until they have
had a long experience of them. Thus it happens that whenever those who are hostile have
the opportunity to attack they do it like partisans, whilst the others defend lukewarmly, in
such wise that the prince is endangered along with them.

Nicoli

Machiavelli, 14691527
45
45
Prerequisites

For change to happen people must be dissatisfied with the status

quo

Some source of current pain and/ or view of future gain

How do organisations change ?

By changing their peoples behaviours (or changing the people)

By removing current procedures and rules

Why do people change

Because they feel they will get an improvement from the change

and they feel that is its possible to achieve

They dont change out of fear that they will lose what they have

OR they have no choice: it is forced upon them

No change until the empowered can see past restrictions

Historic, real or imagined
Aparrently

the commonest reason for NOT getting divorced
*
*
46
46
Feelings vs. Analysis

Necessary and sometimes sufficient

Necessary but not sufficient
See Feel Change
F
e
e
l
i
n
g
s

1
s
t
a
n
d

a
l
w
a
y
s
R
a
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i
o
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a
l

2
n
d
&

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s F
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s

1
s
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d

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l
w
a
y
s
R
a
t
i
o
n
a
l

2
n
d
&

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o
m
e
t
i
m
e
s
Analyse Think Change
P
e
o
p
l
e

f
i
t

f
a
c
t
s

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o

c
o
n
c
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u
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i
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n
s
,

N
O
T

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e

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w
a
y

a
r
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C
a
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O
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t
i
o
n

S
t
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g
P
e
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e

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o

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n
c
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,

N
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r

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d
C
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l
l
e
d

O
p
t
i
o
n

S
t
o
p
p
i
n
g
See John Kotter

The Heart of Change for more details
47
47
Analyse-Think-Change

A-T-C Is not motivational

Change fails because of

Fear of failure

Lack of a vision of success leading to:

We dont try

A-T-C Is important for justification of feelings

May trigger the See Feel Change

Crucial to those with a facts and numbers mindset

Relies on expressing the problem based on

Clear parameters

Minimal & explicit assumptions and

Unfuzzy future state
48
48
Who Drives Change

Rarely successfully achieved by individuals with a day-job
volunteered to sit on a task force

Create a team

Right people: members are chosen, honoured, respected

Problem members are dealt with

Senior people are in the team and not outside with a veto

Time to do the forceful task

Operate as a team

Credible, capable, unbiased, baggage free

Vision beyond the parochial

Inside and outside views

Communications and networking, formal and informal authority, planning and
control and leadership
49
49
Guiding Team

Sponsor: Supports, funds, communicates, brings authority

Champion: Clarifies, walks the talk, decision maker

May be the sponsor

Agent: Takes action, shows commitment

Change team member

Stakeholder

Affected

Needs to be listen to

Needs to be shown the benefits

Needs time to assimilate the changes

Negative stakeholders resist and impede change

Machiavelli: The negative outnumber the positive (at the start)
50
50
Engine of Faith

Short term wins will nourish participants faith

Emotionally rewards the hard work

Fends of the critics

Creates momentum

Visible, in time, unarguable wins

Demonstration that shows movement towards the goals

Validate the leaders vision

Reward the workers

Attract the unconverted

Defeat the cynics

Without small wins: The cynics invade & large scale change fails

With small wins optimism grows
51
51
Assessing Sponsorship

Strong sponsorship

Takes a keen interest in programme affairs

Supports, does not have to be chased

Controls the required financial decisions

Is able to allocate the resources

Manages the areas of the business impacted by programme products

Resolves issues when escalated

Sets or strongly influences business strategy

Look for key drivers EG

Innovative products

Scope -

often beat the competition

Time to market

Schedule -

often competitive response

Efficiency

Cost()

often maturing market
S
p
o
n
s
o
r
s
h
i
p
S
p
o
n
s
o
r
s
h
i
p
52
52
If you are interested in instructor led training we
would be pleased to discuss requirements


management





Project Risk and Quality
Management


governance

Continued

Dimension Four

Benefits
consultancy

PRINCE2

Exam preparation &
PRINCE2

use in the real-world

the CobiT

Framework


For further help & assistance

Assist@LogicalModel.Net

+44 (0) 84 52 57 57 07
53
Chapter 5:

Roles & Responsibilities
54
54
Next: Roles & Responsibilities
1.

Change Managers
2.

Steering Committee
3.

Programme Director or Programme Manager?
4.

Delivery Manager & Change Manager
5.

Senior Users & Design Authority (-ies)
6.

Project Managers Day Job
7.

Programme Delivery Managers Day Job
8.

Other Roles
55
55
Change Managers

Management of the Management of Change

Identify the stakeholders

extract & share vision of the end-point

Forge team & appoint to required roles (part of OBS )

Assign responsibilities for technical & management activity (RACI )

Project Management

Creation of products to enable benefits

End state specified in product terms at outset

Programme Management

Establishing strategies to achieve the vision

End state evolving during conduct

Express strategy as business processes & systems (ImplicitExplicit)

Spawning of projects to deliver the products

(ExplicitExplicit)

Implementation of products and flow of benefits

(ExplicitImplicit)
T
h
e

P
j
o
r

P
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s

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:
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s
)
Organisational Breakdown Structure

Matrix of task vs. OBS mapping Responsible Accountable Consulted Informed
*
*
**
**
56
56
Steering Committee

Typically chaired by the sponsor

Decision making forum: Clears blockages (else it is useless)

Significant line-management/ hierarchical clout

Members must have budget or technical decision making ability & authority

Often source of funding and resources

Often comprised those responsible for benefits harvesting

Responsible for assuring programme progress towards corporate goals

Owns end-point risk

Impacted by outcomes and pays for all risk activity

Risk taker & risk response decision maker

Troubled programmes have ineffectual steering committees &
effective steering committees run sound programmes- period
57
57
Programme Director or

Programme Manager?

Programme Director: Strategic thinking

Responsible for getting business vision and strategy

expressed

Editor rather than author, Conductor rather than violinist

Communicates outward from the programme with business community

Secures resources from sponsor/ steering committee/ line management

Programme manager: Tactical thinking

Responsible for defining programme content that delivers the strategy

Often combined with (else takes instruction from) programme director

Orchestrates or integrates business as usual and project deliveries

80% direction at start-up, 80% management once design concluded
58
58
Delivery Manager &
Change Manager

Delivery Manager: Cross project coordination

Oversees the resource pool allocated to the programme

Ensures portfolio of projects meet delivery promises

Cares for dependencies and critical paths

Ensures enablers are in place as required

Business Change Manager: Interface to Business As Usual

Drives the unfreeze, move, refreeze process

Brings new capability into use

Coordinates with programme manager & business operational management

Ensures change happens as required
59
59
Senior Users

&

Design Authority (-ies)

Subject Matter Experts (SMEs) for programme elements

Owns the integrity of the business (or technical) architecture(s)

Interface definition, ownership and change protocol crucial

Writer vs. reader : Which population is the one and which the many?

Specifies what is wanted

Arbitrates trade-offs between mutually exclusive demands

Prioritise WIBNI from CSF (perhaps) based on Value for Money

Establish product/ domain quality regime

Checking at the planning stage that intended quality controls are adequate

Performing acceptance activities throughout projects and at product hand-over

Key to tracking achievement (eg via earned value)

Representing their constituents not themselves

Key to effective impact analysis within Change Control
Wouldnt It Be Nice If?

Critical Sucess

Factors
*
*
60
60
Project Managers Day Job

Monitor!

What ? And How ?

Intra-project

Determine actual progress & accommodate variances

Identify opportunity and problems

Maintain team culture

Direct the work through the daily & weekly routine

Delegate tasks

Manage risk, issue, and change processes

Conclude current phase & start the next

Constant communications

Manage within programmes & integrated teams

Report to corporate or programme management

Listen and watch the organisation/ programme
61
61
Programme Delivery
Managers Day Job

Monitor!

What ? And How ?

Inter-project

Reflect status in programme critical schedule, products-set &
resources

Maintain programme work focus

Direct the work through the daily & weekly routine

Look for inter-project cooperation & contention

Inter-project risks

Inter-project change

Constant communications

Manage across the projects & teams

Report to sponsors / owners

Listen and watch the organisation
62
62
Other Roles

Project or programme support office

Consolidate reporting

Provide expertise & tool support

Police use of project management process: Carrot & stick

Configuration librarian & document control

Set-up safe storage for artefacts created

Operation of version control tools

Guardian of test-beds

Administrator of change and issue management processes

Project or quality assurance (SMEs

or their delegated rep.)

Police use of product development standards

Ensure the right people perform the right tests at the right time

Independent view of teams diligence and progress

Direct reporting line to senior management
63
63
Individual Use

These materials are provided free of charge for the use of
individuals studying for their own professional development

If you encounter them in a context where a reasonable person might conclude
someone is using them in a money-making setting: E.g. on a training course,
provided on a company network or from your boss then please email details to
License@LogicalModel.Net

and I will treat your information as confidential
AND share any fees I manage to levy

Further support for these materials is available and is explained in subsequent
chapters and summarised at the end of the slides
64
Chapter 6:

Politics, Influence

& End-Points

The art of the
possible
65
65
Next: Politics, Influence

& End-Points
1.

Sources Of Conflict
2.

Purpose Of Stakeholder Management
3.

Identify, Use or Resolve Programme Conflicts
4.

Purpose Of Vision
5.

Identifying Stakeholders
6.

Influence Diagrams
7.

Management Strategies
8.

Stepping Into The Future
9.

How To Establish The Vision (aka Goal aka Scope)
10.

Programme

Scope vs. Project Scope
11.

Meeting Conduct
12.

Changing Stakeholders
66
66
Sources Of Conflict

More programme impact =
more change in power =
more politics = more stakeholder management required

Departmental vs. central funding often drives politics

Who benefits always drives politics

In-fighting & differing agendas

When the powerful have competing objectives

Different views on how we do it here

Differing view of best business or technical solution

Day job versus programme demands

Incompatible schedule or workload pressures

Unclear roles and responsibilities: gaps or duplications
F
U
D
F
U
D
C
o
n
f
l
i
c
t

(
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s
)

i
s

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D

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s
)

i
s

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O
O
D

W
h
y
?
67
67
Purpose Of
Stakeholder Management

Identify who to focus communications time and effort on

Those whose power will make or break initiative

Establish and communicate the vision

Establish benefits realisation responsibilities

Create the communications links

appropriate to each stakeholder group

Open dialogue with line management

Secure cooperation and resources

Sponsor/ User have obligations as providers too

Programme management team have information needs
Gather

info
Identify

interests
Strengths

Weaknesses
Strategy

to manage
Predict

behaviour
Implement

Strategy
Identify

Stakeholders
Planning
Organising
Motivating
Directing
Controlling
Project Management: David Clelland p164 ISBN 0-07-012020
68
68
Identify, Use or Resolve

Programme Conflicts

Initiation is the time to start to identify (resolve?) conflicts

When not resolved then build recognition of impact into the plan

Tie issues to business objectives & values not personalities

Understand how stakeholders will seek advantage or feel threatened

Negotiate: how can we both win: Focus on outcome not method/ position

Alternatively: Use conflict to drive programme aims

Conflict is the mother of much energy & inventiveness

Slow progress is caused by poor initiation but

Symptoms seen during execution

Treatment takes time, costs effort: plan for it

Good initiation may look like (and be) a slow start: the benefits are seen later
69
69
Purpose Of Vision

Powerful stakeholders drive the vision

Power derives (directly or by reference) from:

Ability to direct resource or

Judge technical issues or

Influence those who can

From the vision decide :

What will the organisations functions be in the future

I.e. How will benefits be generated

Drives what systems and processes are needed

I.e. Capabilities or products

Drives what projects are required in what sequence and with what
interdependencies

Drives trade-offs between limited $, resources, skills, schedules & timings
*
*
Business planning works better when we can back-cast
from the end result, than when we try to fore-cast from the start
70
70
Identifying Stakeholders

All those affected by the programme & projects

Primary: responsibility to the programme, formal linkage

Secondary: strong interest without formal linkage

Individuals who influence business direction & prioritisation

Assess the interests of each stakeholder

Expectations of the programme

Ability to promote or detract from programme goals

People who perceive a lose or a gain: perception is reality
Project politics consists of keeping those who dont like me/the goal away from those who
have not yet made their minds up -

Project management proverbs
Sabotage Support Neutral Uncooperative Apathetic
71
71
Influence Diagrams

Identification & analyse

tool

Who influences who

Capture stakeholder interaction

Influences, influenced by

Can record synergy and antagonism

Often recorded in a stakeholder matrix
Interest
Power & influence
H
M
L
Predictability

Clarity
H
H
Interest
Power & influence
H
M
L
Predictability

Clarity
H
H
Interest
Power & influence
H
M
L
Predictability

Clarity
H
H
Change
Against
For
Neutral
Interest
Power & influence
H
M
L
Predictability
Clarity
H
H
U
s
e
d

i
n

n
e
x
t

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x
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i
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e
d

i
n

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e
x
t

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x
e
r
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i
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e
72
72

Frame the communications plan based on stakeholders power &
interests

Handling Stakeholders
Ask for resources
and assistance
Group together

(increases
power)
Explain intentions & ask opinions

LISTEN & accommodate
responses
Introduce to powerful &

negative (carefully) as
honest brokers
Inform and monitor for movement
Keep separate!
Seek to understand
objections!
Neutrals may aid in open
dialogue
Power
73
73
Management Strategies

Organise those pro-programme & give them facts to promote it

Use those pro the programme to convert the undecided

Discuss programme goals with the neutrals

Honest feedback on Good & Bad ideas

May convert the negatives

Dont inform those hostile to
the programme

Wake the sleepers

Dont allow some stakeholders

to realise late on that
programme impact affects
them, get them engage early

Look-out for those with power or influence not on the radar
74
74
Stepping Into The Future

Workshops to define the desired end-point

End point is a short (20 words) statement in business

own vocabulary

Says WHAT & perhaps why/ when/ where/ who but not how*

Meld Expectations to align stakeholders to consensus Acceptance Criteria

The means by which stakeholder (dis)agreement

is reached

Tested by

Describes the world after the (programme, project, phase) is complete

Tells me how I will know the ACs

have been met: Benefits recognition events

Future state description always accompanied by assumptions and constraints*

Know the risks (assumptions) limits (constraints) that cannot be

overstepped

Simple set of mechanics to explore end-points

Does not mean simple to use!
HOW is constraint. It may be valid at this stage
*
75
75
How To Establish The

Vision (aka Goal aka Scope)

Hold Kick-off PIW Programme (or Project) Initiation Workshop

Politics will dictate if invitees turn up!

Adequately prepared & empowered to make decisions & commitments

May be many days (or weeks) of pre-meeting preparation

1-2-1 Interviews & questionnaires have a place, but are rarely a complete substitute

Programme kick-off

is a repeated activity

At start-up, when R&D projects report, when infrastructure is available

when benefits are enabled

Also asks the are we there yet?

(time to close-out) question

Project kick-off (should only need to be) done once for each project

Not the statement so much as the work to get it that is crucial in a
programme

Programme context should constantly challenge is our current vision best
matched to current business context?
76
76
Programme

Scope vs.

Project Scope

Programme scope unbounded: Win the war,
Leader in our field, Solutions in all market segments

End-point recognisable in arrears

How

scope amended on situational basis: add & delete projects

Project scope fixed: Capture that hill, Bridge the river,

Establish presence on every high street, Product X to market
Project
Need
(satisfied need)
Product
Phase Boundaries
Programme
77
77
Meeting Conduct

One focus

Limit duration

All areas represented

Contributions to change
initiative required

from each stakeholder
group also identified

Excellent way for
PM to establish
authority as leader
Objective: a sentence
or paragraph
that everyone
agrees to
78
78
Changing Stakeholders

Stakeholders change over time

Stakeholder management process should be constantly identifying,

analysing,
planning, monitoring and controlling

Programmes span the business over longish time periods

Likelihood that stakeholders will change during the programme

Promoted into or out of programme stakeholder group

Be prepared with induction pack

History, status, major tenets

Make time to listen to them carefully

Include into existing stakeholder analysis & management plans

Understand new stakeholders perspectives

Day job versus programme interest (conduct and impact)
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79
Other Support Materials

The slides in this .pdf are static but almost every slide of the

PowerPoint is animated

The PowerPoint is available for a very modest fee

see website for details

www.logicalmodel.net

Let me know if a narrated version would be of interest

Im currently undecided whether to invest the effort
80
Chapter 7:

Pursuit of Opportunity:

Investment & Risk

No return without
cooperation,
No cooperation
without motivation,
No motivation
without view of the
end-point
81
81
Next: Pursuit of Opportunity:

Investment & Risk
1.

Risk: Cost Vs. Benefits
2.

What Is Different In Each Quadrant?
3.

Drivers for Business Stakeholders
4.

Benefits How, What & When
5.

Source of Benefits
6.

Business Case Opportunity Assessment
7.

Assessment Methods
8.

Project Canine: Business Case
9.

BCR & Cash-Flow
10.

Project Canine: Financials
11.

NPV Net Present Value
12.

What Is the Right Interest Rate?
13.

Project Canine: Interest Rate Affects NPV
82
82
Costs
Worst Imaginable
Possible
Best Imaginable
Worst Imaginable
Possible
Best Imaginable
Worst Imaginable
Possible
Best Imaginable
Benefits Costs
Benefits
Worst Imaginable
Possible
Best Imaginable
L
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w

R
i
s
k
L
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w

R
i
s
k
Risk: Cost Vs. Benefits

Schedule Vs. Expectation, Quality Vs. Precedentedness

etc.
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g
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83
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What Is Different In

Each Quadrant?
Clear Goal
Unknown Goal
Where ever we are going
it is away from here
Experienced
& Skilful
Unskilled,
Inexperienced
What are the
characteristics of each quadrant?
Risks, Rewards, Controls, ?
Increasing
Uncertainty
Increasing Uncertainty
From Eddie Obeng

All Change!
*
84
84
Drivers for
Business Stakeholders
Costs
Product
Revenues
85
85
Benefits How,
What & When
Project Impltn
Project Preptn
Project Preptn
Business Preptn
Business Preptn
Business idea
Business Change
Business Change
Measure the results
Measure the results
Set vision or goal
Set vision or goal
Define measures
Define measures
Plan Benefits Management
Plan Benefits Management
Engage business participants
Engage business participants
Measure the status Quo
Measure the status Quo
Plan Realisation
Plan Realisation
Involve business participants
Involve business participants
Foster business ownership
Foster business ownership
Embed tracking process
Embed tracking process
86
86
Source of Benefits

There are only 3 sources of benefit:
1.

New revenue/capital (or utility, or satisfaction, or smiling people)
2.

More revenue/capital from existing sources (bigger smiles)
3.

Less cost in revenues/ ROCE* (More margin, all smiles no frowns)

Financial value comes from either:

Match to the competition: disadvantage removed

Competitive advantage gained

Information to aid decisions: better, faster, cheaper

Projects create products ,

products have impact and value

Products impact the processes and the tasks or roles of people

New processes and tasks create benefits

Product needed capability operation performed benefit stream
Return on Capital Employed

aka Deliverable or Impact or Result. Not necessarily physical
*
**
**
87
87
Business Case

Opportunity Assessment

Enables assessment of estimated development cost and threats vs.
estimated benefits from the opportunity

Ongoing viability assessment throughout the project or programme
Business Case Headings
Reason

Options considered

Benefits v. status quo

Key risks

Costs/Time from plans
or constraints

Appraisal: Financial &
strategic
Business Case Headings

Reason

Options considered

Benefits v. status quo

Key risks

Costs/Time from plans
or constraints

Appraisal: Financial &
strategic

Business case quality test

States costs vs. benefits (utility) sufficiently
precisely to support decision making

Describes an aligned, politically acceptable
initiative

Sources & Inputs

Programme planning, Business Strategy, Project
trigger (Customer request, regulatory demand,
Options/ Feasibility Study, Project Plan: Cost &
Timescale)
88
88
Assessment Methods

What makes a change an attractive proposition?

Non-financial measures

Alignment

Utility

Financial measures

Benefit/ Cost Ratio (BCR)

Payback and Payback period

Return on Investment (ROI)

Net Present Value (NPV)

Internal Rate of Return (IRR)

Sensitivity analysis

Probabilistic assessment
Corporate objectives
Maximise
Core
business
Expand
Core to
new lines
Build the
Brand
Grow staff
& Culture
Increase
efficiency
Improve
Sales
Process
Develop
Products
Executive
Info
Attain
Service
Levels
Automate
process
FlashPoint

Date
RAG
Status
Project
Manage

r
Sponso

r
Project Name/Desc ID
20
Dec
1 Dec
Christmas party
Stock
Management
See Feel Change: Utility is a measure of personal, subjective value of some state

Think Analyse Change
*
*
*
*
89
89
Project Canine: Business Case

We love dogs (utility)

or

There is no other canine opportunity like this one (prove it BCR!)

or

Canines are our chosen future (utility & alignment)

or

No one has the canine capability we possess (relative BCRs)

We must not allow canine capabilities to develop elsewhere

or

Felines are out (utility or define relative BCRs)

or

The dog warden says(regulatory utility for permission)
90
90
BCR &

Cash-Flow

Costs: programme aggregates project spend over time

Revenue expense (OpEx): once spent it is gone

Shown in the Profit & Loss or Income & Expenditure

Salaries, consulting, travel, consumables

Capital Expense (CapEx): Once spent leaves an asset behind

Shown in the Balance Sheet and Asset Register

Benefits: Incoming funds or earnings

Stage payments for projects

Benefits from deliverables

Out-flows and inflows equals cash-flow

Timing & volatility important to the finance/ treasury function

Must be discounted (DCF) for programmes run over the longer term
91
91
Cash-Flow Patterns

Programme may receive new money on periodic basis

May just be cross-charge of staff-hours or phase 1 profits funds phase 2

Finallyproducts generate ongoing return on investment

Profitable when discounted revenues exceed discounted costs
Timing

theory
Common reality
Borrowing Reqt
Y
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r

B
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s
C
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s
e
Y
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r

B
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s
C
a
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e
92
92
Project Canine: Financials

Is Project Canines cash-flow worthwhile?

Payback (Profit) = Income

Expenditure

Payback period = Point-in-time measure (when do you stop counting?)

Payback Period

Time required
for inflows to equal

outflows

Normal to impose
a payback rule
eg

within 18mths

When do the financials matter?

When dont they?
Accounting Period 0 1 2 3
Income 0 0 5 60
Outturn 40 10 5 0
Net Cash Flow -40 -10 0 60
Cumulative Cash Flow -40 -50 -50 10
About End
of Oct ober
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93
93
NPV Net Present Value

Interest rates enhance the value of present money

Erode the value of future money

Received minus Spent = Net
Future Value = Present Value * (100%+Interest Rate)
Number

of periods

PV = FV / (100% + Interest Rate)
Number

of periods

NPV =

(PV [all Income]

PV [all outgoings])

FV = PV * (1+i
p
)

PV = FV / (1+i
p
)
`
`
1 2 3 4
1. 00
1. 10
1. 21
1. 33
0. 75
0. 82
0. 91
94
94

Cash-flow discounted assuming interest rate of 10% p.a.

Compound rates for period 0 is 1, period 1 = 1.1, period 2 = 1.21, p3 = 1.331
NPV of Project Canine
Year 0 1 2 3
Income 0 0 5 60
Outturn 40 10 5 0
Cumulative Cash Flow -40 -50 -50 10
Net Cash Flow -40 -10 0 60
Present Value @ 10% -40 -9.09 0 45.08
Net PV@10% -4.01
PV = FV/(1+i)
n
-9.09 = -10/(1+0.1)
1
PV = FV/(1+i)
n
45.08 = +60/(1+0.1)
3
95
95
What Is the Right

Interest Rate?

Normally mandated by finance

Weighted Average Cost of Capital (WACC)

Derived from bank or gilt-edge rate (Risk Free)

Linked to bank-rate eg

LIBOR, Bank of England base-rate

Interest rate may vary on a per-period basis

Interest rate on income & expenditure may differ
E & D = Value of firm's Equity / Debt
Re & Rd = Cost of Equity / Debt
V (Capital) = E + D
E/V = % equity finance
D/V = % debt finance
Tc = Corporate tax rate
E & D = Value of firm's Equity / Debt
Re & Rd = Cost of Equity / Debt
V (Capital) = E + D
E/V = % equity finance
D/V = % debt finance
Tc = Corporate tax rate
96
96
Project Canine:
Interest Rate Affects NPV
NPV, k
0
-10
+10
Discount
Rate %
2.5 5 10 12.5 15 17.5
10K @ 0%
- 4.01K @ 10%
6.7%
IRR = 6.72%
IRR = 6.72%
7.5
Two IRRs
Two IRRs
No IRR
No IRR

As the interest rate changes so does the NPV

We know that at 0% the NPV was +10k

We know that at 10% the NPV was -4.01k

IRR is the interest rate at which NPV is 0

Highest IRR is best financial justification
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97
Logical Model Ltd

are specialists in project
management knowledge transfer to your people


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Dimension Four

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98
Chapter 8:

Planning at Programme Level

Creating
Programme Plans
99
99
Next: Planning @

Programme Level
1.

Planning A Programme
2.

Stable State
3.

Scope and Quality
4.

Planning Levels And Involvement For The Teams
5.

Programme Breakdown: From Vision to

Project
6.

Key Programme Phases & Levelled Plans
7.

Identify Enablers
8.

Project Interdependency & Managing Through Dependencies
9.

Project Coordination Within The Programme
10. Programme Critical Path
11. Adding Contingency
12. Project Planning
13. Steps In Planning: Overview
14. Assessing Programme Fit
100
100
Planning A Programme

Same fundamental tool-kit as planning a project but focus differences

Programme goals emerge, develop and change as projects are executed

1
st

Feasibility studies, Options and R&D projects

2
nd

Infrastructure construction projects

3
rd

Benefits enabling

4
th

step is Benefits Harvesting

Building blocks are project deliveries, therefore interdependencies

Project slippage has knock-on effects that have to be overcome

Output of programme planning is schedule of
linked projects that deliver business enabling change

Programme plans move the organisation from a

stable state to a new stable state

Sometimes repeatedly
Deploy to business
Deploy to business
Q1 Q2 Q3 Q4 Q1 Q2
Research
Build Infrastructure
Build product
Train people
Cutover op
Build product
Research
Research Build product
Research
Extend Infrastructure
Product
Product
Train
Cutover
O
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r
a
tio
n
a
l s
ta
b
ility
O
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r
a
tio
n
a
l s
ta
b
ility
101
101
Stable State

Stable-state = needs of all the (significant) stakeholders met by the
set of Outcomes/ Products/ Results/ Deliverables/ Impacts

Customer view of the definition of scope is PRODUCTS in stable use

Basis for identifying customers specification duties & acceptance duties

Basis for planning all project activity (Supplier scope view)

Bridge between

Customer interest

right things produced

Supplier interest

things produced correctly

Basis for planning quality, budgeting & scheduling

Foundation stone for all resource, schedule, cost and time estimates

S.M.A.R.T recognition of enablement & exploitation
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102
Scope and Quality

What is Scope?

Describes what must be produced

Everything that must be delivered
to resolve the need

Everything that must be done to create all deliverables

What is Quality?

Conformance to specification, fitness for purpose, ...

Scope and quality are tightly coupled
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103
103
Planning Levels And Involvement For The
Teams
Sponsor
Programme
Business Context
PM
Pgm Team
Regulators
Competition
Customer
Shareholder
Goals
Goals
Team Leaders
Deliverables
Project
Deliverables
Work Packages
Work Packages
Work Packages
Goals
Vision
Cascade intent & constraints

Delegated Authorities & Tolerances (freedoms)
What Vision

What Vision
How: Str

ategy

How: Str

ategy
What Strategy

What Strategy
How: Goals

How: Goals
What Goal

What Goal
How: Tasks

How: Tasks
What Tasks

What Tasks
Impacts
Impacts
Mission
& Values
Escalate decisions outside authority
Report, Seek Guidance
Why
Why
Technical Soluti

on Desi

gn

and execution
Technical Soluti

on Desi

gn

and execution

Programme Design (Architectures)

Programme Design (Architectures)
Business Design (Modus Operandi)

Business Design (Modus Operandi)
104
104
Programme Breakdown:
From Vision to

Project
105
105
Key Programme Phases
1.

Establish business plan: expressed as a vision or:

5 year plan, Strategic direction
2.

Create (revise) the programme plan (5 steps)
i.

Break vision into enabling products, capabilities and impacts
ii.

Create delivery plans (Market + Product + Infrastructure + Operations)
iii.

Establish project inter-dependencies
iv.

Escalate contention with programme constraints & adjust for best-fit
v.

Set-up Governance

Eg

central controls or means for federal liaison or guidance to self-interest groups
vi.

Execute the project plans & coordinate vs. programme vision

Monitor and adjust

Re-plan to reflect changing reality
3.

Collect benefits return to step 2 or:
4.

Close-out
*
Based on how Programme control balances benefit, cost and risks
*
106
106
Only nail the corner
that truly counts
Levelled Plans

Plan an outline at programme/ strategy level of products

Establish major schedule, cost & function targets: Cascading constraints

Step is about making commitments and placing authorisations

Definitional uncertainty until lower level plans produced

Plan activity at each subsidiary levels within constraints

Define resources, tolerances & buffers to protect critical sections

Look for critical chain of resourcing, schedule, risk

Be ready and able to accommodate under & early as well as over and late

Escalate imbalance between schedule, cost & scope up to programme
Programme Plan
Subsidiary Plan Subsidiary Plan Subsidiary Plan Subsidiary Plan
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107
Identify Enablers

Plan backwards from desired programme impacts

Brainstorm the outcome

breakdown structures

Impacts result from suitably scoped & sequenced projects

First pre-requisite enabling projects to be delivered

(R&D and infrastructure projects), Second exploit capabilities

Aim for the simplest set of projects

Minimum number of interfaces

Establish vendor supplied components as projects

Programmes gain projects in two ways

Existing projects assimilated

by programme formation

Must detach from original sponsor

Otherwise often continue to run to hidden/ original agenda

Projects created in the programme

Well defined & aligned deliverables, skills base and dependencies
108
108
Project Interdependency

Plan projects and assess interdependency between projects

Managing dependency is often the programmes major challenge

Interdependency results from

Need to use the products of one project as input to one or more others

NOT sharing of resources such as test bed or individual with rare skill

Resource constraints are modelled using Gantt charts and resource histograms

Common impacts

Risk or issue with footprint that affects multiple projects

EG reliance on event external to the programme

Use dependency network diagram techniques to sequence project
phases

Maintain register of interdependency: Responsibility rests at the Single Point

One collector of inputs or one disseminator of outputs
109
109
Managing Through Dependencies
On Schedule
Early
Late
Programme Plan
Team

Plan
Team

Plan
Team

Plan
Team

Plan
Team Plan
Team

Plan
Team

Plan
Team Plan
Team
110
110
Project Coordination Within The Programme
Business Process
Concept Architecture Design
Training
Design
Validation Integration
Strategy

Commercials
Identify
Opportunity
Qualify
Opportunity
Bid for
Opportunity
Negotiate
Ts&Cs
Maintain customer relationship
Product Development
Infrastructure
Architecture
Design Construction Validation Operational Support
Business Transftn
Applicatoin

Architecture
Design Construction Validation Operational Support
Implementation

& Roll-Out
Preparati

on
Test
Specifications
Conduct
tests
Customer
acceptances
Release Operational Support
Change Initiative
Initiation
Programme
Plan
Operations Support
Design for Support
Specification
Operational Support
De-

commission
Create Support infrastructure
111
111
Programme Critical Path

Project critical paths contribute to programme critical path

Not the whole story: often resource is more important than Critical Path

Programme critical path passes through projects where:

Outcomes are inter-dependant

Resource contention (skills, infrastructure, management time)

Sharing of processes & decisions

Linking over process or over resources often justified in the name of
efficiency

If this is at the cost of effectiveness then express the programme BCR

Never() better (unless the programme actually loses the investment)

If the programme makes a return then effective but inefficient() resource
usage gets to market quicker and ROI repays inefficient costs
112
112
Adding Contingency

Buffers protect critical chain
from delays

Key capability is to be ready to
start early
B
2,3,6
D
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Contingency
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Contingency
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Contingency
B
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D
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K
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A
1,4,6
Why here?
Why here?
Happy with this path?
Happy with this path?
?
?
113
113
Project Planning

Core programme planning steps: iteration of project planning

Programmes requirements outlines project goals & constraints

Business architecture Required product set Infrastructure

Rough-cut financial and resourcing limits

Major milestones

Project teams plan the achievement of goals within constraints

Calculate programme critical path

Assess resource loading

Calculate programme cash-flow and earned value curves

Contingency, risk reserve and management reserve

Affirm or escalate challenge to practicality of programme plan

Projects use PBS/WBS, network diagrams, Gantt charts and
resource loading charts to establish schedule & budget
(

114
114
Steps In Planning: Overview
Schedule

Estimating
Scope
Development
Needs or Objectives
Strategic Risk
Needs or Objectives
Strategic Risk
Task List ( WBS) &
Work Assignment s ( OBS)
Task List ( WBS) &
Work Assignment s ( OBS)
Resourcing
Resourcing
Dependencies
Dependencies
Response to
Tactical Risk
Response to
Tactical Risk
Finalised
Cost/ Time/ Scope baselines
Finalised
Cost/ Time/ Scope baselines
Monit oring, Tracking
& Cont rol ( Qualit y)
Monit oring, Tracking
& Cont rol ( Qualit y)
Cost Baseline
Cost Baseline
Scope & Responsibility
Baseline
Scope & Responsibility
Baseline
Schedule Baseline
Schedule Baseline
Cost &

Resource Estimating
Deliverables
Bill of Materials & Quality Description
Deliverables
Bill of Materials & Quality Description
P
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Assessing Programme Fit

Confirm projects fit within programme plan (or escalate options)

Base-line scope, schedule and costs

Establish controls matched acceptable costs, risk, culture

Programme office Risks, Issues, Dependency & Reporting regime

Policing authorities & supporting services

Authorise projects to commence execution as appropriate

Through to delivery (or cancellation)

Programme repeats steps i) through iv) periodically

As each stable state is achieved

As issues force re-planning

As dictated by authorised programme changes
116
Chapter 9:

Resourcing (Staffing) The Plan

Creating
Programme Plans
117
117
Next: Resourcing
(Staffing) The Plan
1.

Budget As Planning Constraint
2.

Bandwidth Analysis
3.

Programme Staffing Strategies
4.

Pros & Cons of Matrix
5.

Resources
6.

Remote & Virtual Teams
7.

Culture And World View
118
118
Budget As Planning Constraint

Ration what we do based on what we can afford

Money not the only (or even main) rationed resource

Budget connects resources available to goals that it will be possible
to achieve

Defines (constrains) accessible benefits (Goals have financial value)

Operational units have cyclical patterns that may constrain product
deliver window

Deliveries affect existing organisations capability

Ability to absorb change is the most restricting budget

Willingness is next most restricted!
119
119
Bandwidth Analysis
Time
Resource

Units
Jan Feb Mar Apr May
Res-1 Available

Demand

Res-2 Available

Demand

Res-3 Available

Demand

30

20

40 40

40
20

20

20

20

20
10

10

10

10

10
6 8 10

12

10
2 3 3 3 4
0 1 1 1 3
88

86

84

78

78

Assess demand & supply

for key resources

>60% to 80% generally a problem
120
120
Programme Staffing

Draft staff from operational roles to represent BAU view

Return them before they go-native

Often start concerned about safety of old-job

end wanting to stay in projects

Part-time members of programme staff have conflicting demands on
time

Consultants bring skills but no local knowledge

May be quick & better at a high cost per day

Dont use if they dont know how to

do it either!

Full-time programme staff often

largely IT & projects community

Right world view?
Business As Usual
**
*
121
121
Staffing Strategies

Projectised

Skills pool allocates staff 100% to programme

Often seen as inefficient

Efficiency is only a relevant comment after achieving effectiveness

Best solution for projects: if benefits come from projects this is the choice

May not be best for the peoples career development

Matrix

Staff organized in skill groups along functional lines

Functional manager allocates staff as requested by projects

Salary budget sits with functional manager

Staff have some %age of time allocated to each endeavour

May have to balance demands of project and day-job

Consistently the worst solution for project delivery
122
122
Pros & Cons of Matrix

Combines the strength of functional
specialisms

with cross function
teams and efficiency of
resource usage

Needs world class ability in

PM to avoid every change

running at pace of the

slowest bottleneck
Runs the project to plan
day-to-day
Conducts risk, change, resourcing,
accounting & review cycles
Supplies skilled resources & manages career progression
Creates technical context (Standards, tools etc).
Conducts technical tasks & quality reviews
Project
Project
Project
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P
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B
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T
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Senior
Management
123
123
Resources

Programmes use significant levels of resource

Drawn from the line

Shared (bottleneck resources) common in legal, product development, operations and
marketing functions

Scheduling problems often acute in arreas

(claiming) live support responsibilities

Programme initiation must secure line commitment to resourcing activities

Programme manager/ directors job to ensure delivery against commitment

Resourcing includes those to run the programme plus existing obligations

Project managers may depend on business functions to carry-out tasks

Task management by those who may have no idea how to set-up or monitor progress

Programme manager must escalate failure to meet programme obligations

When taking staff from the line or from outside the organisation

Ensure induction activities to communicate goal, role & processes
124
124
Remote & Virtual Teams

Corporate geography means teams often physically dispersed

Communications is the make and break of change initiatives

Dynamics of designing solutions means band-width must be high during
solution identification and selection

Architectures & interfaces key to successful management of
communication needs

Management best-practice is co-locate people & uses MBWA*

Co-location and MBWA can both be virtual

but bandwidth suffers

As bandwidth decreases so time to transfer increases

Time spent on verification & error-correction increases

Mixing world-views (cultures) means, frustrations, delays and the
possibility of break-through solutions soars!
Management By Wandering About (Physically or virtually)
*
125
125
Remote Team Results

Group vs. team

A team shares a goal

Each member appreciates how they rely upon the others

1 + 1 + 1 = 4 in a team 1 + 1 + 1 = 2 in a group

Define purpose, process, behaviours

Purpose: Goal

Process: Working practices that accommodate behaviours

Behaviours: Differing world-views result in differing approaches

Establish appreciation of benefits of differences

Build trust

Identify potential for frustrations and means to defuse

It takes lots of time plus a travel and subsistence budget
126
126
Culture And World View

Sequential vs, Synchronous

Time is too important to waste, focus on
one thing at a time, be on time

Many things at once and when I get
around to it, whenever

Doing vs. Being

What you achieve

Who you are and who you know

Open vs. Closed

Feedback is useful and to be encouraged

Feedback is enforced criticism/ loss of
face

Personal space: up-close vs. wide

Diameter of ones personal space

Speech: Interrupt vs. gaps

Over-talking is normal

Waiting for others to finish speaking is
good manners

Rules based vs. relationships

The organisation is about rules and
consistency

The organisation is about community and
support

Solo vs. Delegation

Individuals can make decisions for us all

Delegates gather and report back

Management as infallible

Managers know the answers

Managers do not (have to) know the
answers

Formal vs. Informal

Use titles, expect expertise to follow
hierarchy, be respectful

Use names, discuss and challenge

Business with family or strangers

Business after social

Social after business
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127
The only reason for a project (& training course) is to change
business-as-usual for your organisation or your customers


management





Management


governance

Continued

Dimension Four

Benefits
consultancy

PRINCE2

Exam preparation &
PRINCE2


the CobiT

Framework




+44 (0) 84 52 57 57 07
128
Chapter 10:

Program Communications

Reporting Status &
Escalating
Decisions
129
129
Next: Programme

Communications
1.

Communication Flows
2.

Programme Identity
3.

Programme Publicity
4.

Communications Plan
5.

Steering Meetings
6.

Control Flows
7.

Reporting Cycles
130
130
Communication Flows
Inwards: to support execution & management of the programme
Out: to support governance of the programme

Broadcasting to the organisation to keep all affected but less involved
stakeholders in contact with programme status
Up: Decisions needed vs. authority limits

Status reports & challenges to & trade-off options for constraints imposed

Typical for upward flows to be wrong content

Owners need benefits data, Programme: deliverables data, Projects: activity data
Down: Decisions made, directions given

Requirements in what

or outcome

language

Typical for downward flows to be wrong content

Those steering should dispense what - Direction not how (technical) dictates
unless conciously

imposing constraints
131
131
Programme Identity

Programme participants are key stakeholders

Have their own WIIFM

Simultaneously watching the programme and their career in the line

Successful programmes provide a sense of (tribal) identity

Programme staff need something to bind them to outcome

Drafted from across differing business streams & loyalties

Sense of belonging, sense of purpose

Visibility to rest of the organization

Brand-name & logo

Memorable (can be an acronym)

Encapsulate the product, impact or customer values of the programme

The mug, tea-shirt, pen, mouse-mat is not a waste of funds
132
132
Programme Publicity

Programmes with in-house impact should be publicised

Briefing sessions for important stakeholders (across organisations)

Broadcasts for the general employee base

In-house newspaper, intranet, posters in canteen and lifts, notice boards

Include

Why the programme exists (link to strategy or business plan)

What business impact it will have (link to personal fears)

Major milestones in programme achievement (link to visibility)

When the impacts will start to be visible (link to rhythm of the

business)

Answers audiences fears uncertainties and doubts

What is in it for me?

(link to personal reasons for giving support)

Show small wins on a frequent basis (ditto)
133
133
Communications Plan

Successful change initiatives have good communications

Good = Basis for decision making and assigning actions

Sponsor/ User provide goal, constraints external political view
Who
Needs
To
Know
What do they need to know
Who tells them
When
How
How often/ how many times
W
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134
134
Steering Meetings

Communication between project, programme and directorate

Is the business vision still as it was last time

Are products right to achieve the current vision

Are the benefits still safe

What is the current status of strategic risk and serious tactical risk

Are there any programme issues (plan vs

reality gaps beyond power to fix)

Include agenda items for

Current status against plan

Items for escalation or on the radar

Risks acceptance vs. response

Change to any of the key drivers in the programmes context
135
135
Control Flows
Issues
Strategy & Cross
Business Issues
Direction
Checkpoint
ETCs
Risks
Operational and Supervisory Staff
R
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&

T
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A
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Programme Plan

Functional Goals &
Deliverables

Schedule Goals

Assignments &
Financial Goals

Quality Goals
t
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k
i
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Business Coordination
(Heads of Function)
R
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&

T
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A
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Highlight Report
Scope & Budget
R&I Escalation
Senior Management
S
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,

C
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&

B
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f
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s
Business Strategy Project Board
Subcontractor
Project Plans

Functional Goals &
Deliverables

Schedule Goals

Assignments &
Financial Goals

Quality Goals
Updated
Project Plan
Updated
Project Plan
Starting up a task
Plan the planning
The horizon is not far off at this point in the project!
Investigation
Creates the overall plan. Complete but detail decreases with time to horizon
Technical work
Run to detailed
plan
Technical work
Run to the detailed
plan
Technical work
Run to detailed
plan
Detailed Plan Short horizon
Refine overall
Detailed Plan
Short horizon
Refine overall
Update overall plan at closure Detailed Plan
Short time horizon
Direction
136
136
Weekly Project Meeting: Current Status, Required re-planning for Issues, Actions re Risks.
Up-Coming milestones.
Apply report of work done to plan. Apply ETCs to plan. Move all dates that have past expected
forward. Assess and protect Critical Path status.
Direct staff to up-coming tasks
Prepare for Steering
Meeting, publish
meeting pack
Report on work done, both scheduled & unscheduled. Report ETCs, report risks to milestone
dates & issues.
Estimate impact of requested changes, review intra and inter project deliverables
Reporting Cycles
Monthly Steering
Meeting
Tracked Progress &
(re)Scheduling
Change
Risks
Minute & publish
Steering Committee
Team
Project Manager
&
Business
CoOrdination
Steering Committee
&
Business Strategy
Cascade Steering
Committee results to
team
Consideration of Major
issues.
Raising of strategy
issues.
Consideration of
meeting pack
Background actions re
Decisions Required.
Week 1 Week 2 Week 3 Week 4
137
137
Reminder of Obligations

This is a complete training course in our project skills series!

And for
FREE if used for personal, individual development!!

No catches everything needed is within this file

If you want to use this intellectual property as a commercial offering
thats fine too as long as you cut me in

I dont want much !!

Pre-arranged commercial use removes this notice, gives you animated slides
that build procedures step-by-step, also step-by-step exercise files, instructor
notes, suggested time-line for delivery and support

For non pre-arranged commercial use (IE where you charge a fee) I hereby offer you a contract to use this
materials, without prior notice in a commercial context at 1,000 per day or per copy which ever is the greater
(thats an offer

and notice of consideration, use will constitute acceptance

and forms contract)

as soon as I
become aware of use I will start proceedings to collect fees due

If in doubt

Ask

If you are in a commercial context (you paid something) and are reading this
then I didnt get a cut. Let me know and Ill split what I recover with you
138
Chapter 11:

Governance

Life-cycles, Stage Gates &
Approvals

Plan plus freedom
to act = limits to
authorities and
defined decision
making architecture
139
139
Next: Governance, Life-cycles,
Stage Gates & Approvals
1.

Governance
2.

Gates
3.

Purpose & Conduct Of A Gate Review
4.

Programme Architecture: Gates, Events & Timing
5.

Authorities
6.

Project Control
7.

Levels of Programme Control
8.

Problem vs. Issue
9.

Nature Of Issues
10. Issue Handling Process
11. Escalation
140
140
Governance

What is it ?

A process
1.

Set expectations for results and behaviours
2.

Empower actors/ agents
3.

Compare behaviours and results with expectations
4.

Adjust expectations, behaviours or results as needed
5.

Attest to the current status
6.

Repeat the above

Principals and qualities

Participation/ Representation, Strategy/ Direction/ Goal,

Responsive/ Effective & Efficient, Accountability, Transparency,

Equitability,
Lawfulness, Continuous
P
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M
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I
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G
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P
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M
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I
S

G
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a
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c
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*
Make rules, Leave others to make decisions, Make decisions on the decisions
*
141
141

What is a gate

The point at which the application of governance is confirmed

Why have then

How many different types

Where to put them

In the programme

In the project
Gates
142
142

What is a gate

The point at which the application of governance is confirmed

Why have then

How many different types

Where to put them

In the programme

In the project
Gates
143
143
Purpose & Conduct Of

A Gate Review

Gather all available data at the level of certainty that is competent
and cost/ time effective

Decide if we are ready to move on given the uncertainties that remain

Assess performance to date: maturity of artefacts appropriate to

move-on safely

Preparedness: plans plus controls means status will be visible to decision makers

Controls will provide decision data in timely enough manner to issue directions

A gate is the operation of risk (threat & opportunity) assessment

Management group at each level owns the process of risk management

Next level up owns impacts/ Selects options: @ the sharp-end of acceptance

Next level down at the sharp-end of taking actions to enhance or reduce
144
144
Deploy to business
Deploy to business
Programme Architecture:
Gates, Events & .

Programmes need event based & routine gates

(projects dont)
Q1 Q2 Q3 Q4 Q1 Q2
Research
Build Infrastructure
Train people
Cutover op
Build product
Research
Research Build product
Research
Extend Infrastructure
O
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a
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a
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s
t
a
b
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y
Deploy to BAU
Product
Train
Cutover
O
p
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a
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i
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a
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s
t
a
b
i
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i
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y
G
a
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R
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s
G
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R
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s
145
145
Authorities
Direction of the market, regulators etc
Unprecedented

Unlimited decision
Departmental & precedented

decisions
Technical architecture

within delegated limits
Realisation decisions

within project limits
As-built within

teams limits
Mandated externally
Programme/ project

constraints
Business design
Mandated corporately
Market place design
Programme/ project

interpretation
Technical design
Project & Team Management

Technical & Operational Expertise
Heads of Function

Programme Management
Directors
Board
146
146
Project Control

(as suggested by PRINCE2

2005)
Controlling a Stage
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Starting
Up a Project
Closing A
Project
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Design & Engage
Project Team
Describe: Goal,
Approach, Risks &
Deliverables
Appoint Exec
& PM
Plan BC
Development
Initiating a project
Refine the Business
case cost time
& Risks
Create Approval Pack
(& Stage Plan?)
Establish
Controls equalt to
Risk
Define Quality, then
Create Project Plan
Escalating
Issues
& reporting
status
Handling
Issues, RFC
Authorise, track & receive
completed work
Minor
Adjustts
Accept new work & Team Planning
Do the work
PMs daily
monitor &
review
Hand over the products
All OK?
(Acceptance)
Planning for
exceptions or next
stage
Update Project
Plan
Review Business
Case & Risk log
Ask permission to
continue
Governance Governance Governance
Decide tools &
format
Product Based
Planning
Activity Based
Planning
Estimate
Resources
Schedule & Assign
Resources
Respond to risk
in plan
Add descriptive text
Accept new work &
Team Planning
Do the
work
Hand over
the products
Escalating
Issues
& reporting
status
Handling
Issues,
RFC
Authorise, track & receive completed work
Minor
Adjustts
What next?
How did we do?
Governance
Programme Management Team
Project Board
Team
Manager
Project
Manager
147
147
Levels of Programme Control
Corporate
Management
Controlling a Stage
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Starting
Up a Project
Closing A
Project
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Design & Engage Project
Team
Describe: Goal, Approach, Risks &
Deliverables
Appoint Exec
& PM
Plan BC Development
Initiating a project
Refine the Business case cost
time
& Risks
Create Approval Pack (& Stage
Plan?)
Establish
Controls equalt to Risk
Define Quality, then Create
Project Plan
Escalating Issues
& reporting status
Handling Issues,
RFC
Minor Adjustts
Do the work
PMs daily monitor & review
All OK? (Acceptance)
Planning for exceptions or
next stage
Update Project Plan
Review Business Case & Risk log
Ask permission to continue
Approval Approval Approval
Decide tools & format Product Based Planning Activity Based Planning Estimate Resources Schedule & Assign Resources Respond to risk in plan Add descriptive text
Accept new work &
Team Planning
Do the
work
Hand over
the products
Escalating
Issues
&
reporting
status
Handlin
g
Issues,
RFC
Authorise,
track &
receive
completed
work
Minor
Adjustt
s
What next?
How did we do?
Approval
Controlling a
Stage
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Approval
Starting
Up a
Project
Closing A
Project
Controlling a Stage
Controlling a Stage
Managing
Product Delivery
Design &
Engage
Project Team
Describe: Goal,
Approach, Risks
& Deliverables
Appoint Exec
& PM
Plan BC
Development
Initiating a
project
Refine the
Business case
cost time
& Risks
Create Approval
Pack (&
Stage
Plan?)
Establish
Controls equalt
to Risk
Define Quality,
then Create
Project Plan
Escalating
Issues
& reporting
status
Handling
Issues,
RFC
Authorise, track & receive
completed work
Minor
Adjustts
Do the work
PMs daily
monitor &
review
All OK?
(Acceptance)
Planning for
exceptions or
next stage
Update Project
Plan
Review
Business Case
& Risk log
Ask permission
to continue
Approval Approval Approval
Decide tools
& format
Product Based
Planning
Activity Based
Planning
Estimate
Resources
Schedule & Assign
Resources
Respond to
risk in plan
Add descriptive
text
Accept new work &Team Planning
Do the work
Escalating Issues
& reporting status
Handling Issues, RFC
Minor Adjustts
What next?
How did we
do?
Approval
Project Manager
Team Manager
Programme Management Team
Project Board
148
148
Problem vs. Issue

Issue: A state where we will be off-

plan* that is outside authority limits to
address

By request or by error

Issues require escalation

Problem: an off-plan state*
within limits of authority to

address without

escalation

Should be

notified

upward

Early warning: raising a threat or
opportunity to a management level before
they are required to act
Either has happened without warning or warning signs suggest is going to be a fact
*
149
149
Nature Of Issues

Issues are resolved by a senior level of management either
rejecting change or authorising a new baseline

Baseline: Originally approved scope
plus or minus approved changes

Customer can have what
they are prepared to pay for

I want more, for free

is unrealistic

and unprofessional

I need the project to deliver to new

CSFs, what are the consequences?

is mature and real-world

Suppliers duty to deliver what they

contracted for
Mandatory Discretionary
Customer
Funded
Supplier
Funded
WIBNI
How about

if we
Specftn

errors
Exectn

errors
150
150
Issue Handling Process

Change control is minor() planning on what if

basis

Applied to programme, project or team plan
ID

[&Sanity filter]
Assess

Impact

(What if)

Just planning
Decide
Value vs.

Costs &

Write-off
Do (New Baseline)
Reject (Old Baseline)

Defer
Escalate
Close
Record details
Record details
Inform stakeholders
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151
Escalation

Never delay escalations* by searching for an answer

Escalate risks & issues with recommendations where possible

Summarise status, state the decision required and timescales

Make fair representation of competing view-points

Bring other interested parties along with you if useful to them (and you!)

Pre-agree a solution for ratification if possible

Have the facts to hand to provide complete expansion on any aspect

Dont escalate (or allow escalation) through status reporting

Status report documents what was already escalated in person

Escalations require decisions from management
(IE beyond my authority to resolve)

Flag-up problems* while managing them: avoid bolt from the blue issues
Opportunity or threat
*
152
152
Handling Escalations

Address escalated issues immediately

Take or empower actions

Relax a constraint

Escalate further

Handle at programme level where common to >1 project

Delegate() to the strongest/ appropriate PM (staff development)

Address escalated risks as dictated by their expected value

All risk responses should be in Plan A

or Plan B

Plan A includes preventative and probability focussed measures

Plan B includes contingent, impact mitigations

All threats add to programme costs & schedule

Triggered threats require implementation of Plan B

(or C

or D)

Sponsor owns the whole set of impacts and all impact choices
153
153
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154
Chapter 12:

Tracking And Reporting Progress

Gantt charts,
milestones and
variances
155
155
Next: Tracking &

Reporting Progress
1.

Gathering Tracking & Status Data
2.

Progress Report Template
3.

BRAGGing
4.

Ways of Recognising Progress & Value
5.

Progress Tracking & Quality Control
6.

Verification
7.

Scope Creep
8.

Recommended Approach to V & V
9.

Appropriate Reactions To Status
10.

When To Re-plan
11.

When To Respond @ Programme Level
12.

Milestone Status -

Slip Chart
13.

Milestone Accomplishments
*

^

^

^

156
156
Gathering Tracking Data

Results achieved means products* (from PBS) produced

Certainty of achievement comes from the quality control activities

Use tasks performed

to congratulate team members & generate morale

Timesheet hours spent/ resources consumed

mostly useless

Useful to verify or correct estimating models if combined with results achieved

Gather ETC: what we assess as of today is still to spend

Always re-estimate based on last 4 weeks actuals*

Financial ETCs often suffer a lag while invoices pass through accounts

Project Managers assessments consolidated by Delivery Manager
and escalated to Programme Manager/ Director
Use ratio of [past month actuals vs

plan] as a multiplier

& apply to next month i.e. as an estimating goodness

ratio
*
157
157
Project
Checkpoint
Report
Checkpoint
Report
Progress
Monitoring
Project
Checkpoint
Report
Checkpoint
Report
Progress
Monitoring
Only
measures
of
any
merit
are
those
DIRECTLY
related
to
the
DELIVERABLES
Only
measures
of
any
merit
are
those
DIRECTLY
related
to
the
DELIVERABLES
Gathering Status Data
Sponsor
Compiled
tables &
reports
Graphs &
Trend Lines
Gantt & EVM
Traffic
Lights
Raw data
Quality, Time &
Resources
Impact/
Outcome
focus
Product
focus
Activity
focus
Deliverable Reporting
Project
Activity Activity
Activity
Reporting
Programme
Business Impact
Reporting
Results
Reporting
158
158
Progress Report Template

Items for escalation and management
support

Items not carried out to plan

Current status and progress achieved

Activity planned for next period

support

Items not carried out to plan



support

Items not carried out (within float/ tolerance)



support

Items not carried out (within float/ tolerance)


159
159
BRAGGing

Blue Red Amber Green Grey (B)RAGG for focus areas

A tool to draw attention to areas needing deeper study

Programme assigns status to key indicators

Blue: Done

Red: Area reporting lacks either insight to design a solution or

authority to execute

next management level up must resolve

Amber: Area reporting are focussed on containing a situation

that has potential to go red

Green: Area reporting operating entirely within tolerance
with no anticipation of amber status

Grey: Not yet applicable (eliminates Green where inappropriate*)

Data underlying RAG required for diagnosis

Set objective criteria based on tolerance levels to select RAG

May vary by product, project, stage of project etc
10 Green and 1 Red looks very different from 1 Red 1 Green and 8 Grey
*
*

^

^

^

160
160
Recognising Progress

True measure of progress achieved is often hard

Hardest for tasks with intellectual content

Tasks that are objectively measurable can use %Complete

999 bricks laid out of 1000

Otherwise If it isn't finished

weve made no progress

is safest

Compromise: milestone based capping

Pre-Design review

= Maximum claimable is 15%

Pre-Development review


Pre-Integration review


Pre-System test


Pre-User acceptance demonstration = 90%
161
161
Ways of Recognising Value

Recognising earned value is easy
when the task is complete

Judging value earned from
incomplete tasks is troublesome

Scope verification activities in
product description & work
packages are key enablers

Quality control records are key status
data

Use an appropriate EV type

Introduces timing variances in EV
10 40 50 % with limits at

milestones
Review points
100 0% 100% in one period
Passage of time (Level of effort)
Any of above
Apportioned
50 50 50% per two periods
20 80 Pro-rata
Only at
milestone
20% 60% 100%
162
162
Build the Product: do the QC
Review:
Testing tools
& techniques
No
Next task, quality
control & logging
Start
Apply skills to follow
standards & meet
acceptance criteria
Progress Tracking &

Quality Control
Baselined
Product
All tasks
Complete?
Yes
Rework
Specify the Product: Do Requirements capture/ Quality Planning
Identify build & test skills needed, standards to follow, Acceptance criteria & method
Yes
Quality Records
Objective evidence of
progress achieved
163
163
Verification

Built it right & well: Intermediate / structural: in-process

Process of evaluating that products produced
meet the conditions imposed on the process
Check
Do
Process
Process &
Product
Standards
Verification
Process
Checklist
Faults List
Proc.&Prod.
Standard
Process
Inputs
Process Outputs
Conform to
Spectn

Milestone
Achievement
Quality Records
164
164
Scope Creep

Minor changes outside of Change Control Plan

Cascade into major unexpected impacts

If not removed will invalidate estimates of all work remaining

Impact of a 10% increase in work at each boundary?
T
e
a
m

B
o
u
n
d
a
r
i
e
s
Intermediate
Product
110%
110%
121%
121%
133%
133%
146%
146%
100%
100%
90%
90%
81%
81%
72%
72%
63%
63%
165
165
Recommended Approach

to V&V
Unit
Black box
Subsystem
Black box
System
White box
System
Subsys
Subsys
Subsystem
White box
Unit
Unit
Unit
Concept
Concept
Acceptance
Acceptance
Requirements
Requirements
System Test
System Test
Design
Design
Integration
Integration
Code
Code
Unit Test
Unit Test
VERIFICATION

Review or Inspection
Validate Goal or Objective
Validate Goal or Objective
Validate Spec
Validate Spec
Interfaces
Interfaces
166
166
Appropriate Reactions To Status

Confirm results are within tolerances (project & delivery)

Verified from the quality control audit trail

Check resource projections match available resource pool

Add to relevant agendas as early as mismatch is suspected

Use status data, quality control and audit results to plot best course
forward

Note hot-spots for further scrutiny and support

Share learnings, coach and mentor weakest performers

Each day is a chance to set a better course (or a worse one)

Spread best practice and eradicate weakest processes

Take maximum advantage of windfalls

Natural tendency is for losses to accumulate & gains to dissipate

Apply effort to reverse the trend
167
167
When To Re-plan
Project Management LifeCycle
Execution &
Control
RePlanning Tracking
Quality
Control
Quality Assurance
Clo Acceptance
Execution &
Control
RePlanning Tracking
Quality
Control
Quality Assurance
Clo Acceptance

Every day: little & often

Based on monitoring of external &
internal context (Communications Plan)

Re-plan may be due to

Sponsor demand/ Change of objective

Supplier failures/ Alternative solution

Change to any constraint outside
of delegated authority (Tolerances)

External dependencies dictate

Risk event invokes Plan B

When predictable that the plan will not meet any CSF

Team morale is rock-bottom: Death march projects
168
168
When To Respond

@ Programme Level
When project progress reports show:

Problems common across projects in the programme

Project problems will knock-on or cascade within programme

Possible impact to programme critical success factors

Project manager

Has an issue

Asks for help

Reports inconsistently with previous reports or other projects

Is unaware of programme wide repercussions of actions

Any time perception of the programme is damaged

Stakeholder management

Perceptions do not have to be true or fair to cause damage (Politics)
169
169
J
a
n

0
6
D
e
c

0
5
N
o
v

0
5
O
c
t

0
5
S
e
p

0
5
A
u
g

0
5
J
u
l

0
5
J
u
n

0
5
M
a
r

0
5
A
p
r

0
5
M
a
r

0
5
F
e
b

0
5
J
a
n

0
5
D
e
c

0
4
N
o
v

0
4
O
c
t

0
4
S
e
p

0
4
Sep 04
Oct 04
Nov 04
Dec 04
Jan 05
Feb 05
Mar 05
Apr 05
May 05
Jun 05
Jul 05
Aug 05
Sep 05
Oct 05
Nov 05
Dec 05
Milestone Status -

Slip Chart
Reporting period
M
i
l
e
s
t
o
n
e

d
e
l
i
v
e
r
y

d
a
t
e

(
s
l
i
p
p
a
g
e
)
Key
Event A
Event B
Event C
Event D
Event E
Current
reporting
period
S
l
i
p
C
h
a
r
t
S
l
i
p
C
h
a
r
t
170
170
Milestone Accomplishments
0
10
20
30
40
50
Jan Feb Mar Apr May Jun Jul Aug
Previous prelim. design found to
be suitable
Bad
weather
171
Chapter 13:

Programme Deliveries

& Close-outs

Preparing The
Business To
Absorb Change

Distinguishes
difficulties of
programmes from
relative simplicity of
contained projects!
172
172
Next: Programme Deliveries &

Close-outs
1.

Delivery Closeout
2.

Acceptance & Sign-Off of Deliverables
3.

Project Close-Out: Handover of Deliverables
4.

Business Training
5.

Model Office
6.

Business Implementation Issues
7.

Close-Out Works Bottom-Up
8.

Programme End-Point
9.

Triggers for Programme Closure
10. Close-Out
173
173
Delivery Closeout

Conducted for each delivery

Arrange publicity for programme at deliveries

Show progress & boost morale

Internal to the business: e.g house newspaper, notice boards, intranet

External to the business: press releases, brokers and trade

Evaluate post-installation business strategy

Support is needed for early days of benefits harvesting

Review product set against operational reality

Plan next set of programme products or close-out

Delivery 1 often minimal function (time to market drive)

Delivery 2 often market differentiation (functional drive)

Delivery 3 often perfective / adaptive changes
174
174
Acceptance &

Sign-Off of Deliverables

Acceptance is demonstration that the system meets requirements

Validation: built what was asked for, not a defect detection exercise

Sign-off without correct evidence is potentially fatal mistake

Requires ability to judge: Achieved by training business user & support staff

Project Quality Control must have created the audit trail

Sign-off difficult for the receiver if unclear on consequence where
unseen faults may still exist

Sign-off says Risk assessed and acceptable, not everything perfect

Acceptance vs.warranty

arrangements and support
capabilities by all those who will live with them

Sign-off triggers implementation
S
i
g
n
-
o
f
f

d
i
r
e
c
t
e
d

a
t

'
Y
o
u

u
n
d
e
r
w
r
i
t
e

A
L
L

e
r
r
o
r
s

f
r
o
m

t
h
i
s

p
o
i
n
t

o
n
'

i
s

g
u
a
r
e
n
t
e
e
d
t
o

f
a
i
l
S
i
g
n
-
o
f
f

d
i
r
e
c
t
e
d

a
t

'
Y
o
u

u
n
d
e
r
w
r
i
t
e

A
L
L

e
r
r
o
r
s

f
r
o
m

t
h
i
s

p
o
i
n
t

o
n
'

i
s

g
u
a
r
e
n
t
e
e
d
t
o

f
a
i
l
175
175
Project Close-Out:
Handover of Deliverables

Handover of all artefacts (configuration items & procedures)

Help desk and support trained in how to respond to user needs

Expect highest volume of interaction in initial period and at milestones in
successive teams schedules

Deliverables used to generate benefit for sponsor!

Change manager & business opposite numbers starts benefits harvesting

(almost) Always post project but within the programme

Programme closure may start at product handover to business

Stabilise the benefits process and assess if sufficient to halt programme
176
176
Business Training

Requires stable version of procedures (often IT systems)

Integration of roles & responsibilities, procedures, forms, meetings et.al.

Create trained user pool for Users Acceptance Testing (UAT)

For a large roll-out use the train the trainer

approach

Create regional, product, branch, departmental, internal or external expertise

Timing an important issue

Too early is wasted, too late is worse

Point at which many new stakeholders judge first impression

Management of change issues can be greatly aided by winning-over staff at
this point

Frequently an issue (possibly make or break) for programmes

(Machiavelli again)
177
177
Model Office

Establish capability for whole business process in one room

Testing, training & all resources to support full product life-cycle

Business led function

Business should plan tests with programme & customer staff

Job roles and all transaction types tested

Start with the ones required on day one

If any IT element then data clean-down and refresh must be available

Issues with which version of the processes (EG IT) to use

Latest versions often contain flaws, Stable versions may lack features

1
st

Model office contributes to scoping of later projects

Last MO may be maintained after programme close for training, data
maintenance, test of fixes & features
178
178
Business Implementation Issues

True business impact [will always be] different from expected

No alternative but to select (plan?) best impact resolution at time

Prepare probability reduction with thorough risk analysis

Reduce uncertainty with prototypes (eg

model office)

If high risk then select pilot roll-out strategy

Loss of programme focus

Staff reassigned before finished with

Business stakeholders focussed on coping in the line

Plan for both the above

Negotiate partial release or call-back process for those with skills

Build slack into the plan at release points
179
179
Risk & Issue
Management
Initiation &
Planning
Execution &
Control
RePlanning Tracking
Establish
Resourcing
Establish Goals &
Deliverables
E
s
t
i
m
a
t
i
n
g
Budget
Quality
Control
Quality Assurance
Change
Control
Identify Work &
Dependencies
Reporting
Closure
ID Stakeholder &
Responsibilities
Production
handover
Benefits
Realisation
Lessons Learned
CloseDown
Approval Acceptance
Set-up Controls
Close-Out Works Bottom-Up

Close-out work-package

(Acceptance of a Deliverable)

May close phase

May close a stage

May close a project

May close a programme

Do not set perfect

close-out criteria

Tolerances, deviations and corrections or waivers
180
180
Programme End-Point

Often over the horizon

Precise closure-criteria within the projects

As projects deliver the questions is:

Have we done enough?

Answered by considering:...

What does the market-place look like?

Can the business absorb further change

What is the cost/ benefit of the next project wave?
181
181
Triggers for

Programme Closure

Natural closure

Last required product is in benefits realisation

Research projects conclude ROI insufficient to continue

Or Programme lapses into maintenance activity

Closure just an administrative change: programme becomes department or function

Premature closure: Steering group terminates programme

Outcomes no longer relevant or not delivering promised benefits

May be management of change issue

Political or technical capability lacking

Programme no longer aligned to strategy

Legislative, competitor or customer actions

Share price and interest rate changes

Mergers and acquisitions
182
182
Close-Out

Reintegrate staff to operations/ move to next programme project

Complete appraisal or career development activities

Seconded staff may have gone native

or old roles are now filled

Terminate contracts, close costing & accounting codes

Archive legal records, anything useful & discard the rest

Forward WBS, estimates and matching actuals, Risk logs etc to Learning from
Experience sessions

Write End Project or Programme Report

When not in a programme (or perhaps even when) ensure benefits realisation
arrangements are in place

Learning from Experience workshops

Cycle around the process: Identify, Consider, Vary, Consolidate

Hold the mourning celebrations!
183
* &

Chapter 14:

Implementation

Putting the
frameworks into
use
Lower case
184
184
Next

Objectives

Where to Start Implementation

Implementation

Implementation Route Map

Ownership

Tools to Diagnose the Status Quo
185
185
Objectives

Implementation means

Job descriptions, competencies and responsibilities

Process definitions and standards

Operation means

Set targets and measures for what

with defined expectations for
behaviour

Allowing freedom over how

Several diagnostic tools to assist the implementation

Awareness tools to held illustrate actions required

Ownership tools to show who takes or sponsors action

Prioritisation aids for assessing where to focus efforts
186
186

Focus (top down) on

Core business competencies that support Mission Vision and Values

Start with the characteristics of those with gold (the customers marketplace)

Define processes and their associated duties, rights and authorities

Repeatedly cascade strategy, policies and goals

Align activity within divisions with enterprise goals

Link allocation of resources and competencies to strategic direction
& tactical priorities

Management of assets, risks & change

Focus (bottom-up) on

What we do day-to-day to earn the payroll cheques

Where there is fun (celebrate), where there is heat

(understand)
187
187
Implementation

Initial implementation follows the Management of Change process

Identify stakeholders, including champion

Sell the positive ideas: Influence stakeholders

Listen to the objections

address those you can and want to

Spread understanding of end-point, scope freedoms, limits and escalations

Trigger change, wait and explain, wait & explain, w & e, support

use

Celebrate successes

Quietly act on to address changes that are undesired

Repeat

Implementation toolsets provide awareness tools
188
188

Ownership

Set up a framework (Cascade of authorities, targets, QMS skeleton)

Align activities with organisations goals

Know the current status quo

Know business

fears, uncertainties & doubts (FUD) and risk appetite

Determine risk indicators, track-record & organisational factors

e.g. complexity & size, vulnerabilities, current projects

Define critical areas for action

Conduct a maturity gap analysis

Define strategy to correct priorities (exposure or Benefit to Cost ratio)

Measure a BSC

Is organisation structure right, risk embedded, information sharing happens, business
strategy is clear to all etc

Iterate
189
189
Assessment Summaries

(Using the Cobit

Framework)
190
190
Summary

Objectives


Implementation


Tools to Diagnose the Status Quo
191
191

To ourselves, our bosses, peers, customers and reports

What will you do?

How?

When?
I expect you think you understood what you perceived I might have said, but do you realise that what I said may not have
been what I meant, or what you heard while it may still result in you having gained what you needed to gain from listening!
192
192
Applying the Courses Messages

List What we heard

For each item What we will do with it. How & the stumbling blocks to
overcome

Action plan

Define your vision & goals, the impacts & projects plus governance structure

Draw-up a list of course based outcomes that are attractive to your group

Everything you need to do is in the course materials

Feelings? Optimistic?, Excited about/ depressed by?
L
f
E
L
f
E
193
END

In this session
The context for
Implementation
195
195
There are other free sources of our value-add on
our web-site www.logicalmodel.net


management





Management


governance

Continued

Dimension Four

Benefits
consultancy

PRINCE2

Exam preparation &
PRINCE2


the CobiT

Framework




+44 (0) 84 52 57 57 07

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