Author: Craig Hughes

Programme Management

What is Programme Management?

A large number of growing organisations misunderstand what Programme Management is and therefore struggle to realise the benefits Programme Management can bring.  All to often Project Managers running larger projects see themselves as Programme Managers and fall into that title without understanding any elements of Programme Management.  Professional Programme Management can bring a significant edge to an organisations’ progression, making the difference between failure and successful change.

As a Managing Successful Programmes (MSP) Practitioner, Craig Hughes is a qualified and experienced Programme Manager able to assist your organisation implement change or transformation successfully.

What is MSP®?

MSP represents proven programme management good practice in the successful delivery of transformational change through the application of programme management.

MSP has been used and adopted within many organisations within both the public and private sectors. The experiences of those who have adopted programme management have provided invaluable inputs into the core publication, ‘Managing Successful Programmes’.

MSP defines programme management as the action of carrying out the coordinated organisation, direction and implementation of a dossier of projects and transformational activities (i.e. the programme) to achieve outcomes and realise benefits of strategic importance to the business.

Programme management aligns three critical organisational elements:

  • Corporate strategy
  • Delivery mechanisms for change
  • Business-as-usual environment

It manages the natural tension that exists between these elements to deliver transformational change that meets the needs of the organisation and its stakeholders.

The MSP structured framework is for organisations of all sizes and from all sectors to improve practices, offer better services and more effectively prepare for the future.

The MSP framework facilitates for large, complex change to be broken down into manageable, inter-related projects.  When managing the overall delivery the MSP principles and processes of programme management are key to delivering on time and within budget.  It is founded on best practice although it is not prescriptive.  It is very flexible and designed to be adapted to meet the needs of individual programme circumstances.

Types of Programmes

There are three distinct types of programmes:

Vision-led Programme:

  • The delivery of a clearly defined vision that has been created and is sponsored by the top of the organisation.
  • Tends to be top down in approach with cross-functional implications for the organisation’s operations.
  • Entrepreneurial programmes developing new products and services that focus on innovation or strategic opportunity offered by the business environment.
  • In the public sector this could be the translation of political priorities into a programme which will refine and deliver the desired changes.

Emergent Programme:

  • Evolves from concurrent, individual projects that have grown within an organisation.  The coordination of the projects is necessary to deliver the changes and the desired benefits.
  • Is transitory, as it becomes a planned programme when its vision, context and direction have been defined and established.

Compliance Programme:

  • Often referred to as a ‘must do’ programme.
  • The organisation has no choice but to change as a result of an external event, such as legislative change.
  • Benefits may be expressed in terms of compliance, achievement and avoidance of negative implications rather than measurable improvements in performance.

In reality, most programmes have a mix of these characteristics, but it is helpful to understand the dominant characteristics of a programme as it will help to develop and optimise the priorities and approach.

When Should MSP Be Used?

MSP is highly suitable for business transformation and political/societal change, being an approach designed to accommodate high levels of complexity, ambiguity and risk.

Adopting a programme approach is not necessary:

  • Where something new is delivered within the existing business models.
  • Incremental improvements to an existing product or service.
  • To organise all the projects within an enterprise solely for prioritising and allocating resources.

The programme management framework of MSP is primarily designed for leading and managing transformational change.

The MSP Framework

The model right illustrates the three core concepts of MSP.  The outer ring represents the principles, the inner ring reflects the governance themes and the centre illustrates the transformational flow.

 

MSP Principles

These are derived from positive and negative lessons learned from programme experiences.  They are the common factors that underpin the success of any transformational change.

MSP Governance Themes

These define an organisation’s approach to programme management.  They allow an organisation to put in place the right leadership, delivery team, organisation structures and controls, giving the best chance for success.

MSP Transformational Flow

This provides a route through the lifecycle of a programme from its conception through to the delivery of the new capability, outcomes and benefits.

Make a Difference for Your Organisation

Contracting an MSP qualified Interim Programme Manager will make a significant difference to your organisation and your Programme Management capability.  Craig Hughes bring not only a MSP Practitioner qualification but a wealth of blue-chip experience.  Make contact today and understand what difference can be made for your organisation.

Enabling Transformation

There has been much progress in the fields of Transformation and Change Management in recent years.  The lessons are finally been learnt, models improved and revised processes implemented.  Finally businesses are starting to archive their objectives from successful transformation and successful change.

What is Transformation, is it Different from Change?

Absolutely change is different from transformation.  In the Harvard Business Review, Ron Ashkenas published great clarity of the difference.

“Change management” means implementing finite initiatives, which may or may not cut across the organization.  The focus is on executing a well-defined shift in the way things work.

Transformation is another animal altogether. Unlike change management, it doesn’t focus on a few discrete, well-defined shifts, but rather on a portfolio of initiatives, which are interdependent or intersecting.  More importantly, the overall goal of transformation is not just to execute a defined change — but to reinvent the organization and discover a new or revised business model based on a vision for the future.  It’s much more unpredictable, iterative, and experimental.  It entails much higher risk.

Engage Transformation for your Organisation

Engaging a experienced Transformation Programme Manager to deliver that overall goal, that business objective, that vision for the future, brings together business acumen with solid programme management experience, to manage that higher risk and provide the best opportunity for success.

The approach of Cayman Blue Consulting is to select industry best practices, models and processes appropriately for the Transformation being considered as very rarely does one method fit all programmes.  Make contact today and understand what difference can be made for your organisation.

Interim Programme Manager

Have the Vision, Deliver the Change, Reap the Benefits

Projects achieve deliverables, programmes achieve real business benefits.  A programme manager can be seen as the visionary leader and implementer.  Articulating the goals and objectives of the programme and how it will impact the business.  Mapping out and defining the dependent projects that need to be completed to reach the overall goal.  When it comes to the programme, the focus is on strategy and implementation, and how to delegate the projects appropriately.

Mentoring, guiding, supporting the project managers and effectively communicating with the senior stakeholders, the programme manager is at the heart of it all.

Introducing…

Craig Hughes is available to your organisation on a contract basis, and is an experienced, skilled, qualified professional programme manager.

20+ years successful experience of leading business and technology transformation and change in projects and programmes for blue-chip organisations in multiple and varied global market sectors.

Recommendations from previous colleagues attest to successful, results-orientated, programme management.

Professional Certifications Qualifications & Training Courses
MSP (Managing Successful Programmes) Practitioner
PRINCE2 Practitioner
Six Sigma (Green & Yellow Belt)
Dynamic Systems Development Methodology Practitioner (DSDM)
Association of Project Management Practitioner (APMP)		 BSc (Hons) Information Systems Management
CSC Global Transformation Programme Management
CSC Transformation Project Management (TPM)
CSC Global Project Management Framework (GPMF)
H&S Managing Contractors
EDS Global Project Management Excellence Programme
Logica Project Management Tier 1 Courses

OK I get the idea, can we discuss this?

To start a no-commitment conversation use the contact form and I’ll give you call.

Short-Term Project Manager

When do you need a Good Project Manager?

It’s a trick question because a good, delivery-focused, project manager adds value even before the project has started, ensures a smooth implementation into ‘business as usual’ and successfully manages all of the phases in between.

What Traits make a Good Project Manager?

Good project managers are hard to find and great project managers are rarer still.  Studies have identified the traits of the top 2 percent of project managers:

1. Command authority naturally.

In other words, they do not need borrowed power to enlist the help of others – they just know how to do it.  They are optimistic leaders who are viewed in a favourable light and are valued by the organisation.

2. Possess quick sifting abilities, knowing what to note and what to ignore.

The latter is more important since there is almost always too much data and rarely too little.  Focusing on the right items is better than trying to master extraneous data.

3. Set, monitor and re-evaluate priorities frequently.

Work smarter to handle fewer emails, attend fewer meetings and generally limit wasted effort, all allow for concentration on task that ensure success.

4. Ask good questions and listen to stakeholders.

Great project managers do not just go through the motions rather they care about communication passionately and value the opinions of all parties involved.

5. Do not use information as a weapon or a means of control.

Communication should be clear, complete and concise.  Ethics are important here as all the while truthful, justifiable information should be provided without fear of what it will be used for.

6. Adhere to the expected communication schedule.

As it is often the only deliverable early in the project cycle and supports the building of confidence by the stakeholders.

7. Possess broad expertise in project management and apply that blend of experience to the project in hand.

Core ‘technical’ skills of project management can produce positive results but broad knowledge, skills and experience can be used to apply the right techniques, at the right stage of the project to ensure success.

8. Exercise independent and fair consensus-building skills when conflict arises.

Teams achieve more than a group of individuals.  Good project managers bring together teams and enable focus on solid project objectives by all team members.

9. Cultivate and rely on extensive informal networks inside and outside the firm to solve problems that arise.

The identification of any critical issue that threatens the project is the first step.  Taking pro-active action to resolve or mitigate issues often requires the leverage of all of the project managers’ network.

10. Look forward to going to work!

Project management is an exciting challenge that is critical to an organisations’ success.  A truly great project manager has the passion, determination and skills to meet that challenge and retain a smile.

In summary, great project managers plan, manage, and handle details in a way that lets others relax.

The best project managers are those who consistently deliver, on time and within budget, projects that meet or exceed stakeholders’ expectations. Those project managers understand that leadership and people skills are even more important to good project management than a sound methodology and project tracking tools.

Introducing…

Craig Hughes is available to your organisation on a short-term basis, and is an experienced, skilled, qualified professional project and programme manager.

20+ years successful experience of leading business and technology change in projects and programmes for blue-chip organisations in multiple and varied global market sectors.

Recommendations from previous colleagues attest to results-orientated, project delivery.

Professional Certifications Qualifications & Training Courses
MSP (Managing Successful Programmes) Practitioner
PRINCE2 Practitioner
Six Sigma (Green & Yellow Belt)
Dynamic Systems Development Methodology Practitioner (DSDM)
Association of Project Management Practitioner (APMP)		 BSc (Hons) Information Systems Management
CSC Global Transformation Programme Management
CSC Transformation Project Management (TPM)
CSC Global Project Management Framework (GPMF)
H&S Managing Contractors
EDS Global Project Management Excellence Programme
Logica Project Management Tier 1 Courses

OK I get the idea, can we discuss this?

To start a no-commitment conversation use the contact form and I’ll give you call.

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