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MANAGING SUCCESSFUL PROGRAMMES- FOUNDATION
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MANAGING SUCCESSFUL PROGRAMMES- FOUNDATION
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MANAGING SUCCESSFUL PROGRAMMES:FOUNDATION
buzzwords: adaptable, prioritise, reduce rework
align with priorities
What is a programme?
a temporary structure designed to lead multiple interrelated projects and other work in
order to progressively achieve outcomes of benefit for one or more organizations.
What are the seven MSP principles?
Lead with purpose • Collaborate across boundaries • Deal with ambiguity • Align with
priorities • Deploy diverse skills • Realize measurable benefits • Bring pace and value
In MSP the purpose of a programme is to progressively deliver...? A) set of quality
deliverables B) projects to time and cost c) outcome of benefit d)corporate strategy
c
the result of change normally affecting real world behaviour and/or circumstances...
outcome
who is the "overall and ongoing accountability for the successful delivery of outcomes of
the programme"
SRO
What are the three lenses of MSP
principles, themes, and the processes across the programme lifecycle
VUCA
An acronym for volatile, uncertain, complex, and ambiguous that captures the context in
which today's organizations compete.
what must benefits be?
measurable and aligned to strategic goals of business
enterprise agility
a characteristic of an organisation that is able to be flexible and responsive to drivers in
the environment
what are the reasons for using programme management
,innovation and growth, organisational realignment, efficient delivery and effective
delivery
innovation and growth
responding to opportunities
organizational realignment
responding to mergers
efficient delivery
responding scarce resources
effective delivery
responding to customer demands, performance
what are principles
guiding obligations
what are themes
essential aspects of governance to ensure alignment of principles
what are processes
structured set of activities to achieve a specific objective
Lead with purpose
envision and communicate the desire outcomes
collaborate across boundaries
facilitate effective cross-organizational governance
Deal with ambiguity
understanding the risks associated with decisions
align with priorities
adapting to new information and emergent change
deploy diverse skills
meeting the changing needs of the work
realize measurable benefits
design and delver coherent organizational capabilities
bring pace and value
,justifying the investment in programme management to stakeholders
how does the application of "lead with purpose" achieve value
by envisioning and communicating the desired outcome
which principle enables the achievement of desired future outcome alongside existing
activities
bring pace and value
which principle ensures that offering opportunities for people in different organisational
units interact
deploy diverse skills
what is a theme
aspect of governace to ensure programme is aligned to principles
governance
The framework within which authority is exercised in organizations.
deming cycle
Plan, Do, Check, Act
PDCA cycle
Plan, Do, Check, Act
PDCA: Plan
understand situation
PDCA: Do
Carry out specific steps
PDCA: Check
validate results, identify futher actions
PCDCA- Act
apply further actions
what is the purpose of programme strategy
to define the governance and control environment for the programme in line with
corporate governance requirements
what approach is the programme board responsible for
, governance approach
Risk Appetite
The degree of uncertainty an entity is willing to take on, in pursuing the benefits of a
programme
what is the purpose of the organisation theme
To define and establish the project's STRUCTURE of ACCOUNTABILITY and
RESPONSIBILITIES
How is a risk appetite expressed?
tolerances/threshold
sponsoring group
directs the programme (director level)
- alignment with objectives
-appointing SRO
- aware of overall risk landscape
- setting priorities
- continues commitment and endorsement
programme board
drive delivery
- accountable to sponsoring group
- developing, implementing and maintaining strategy
- answering questions in the approach
at minimum what roles must the programme board have
SRO, programme manager, business change manager and leader of PMO
other representatives of programme board
reps from supporting offices, project sponsors, corporate reps (hr, finanace) and lead
supplier
programme office
accountable to programme manger and bcm
- provide skills, resources, tools
- assist risk management
- stakeholder engagement
SRO
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