strategic initiatives are reported as unsuccessful
Stakes are Higher
When a programme is needed to deliver change, one project may not be eneough. The stakes are higher, as more than one person cannot manage the load. Bringing toegteher a number of projects, and other activities will
Both roles support organizational development and improvement. Both roles focus on integration and effective utilization of resources and organizational assets at the different levels.”
The opportunities are huge
There is a direct correlation between
lack of alignment of projects to organizational strategy
most
likely contributes to the surprising result that nearly one half of
strategic initiatives (44 percent) are reported as unsuccessful.
Increased control over investment and strategic goals: organisations can direct the activities the coordinator concentrates on (such as billable consulting hours, benefit tracking, communication) to ensure that optimal investment and strategic goals are achieved
Increased organisational support: when projects reach deeper into the organisation non full time team members see the organisations commitment to the project and appreciate a resource that can reduce some of the burden a project will place on them
Streamlined interactions with internal and external stakeholders: the coordinator can be available when the project manager is not
Programme managers are responsible for realising benefits that can only be achieved through the coordination of interrelated and independent, projects, programmes and other non project activity.
Step-by-step guides for all the programme management tools and techniques needed
Role establishment plan with first week, month and quarterly objectives
Programme plans for each stage; initiation, planning, execution and closure
Maintaining a balance between programme projects, other programmes and activities
Follow On Development (see below)
New programme managers
Project managers moving to programme management
Members of project management offices
2, 3 people: only extra costs for course materials
Attendees return motivated and confident that they can add value to the organisation through programme management
Understand the different skills needed to manage the programme environment compared to organisational, project environments
Know the programme lifecycle, and how to optimise each stage for maximum benefit
Upgrade and acquire new programme skills, best practices, strategies, ideas and insights
Projects are a serious business.
Your projects and the framework you use to manage them are unique.
We have the experience and expertise to understand and integrate your project processes, governance and interfaces into your training.
No general training organisation in Ireland has the focus needed to do this for you.
We do.
Any gaps in the following ideal prerequisites, will be addressed in your course design
Experienced in project management, processes, tools and techniques
Understanding the organisations mission, vision, strategy and capabilities
Experience interacting with senior management
Knowledge of the organisations markets, customer segments
Understand how the organisation realises financial and non financial benefits
Knowledge of relevant industry standards, regulatory environment
Trainees will have sufficient knowledge and understanding, to create, manage and continually maximise the value of their programme, as the vital link between organisational benefit intent and programme implementation.
Programme Management Foundation
- The role of programmes and their managers
- How to manage programmes to bring value to your organisation
- The relationship, interactions and distinctions between:
~ programmes projects
~ other programmes
~ operations and organisational strategy
- The programme lifecycle
- Day to day activities
- The programme business case, plan, and roadmap
- The wider context responsibilities of the programme
Benefits and Stakeholders
- Benefits identification and the benefits business case
- Benefits register
- Benefits realisation, transition and sustainment plan
- Stakeholder engagement
Programme Governance
- The programme governance board, roles and responsibilities
- Programme vision, mission and goals
- Programme funding
- Programme approval, endorsement and initiation
- Programme success criteria planning, reporting and communication
- Internal / external review points
- Programme closure
Programme Life Cycle Development
- Programme definition (the business case)
- Initiation (approval and endorsement)
- Planning (on going)
- Execution (benefits delivery)
- Closure
Programme Processes
- Resource management (planning, prioritisation and interdependency)
- Scope (management, planning and control)
- Quality (planning, assurance and control)
- Risk (planning, identification, analysis, response, monitoring and control)
- Integration
~ management plan
~ performance management and control
~ benefits transition and sustainment
- Procurement (planning and administration)
- Time (schedule management, planning and control)
- Communications (planning, distribution, performance reporting)
- Stakeholder
~ identification
~ analysis
~ relationship, satisfaction and expectation management
- Financial Management
~ financial framework establishment
~ estimated costs
~ budgeting
~ monitor and control
Know how the programme manager role can add value to their organisation
Understand the challenges a programme manager will face
Know how to select and apply programme tools and techniques
Know how programme managers need to navigate the programme environment
Understand the importance of operational management and project management
Understand programme management terminology and definitions
Understand all project and programme team roles and responsibilities
8 hrs. over 6 months: Months 1 & 2 (2 hrs. / month), months 3, 4, 5 & 6 (1 hr. / month)
Follow on is a blend of face to face, phone and email communication as needed
Programme Management
3 days to 10 days depending on training needs analysis
Onsite: Standard meeting room (formal training); standard desk (during analysis)
Offsite: Trinity Street, Dublin; arranged anywhere in Dublin and Ireland
Not to be too blunt about it but no. Projects take effort above the normal management effort.
The trend of offering courses regarding managing multiple projects, the number 10 being mentioned, is strange.
Ask these providers, What size (value), what degree of technical difficulty (complication), what degree of uncertainty is involved in defining its objectives and what complexity of the relationships surround each of these projects?
10 leads you to think that 1/2 a day management of these projects is sufficient.
If the answer to these questions is large for any 1 let alone 10, then the risk of it failing is large if not managed correctly, leading to the real question, can these activities really be called projects? The tools needed to ensure that risk
While the concept of being a part time project manager for a small project makes sense, dedicating half a day to each one of ten projects a week, sounds busy, does not sound what you are managing are projects, and therefore any attempt to apply project management and its associated time and effort overhead
More so than the title of project manager, the title of programme manager is used to refer to different organisational roles. It can mean:
- senior project manager (a way of differentiating a more experienced project manager from junior)
- manager of sets of related or unrelated activities (but non project activities)
- floating manager ready for diverse activities (like a minister without a portfolio, valuable member of any organisation that wishes to remain agile).
Does this matter? Absolutely not. As long as all concerned understand the meaning in its context.
Be careful however when dealing with an outside organisation, that both sides identify early on, the role that goes with the title.
A Programme manager in the project context will have:
- a number of project managers reporting to them
- will have a defined programme:
> vision
> mission
> goals
> objectives
> outcomes
> benefits
> success criteria
