Webinar Introduction to Programme Management 23 February 2017 Alan Macklin APM Programme Management SIG

1. Introduction to
Programme Management
Thu 23 Feb 2017 - Webinar
The Webinar will open at 1230 –
please stay on the line!
For those with time & appetite for concurrent activity
while you wait, open in a new window the 2 Mar APM
Programme Management Annual Conference Agenda
and Speakers at
www.apm.org.uk/event/apm-programme-management-sig-annual-
conference-2017/

2. Today’s Presenter – Alan Macklin
 Deputy Chair, Association for Project Management - 2012
 Programme Management SIG – 2011
 CH2M’s Director UK Government Acquisition & Support Pgs
Infrastructure Transformation
– London Olympic Park - DE&S Managed Service Provider
– Thames Tideway Tunnel - Highways England Pg Del Ptner
 Defence Acquisition – 20 years – Portfolio, Programme & Projects
levels
Execution Enabling
– Sponsor - Policy/Strategy
– Delivery - Functional Leadership

3. Safety Moment

4. Why Programme Management, Why Now?
 Project Management is about products –
Programme Management is about change
and benefits
 National Infrastructure Plan - Autumn 2016
– 728 Projects & Programme
– >£500,000M – of which >50% in next 5 years
 Second Edition

5. Scope
 What is a Programme?
 How to run one?
 How to assess one?
 How do I learn more?

7. Programmes
 Complex Projects
 Sequence of Projects
 Concurrent Projects
 Schedule

8. Definitions & Context
APM
A group of related projects and change
management activities that together achieve
beneficial change for an organisation.
Managing Successful Programmes (MSP)
A temporary, flexible organisation created to
coordinate, direct and oversee the
implementation of a set of related projects
and activities in order to deliver outcomes
and benefits related to the organisations
strategic objectives.

9. Satisfying Business Needs
Is there a need for change?
Is there an ability and culture for change?
Is there a wider perspective of change?
Is there a business need?
... address complexity and uncertainty?
... manage tensions between corporate objectives,
business as usual and change delivery?
How can we…
• Transformational Change
• Specification-Led Change
• Emergent Change

10. Programmes vs Strategy vs
portfolios vs projects

12. Tranches

13. Tranches and projects

14. Responsibilities, roles & actors
Governance and leadership
Making the change
Managing integration & relationships
Engaging with stakeholders
An effective PMO
Need strong integrated leadership and boundary scanning:
Sponsor(ing Group), Senior Responsible Owner, Board
Must be able to transition effectively to new practices:
Business Change Manager(s)
No programme exists in isolation:
Know your stakeholders and their objectives; keep them informed
The ringmaster around whom the performers interact:
The Programme Manager
Nobody notices a smooth running machine

15. Organisational Context
DeliveryClient
SRO
Project
Sponsor
Project ManagerProject
Programme ManagerProgramme
Portfolio CEO Portfolio Manager

17. 7 Perspective of P3M3
Resource
Management
Benefits
Management
Organisational
Governance
Management
Control
Stakeholder
Management
Risk
Management
Financial
Management
P3M

20. https://www.apm.org.uk/book-shop/

21. http://learninglegacy.independent.gov.uk/

22. Q&A

23. This presentation was delivered
at an APM event
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