Before I delve deeper into the subject of programme management allow me to clarify what a programme is and what a project is. The reason for this is because I have seen these two words used so interchangeably across many organisations in many countries with people calling a project a programme and vice versa.
A programme is a flexible and temporary organisation which is created to direct, coordinate and oversee the implementation of a set of related projects in an effort to deliver benefits and outcomes related to the strategic objectives of the organisation.
A project is a temporary organisation which is created to deliver one or more outputs in accordance with a business case.
Programmes create outcomes and projects create outputs, and programme management does not replace the need for competent project management. A programme acts as an umbrella under which projects can be coordinated and integrated in order to deliver an outcome which is the sum of the projects’ parts.
The UK Office of Government Commerce (OGC) has a framework callde ‘Managing Successful Programmes’ (MSP). The MSP framework provides proven programme management best practice for successfully delivering transformational change.
Organisations which have embraced MSP have enjoyed the benefits of transforming themselves successfully as opposed to being amongst those that suffer painful or failed transformation.
These days, more and more C-level executives are recognising programme management as a powerful tool, which when used well, can facilitate ’successful’ transformation programmes as opposed to ugly monsters which get out of control and wreak havoc.
Programme management aligns corporate strategy, business-as-usual and the delivery mechanism for change. These are three vital elements which must align if transformation is to be successful.
MSP principles represent success factors that underpin the likelihood of successful transformational programmes. These principles have been derived from lessons learned in both the private and public sectors.
Positioned within the seven principles are nine governance themes which help put in place the right leadership, delivery team, organisation structures, controls and control information to optimise the likelihood of delivering the planned outcomes and benefits successfully.
Then finally comes the transformational flow which provides a path through the programme lifecycle from conception to closure.
If you are still wondering why you should adopt programme management, consider the fact that most organisations are likely to fail to deliver change successfully if there is:
- insufficient board-level support
- poor leadership
- an unrealistic expectation of the organisational capability and capacity
- insufficient focus on benefits
- no real picture of the future capability
- a poorly defined/communicated vision
- lack of desire to change the organisation’s culture
- a lack of stakeholder engagement
MSP provides a structured framework which can help organisations avoid these pitfalls and achieve their goals.
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