I’m currently working with a multinational organisation to build out the strategy to empower the business to take advantage of new regulations coming in as a result of de-regulation in Europe (Hmmm). We are working on a Programme to implement the strategy to deal with these changes in our marketplace.
For me Programmes are not just a collection of related projects it’s significantly more than that, programmes are about strategy and projects are about tactics. Programme management is overseeing the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisations strategic objectives.
Programmes deal with outcomes and projects deal with outputs (From MSP®). We do use Programme Management to coordinate related projects but that’s down the road and its not the primary reason to kick off a programme. The programme starts by taking the business strategy, targets, initiatives and policies and defining the vision, scope and priority of the outputs that will deliver the outcome.
How do we approach this.
Develop the Vision, this is the postcard from the future of state of the business. It is used as the focus for the programme and like any vision it should be compelling and clear. Failure to get a good visions statement weaken the programme, therefore time should be spent in developing it. Re-design the vision in the middle of the programme may cause confusion.
From a Vision we can tease out a target operating model for the future, the practices and process that will be need to be in place to deliver the vision. The target operating model is the blueprint of the future and the programme manager has the responsibility to ensure that the blueprint is delivered.
The POTI model is useful in developing out the blueprint, for each element of the blueprint used it to analyse the processed, organisation change, technology and information required for the future
|Vision Statement||We want to enter new emerging market ABC|
|P||Processes, Business Models of operations and functions including operating costs and performance levels|
|O||Organizational structure, staffing levels, roles, skills required, organizational culture, supply chain and style|
|T||Technology, buildings, IT Systems and tools, equipment, machinery and accommodation|
|I||Information and data required for future operations|
From defining these process, organisational changes, technology and Information the projects to deliver them become apparent.
The above is simplified method bases on MSP®. More details on the methodology is available with templates examples. Drop me a line to chat through it.