1. Value DynamicsValue Dynamics
Programme Management
Master Class

2. Sikander Shaukat
Business Advisor
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3. What is a programme
… Example
Programme Management Institute definition:
A temporary endeavour undertaken to create a unique product or service
… Example
Climb a mountain
Go on an expedition
Setup a business
Build a hospital or school
… When we need it
When a lot of effort needed
Investment and risk
Lot of interrelated moving parts
Many objectives
… Benefits of using a programme approach
Creating a repeatable approach
Making an approach understandable through structure
Reduces risk
Achieve success
Build learning and capability
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4. Challenges
… It is usual in a programme for the The manager has to continually balance… It is usual in a programme for the
manager to work with many tensions
Revisions
Politics
Costs
Quality
Add-ons
Time
Functionality
Personal Agenda
Quality
Time
The manager has to continually balance
Personal Agenda
… This translates into a triangle of
balance
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Cost
Time

5. 7 keys to success
… Strong link to the good the project will achieve (benefits)
… Make the objectives and the functions clear
… Get commitment from stakeholders
… Get a champion who promotes the programme
… Good project plan
… Communicate well and frequently
… Get enough funding and resources
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6. GOSPA Framework
Levelof
effort
Conceive
“think of
venture”
Define
“outline it”
FinishExecute
“Do the work”Any
Programme
lifecycle
Goals & Objectives
Strategy & Work
structure
Organisation
Benefits
Risks
Communication
Plans
GO
S
P
Programme
Framework
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Plans
Resources
Monitor & Control
Decisions &
Action
Complete
P
A

7. Goals & Objectives
… Goal
A single statement of what needs to be achieved
Example
• build a critical care hospital• build a critical care hospital
… Objectives
Think of the uses/usefullness (functionality) that needs to be delivered
Example
• Within 2 hours of a major town
• Be able to treat 100 people at a time
• Have 5 theatres
• 20 Nurses
• 5 doctors
• Diagnosis labs
• Functions - Trauma & Intensive Care including Neo Natal, Paediatrics, coronary care, post operative,
With a high dependency unit.
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8. Goals & Objectives Work sheet
… Goal
For a programme you are considering create a goal and objective
statement (include benefits)
… Goal
… Objectives
1.
2.
3.3.
4.
5.
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9. Benefits Identification
… Benefits
The number of people helped
The cost eliminated – saved lives, reduced suffering, or actual financial cost
The revenue earned – creating a better society, good will, care provided, reputation, fundThe revenue earned – creating a better society, good will, care provided, reputation, fund
raising, fees charged
The risks avoided – Prevention of sickness, non-functional or dependant people in the
society, potential financial losses prevented
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10. Benefits worksheet
… Benefits
The number of people helped
For a programme you are considering create a goal and objective
statement (include benefits)
The number of people helped
The cost eliminated – saved lives, reduced suffering, or actual financial cost
The revenue earned – creating a better society, good will, care provided, reputation, fund
raising, fees charged
The risks avoided – prevention of sickness, non-functional or dependant people in the society,
potential financial losses prevented
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11. Work structure
… Work structure
Are the high level packages of work
that need to be carried out to complete
the endeavour … A good means of discovery is tothe endeavour
• These can be standalone projects in its
own right
It includes the programme
management related work such as
direction, communication, reporting
Each work structure must have
deliverables or outcomes
Produce a grid or a work related
organisation chart
Test integrity of each work package
• Clarity and boundaries
• Relevance
• Durability and sustainability
• Scale & growth
• Contractual relationships
• Sense the level of costs involved in• Sense the level of costs involved in
each
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12. Work structure example
Construct a
building
Land &
location
Site Acquire Permits
Construct
Architecture
Quantities Ordering
Contractor
Machines Materials Labour
Utilities
Heat & Light
Interior
design
Finance
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Quantities Ordering Machines Materials Labour Heat & Light

13. Work structure work sheet
Construct a work structure chart for your programme
Think through how long each work package is likely to take
How many people its likely to need
Sense how much each is going to cost
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14. Strategy
… the sequencing ‘pattern’ of the work
structure
… to practically and realistically move
… It is usually based on
Rough estimate of time to complete
each work package… to practically and realistically move
towards delivery of objectives and
outcomes
… Can group things based on outcomes
or interim outcomes and especially
release of benefits
… Not done on isolation – involve
each work package
Dependencies between one work
package and an other
Cost and income
Other resources
Public opinion or stakeholders position
The need for speed in delivering the
benefits
Competition
… Not done on isolation – involve
suppliers, experts, etc.
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15. Strategy example
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Land Locate
Acquire Permits
Land
Build
Funding
Site
Acquire
Architec
ture
Permits
Quantiti
es
Order
Stage 1
funds
Stage 2
funds
Build
Utilities
Heat & Light
Fixture &
Fittings
Stage 3
funds
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Manage
Decide on site
Place orders
Appoint
contractor
Meet
contract
ors Interior
design
Budget
Payment
Payment Payment

16. Strategy worksheet
Sometime a Milestone chart is sufficient
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17. Cost estimation
… Use the strategy to estimate
Number of people (resources) needed
Materials needed
Management personnel needed
Other resources needed
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18. Stakeholders
… Identifying the stakeholder
All the people who you need
• As resources
• To bring along• To bring along
Also think of all the people the
Programme is likely to affect
Also the people in the sidelines
observing
… Evaluate the stakeholders
… Stakeholder management plan
Think of communication messages to
… Evaluation parameters
Relationship to project
Expectation from project
Required delivery to project
Attitude to project
Importance of support
Communication channel
Management measure
Think of communication messages to
influence
Ring fencing
Giving a stake or getting them involved
Using other more powerful
stakeholders to manage
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19. Stakeholders worksheet
Fill in the stakeholder names in the form below
Then evaluate them (involve others in your project whom you trust)
Think of ways of managing
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20. Communication planning
… Communication is a two way process –
listening and talking
… Communication plays a number of roles
… For each audience consider
Purpose
… Communication plays a number of roles
including very importantly in relation to the
stakeholder management plan
It gains support from those who determine
success
• Outwards and upwards
• Example
– Regulators
– Fund provider
– Suppliers
– Own managers
Build team motivation and understanding of
Purpose
Message
Level of listening
Level of talking
How often to communicate
• How often you communicate (intensity)
depends on the needs and lifecycle of the
programme
Build team motivation and understanding of
the vision, direction and the work to be done
• Internal and downwards
… The message can change as the
programme lifecycle moves forwards
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21. Communication plan example
Stakeholder Daily Weekly Monthly Quarterly Purpose Message
Team 10 am Motivation and
leadership
Share issues and
problems
Fund providers Report on
value
added
Information and
assurance
Fund raising
Success report
Re state benefits
Contractors Progress
report
Budget control
Risk management
Listen to progress
Re assert timelines and
budgets
Colleagues Informal
discussion
Get support and advice Progress & issues
Regulators Meeting Conformance & issues Standards being applied
to the work
Findings of surveys and
audits
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Others
Use formats that suits your programme – e.g. a calendar based, task based, event based, phase based

22. Communication plan worksheet
Stakeholder Daily Weekly Monthly Quarterly Purpose Message
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23. Communication worksheet 2
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
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24. Programme organisation
… Programme organisation tend to have
different way of working than to
running a day-to-day business
… Build an organisation suitable to the
scope and depth of the work
… Change it as the programme evolves
… Allocate clear objectives, deliverables
and duties
Purpose, responsibilities, deliverables
Programme
Board/Steering
group
Programme
manager
Expert advisors
Work
Package/Project
Manager
Work
Package/Project
Manager
Programme Office
Control Finance Quality
Purpose, responsibilities, deliverables
Person specification (skills & attributes)
Project specification
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One set-up used frequently

25. Managing benefits delivery
… Benefits are the only true measure of
success
Defines the success criteria of the
programme
Tools
Provides the central reference point for
decisions about scope, strategy,
prioritisation
… Emphasises why something is being
done (instead of what is being done)
… Business Case
… Benefits management plan
All work packages and projects should
be evaluated and prioritised against the
benefits these will yield
Trace the work packages to the
benefits. Identify expected release date
Assign people to deliver the benefits
and those who will own the benefitsand those who will own the benefits
Identify assumptions and test
Track and measure release
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26. Managing Benefits worksheet
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27. Managing risks
… Helps to predict problems and plan ahead
Reduces costs through early action
… Significantly improves chances of
… Identify –
Classify risk according to the potential
area of impact
Example… Significantly improves chances of
success
Example
• Programme risk and operational risks
OR
• Goals, Objectives, Strategy, Plan,
Action (GOPSA)
… Analyse
Impact and probability
Preventative & mitigating actions
… Manage… Manage
Assign accountability and review points
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28. Managing risks worksheet
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29. Project plans
… Planning is an iterative process
… It is a team effort that can involve
experts
Identify the activities
Estimate the length of time required to
complete each one
Establish start and time
experts
… Is negotiated
Identify the resources required to
complete each activity
• This drives your main costs
• Lack of availability may drive your timeline
• Identify your most critical resource (delay in
getting resources will delay project)
Identify the dependencies and adjust start
and end time of activities accordingly
Draw out a Gantt chart
Identify the longest chain of activities
(critical path)(critical path)
Add contingency
Delay in the critical path activity will delay
project – monitor closely
Plans are for use not for show
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30. Project plan example
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31. Reporting
… Why report
To inform
To stimulate action
… 7 Golden rules
Tailor reports to your audience
A picture paints thousand words – use
graphsTo stimulate action
• Decisions
• Resources needed
• External issues
• Re-scheduling
For legal/audit purposes
graphs
Use of figures adds value – use
accurate numbers
The value of the report is inversely
proportional to its size
Reports are for action – highlight
exceptions and point to remedial
actions
Ensure consistency and accuracy
Link to management
committees/meetings or milestonescommittees/meetings or milestones
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32. Progress report
Date:
Programme Title:
Programme Manger:
Programme Status;
Summary
Reporting example
Benefits Map
Finances
Actions Next Period
School built
Curriculum
Recruit teachers
Recruit students
Run classes
Budget
£xxx
Spent
£xxx
Committed
£xxx
Run rate
£xxx
To plan
+ £xxx
Key Issues & decisions required
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33. Monitoring
… Always know where you are
Use the control cycle
… Ability to influence programme
Actions
Problems?Re-plan
… Ability to influence programme
decreases with time
… Forecasting
Test the plan for sensitivity to
• Time
• Costs
• Resources
• Loss of contingency
Determine causes of fluctuations
Master
Plan
Pro-
gramme
Activities
Progress
Reports
Forecasts Completion
Actions
Deviation from plan
Control Cycle
Determine causes of fluctuations
Identify actions
Make recommendations
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34. Monitoring (continued)
… Manage by exception
Trust the project team
Only respond to significant deviations
Have a good information mechanism
… Control quality
Have a quality plan
Acceptance plan and agreed methods
of testingHave a good information mechanism
… Control changes
Indentify originator
Assess risk & cost/time/viability
Approve or not
of testing
Quality criteria in deliverables
Performance specifications of product
Refer to standards
… Configuration Control
Library & catalogues
• Specification delivered
• Release numbers
• Version numbers• Version numbers
• Dates
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35. Cost Management
… Manage costs
How reliable is the cost data
How much value have you earned –
what you have produced in relation to
Jan Feb Mar April Total
Budget 1000 1000 1000 1000 4000
Actual 1200 1200 2400what you have produced in relation to
costs
… Many advanced mechanisms for
tracking financial performance
Actual
spend
1200 1200 2400
Variance -200 -200 -400
Committ
ed
500 500
Progress to date Forecast
… Simple method
Establish monthly budget at start of the programme
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Establish monthly budget at start of the programme
During programme compare significant variance to this monthly budget
Establish its impact on remainder uncompleted (forecast) programme
Also compare committed, but not yet paid amounts
Establish cause for the variance
Take remedial action including re-planning

36. Managing contingency
… Keep contingency in block and not line
items
… Distinguish between specific (risk… Distinguish between specific (risk
based) and general
… Do not come under budget (seen as
poor performance)
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37. Influencing and Managing expectations
… Influencing strategies
Use logic to overcome logical
objections
… Stakeholder expectations
Shape reality through programme
outcomes, deliverables and benefits
• “We are fully engaged in delivering a,b,c
Use emotion to overcome emotional
objections
‘Battlers’ –
• expose their reasoning,
• then expose their beliefs,
• finally expose the integrity of the person
Beware the logical objection disguising
an emotional reaction
• “We are fully engaged in delivering a,b,c
we cannot also start z”
Reshape expectations to ensure they
match programme reality
• “If we do activity x first it will take longer
to do y”
Review stakeholder analysis and use it
an emotional reaction
Provide information and direction to
make your ideas their own
• People rarely fight their own ideas
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38. Decision making
… Understand
The work do be done
Who is responsible for what
The stakeholder positions
… Keep ‘reporting’ and doing separate
from making decisions
… Establish criteria for board vs. ownThe stakeholder positions
Team dynamics
The organisation evolves
… Ensure reports & controls providing
support for decision making
… Establish criteria for board vs. own
decisions making. Based on
Major changes
Amounts above thresholds
Risk to goals, strategies and benefits
Changes in expectations
Major blockers
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39. Finishing
… Beware
Programme fizzle out when 95% of the
work is complete
Resources disappear to other projects
… Have a clearly punctuated and
celebrated ending
… Have a final reportResources disappear to other projects
Management focus shifts
Ensure time and cost don’t overrun the
contracted sum
Don’t rewrite benefits/success criteria
… Handover process and team
Clear completion criteria
Deliverables
Programme sign off
… Have a final report
Programme performance
Organisation structure
Team performance
Techniques and tools
Learning
Programme sign off
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40. Have success in your endeavour
Contact us if you need help
sikander@valuedynamics.uk.com
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