Презентации УП 2013 / Wayle (2)
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What is a programme and what is a project?
“A project is also a temporary organisation, usually existing for a much shorter duration, which will deliver one or more outputs in accordance with a specific business case”
•Projects deal with outputs
•May or may not be part of a programme, depending on the nature of the project
•During a programme lifecycle, projects are initiated, run and closed down
“A programme is defined as a temporary, flexible organisation, created to co-ordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives”
•Programmes deal with outcomes
•Programmes provide an umbrella under which a group of related projects can be co-ordinated
•A Programme Office is a temporary organisation which exists until the programme is delivered
Success factor
A survey finds that organisations are increasingly using a wide variety of means to drive their projects and programmes. The percent of organisations that have a PMO now stands just above the two-thirds mark
(67%) and nearly that many (63%) have standardised their project management practices across all or most of their enterprise. Frequent use of change and risk management techniques remains high, as does the use of formal programme management.
Survey by the Project Management Institute – March 2012
Major programmes and projects: getting started
1. Leadership
Establish the programme vision and overall governance:
•establish programme management office (PMO)
•strategic relationships and decision makers
•overarching structure with clear roles and responsibilities
•gateways
•delegated authority
•escalation protocols
•establishing the reporting format, rhythm, consistency and behaviours
•meeting regime
•assurance and audit regime
The key challenge is keeping the focus on these fundamentals alongside live projects.
Don’t get dragged into the day-to-day project issues.
Major programmes and projects: getting started
2. Establish a team
Meet the immediate programme resourcing needs:
•focus on relationship development
•create a distinction between the programme-level definition team (strategic) and the on-going project teams (delivery)
•start as you mean to go on with skilled resources from the outset to establish the programme
•get the right skills base in place early to learn through mobilisation and drive through execution phase
•ensure there is some resilience in the team to deal with issues
•provide organisation support to shape the development of shared objectives and a programme-wide performance culture
•reflect the typical dynamism required in mobilising a programme
Major programmes and projects: getting started
3.Functional expertise
•focus on relationship development
•provide experts to ensure that the systems, processes and procedures that are developed are appropriate for the needs of the wider programme objectives and the programme requirements.
•functional expertise provides programme consistency and allows technical expertise to focus on the project delivery
•have an existing body of knowledge that can be tailored to the needs of the programme
•provide technical expertise to identify the toolset required to support the processes
Major programmes and projects: getting started
4. Programme definition
Identify:
•Work Breakdown Structure (WBS) – aligning to the organisation and cost
•scope
•assumptions and exclusions
•budgets
•baseline schedule
•headline risks
All come together to form the programme baseline report that can be agreed with the client and their stakeholders.
This control document becomes the basis for measuring all future change.
All progress reporting will utilise this controlled baseline through to completion.
Major programmes and projects: getting started
5.Process and toolset definition
•define the common project management interface
•where ever possible standardise deliverables and the contract terms
•define the IT toolset and plan IT implementation
•establish a formal change control process
•align with the client to capture cost at the appropriate level
•establish a framework for information management including collaboration and document management that aligns with IT toolset
•implement the reporting structure, processes and behaviours
These all come together in the Mace programme management plan.
The importance and impact of project controls
•All projects are susceptible to cost overruns and schedule slippage and/or do not deliver the value originally promised.
•Organisations can avoid these issues by implementing and enhancing their project controls with industry best practices for project management.
•The most successful projects have well developed controls in place from start to finish and are predictive not reactive.
•Project controls encompass the people, processes and tools used to plan, manage and mitigate cost and schedule issues and any risk events that may impact a project.
•Such controls are not only crucial to the efficiency and performance of specific projects, but to an organisation’s overall operations. Well-developed controls, monitored through each step of the process, ensure that timing and budget demands are met and that every participant knows their role in context of the project.
“It has been proved time and again that performance can be improved if dedicated Project Controls systems are in place. It is our opinion that good
Project Control practices reduce schedule and cost slippage by potentially
15%. Project Controls cost range from 0.5% to 3% of total project.”
Major programmes and projects: project controls
Major programmes and projects: control of change and contingency
•Good governance structure empowers the right people to authorise change which allow the project to keep moving at the correct pace
•Different levels of contingency will support the programme / project governance by setting out responsible criteria at each level (Project / Programme / External
Stakeholders)
•Active management of risks confirm contingency requirements when budgeting and enables the project to set out plans to control prior the event
•Risk management identifies what can go wrong, and takes steps to reduce the probability of or lessen the impact of risks on your project’s quality, cost and schedule (identification, analysis and mitigation of risk)
•Trends process to show potential changes looming and gave sufficient time to stop
•Lower cost of capital works
•Acceptance that change will happen and just needs to be managed