Acheiving project success with programme management

Programme Management is the coordination, negotiation, mediation and monitoring of a large number of projects to ensure successful outcomes for all participants.  Internationally there are some large programme which require high level programme management.

Roger Chou in his recent post from the Project Management Institute highlights the value of good programme management. http://blogs.pmi.org/blog/voices_on_project_management/2011/09/achieving-success-through-prog.html.  He says,

“A report detailing the impact of the 2010 Taipei International Flora Exposition estimates that Taiwan brought in more than US$1 billion during the six-month event. These benefits were created by synergy, which was cultivated through centralized program management.



The event had an organizing committee, which was set up like a program management office (PMO). Endorsement from the International Association of Horticultural Producers (IAHP) gave the organizing committee the freedom and authority to be effective. IAHP provided the committee with clear objectives, which allowed committee leaders to establish concrete goals for meeting stakeholder expectations.

The exposition involved 377 projects and more than 23,000 participants. With so many stakeholders involved — all of whom were eager to stage events, exhibitions, shows and displays — the event’s success required all of their coordination and cooperation.”

Roger explains that all of these stakeholders’ concerns needed to be understood and met. To achieve this an organising committee was established which worked closely with local tourism and cultural bureaus, as well as the government. The committee had to negotiate, mediate and monitor the projects, and assist the stakeholders to achieve their own benefits, so as to maximize the synergy effect. The committee provided an overall strategy, values and principles to the programme. It was the committee that developed clear objectives for each individual project.

This is where our six dimensional model offers so much value.  It gives each project clarity, in terms of:

Knowledge: The ideas and information to be conveyed.

Skills: The capabilities required for project success.

Values: The do’s and don’ts of the project.

People: Who to work with, what relationships to form, who to communicate with.

Learn: What resources, and support are needed to bring about successful outcomes.  How are these support resources to be accessed and shared?

Integration: Successful integration within the whole programme.

Those who have developed project management skills can scale up their expertise to manage large programmes. However, the principles remain the same despite the size of the programme. The six dimensional model should give you confidence you can design a successful programme with ease.

Achieving Success through Program Management

By

Roger Chou, PgMP

 on September 27, 2011 11:34 AM | Permalink | Comments (0) | TrackBacks (0)

A report detailing the impact of the 2010 Taipei International Flora Exposition estimates that Taiwan brought in more than US$1 billion during the six-month event. These benefits were created by synergy, which was cultivated through centralized program management.

What do I mean by synergy? Cross-related projects benefit from efficiency and control when activities are combined rather than performed separately. The exposition is a good example of the kind of synergy that program management should bring — an example worth considering if you want to manage projects effectively within a program.

The event had an organizing committee, which was set up like a program management office (PMO). Endorsement from the International Association of Horticultural Producers (IAHP) gave the organizing committee the freedom and authority to be effective. IAHP provided the committee with clear objectives, which allowed committee leaders to establish concrete goals for meeting stakeholder expectations.

The exposition involved 377 projects and more than 23,000 participants. With so many stakeholders involved — all of whom were eager to stage events, exhibitions, shows and displays — the event’s success required all of their coordination and cooperation.

All of these stakeholders’ concerns needed to be understood and met. This was only possible through the organizing committee, which worked closely with local tourism and cultural bureaus, as well as the government. The committee had to negotiate, mediate and monitor the projects, and assist the stakeholders to achieve their own benefits, so as to maximize the synergy effect.

But it is not just strong, centralized management that ensures a program’s success. The program manger must also correctly identify clear objectives around which individual projects are organized.

As exemplified with IAHP and the committee, objectives of a program can only be defined from top to bottom, which requires a higher level of governance. Once the objectives of a program are set up, every project under the program shall be carried out in accordance with the objectives to ensure alignment between the execution and objectives.

What do you think? Does centralized management ensure a program’s success?

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