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Programme Leadership Course Version 2.6 February 2009 Leading Successful Programmes
Course Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What is a Programme? The bus of success carries many passengers, but the bicycle of failure is a vehicle made for one --Stuart Robb 2001
What is a Programme? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What makes a programme successful? PROCESS PEOPLE TECHNOLOGY Collateral Knowledge Procedures Forums Terms of Reference Directory Structures Project Folders Signoffs/Acceptances Culture Behaviours Leadership Training Incentives/Reward Peer Reviews Monitoring Environment Milestone Management Risk/Issue Management Portfolio Management Financial Management Resource Management Knowledge Management Configuration Management Microsoft Project RAID Logs (Excel/MS Access) Timesheeting (Clarity)
What is leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Attributes of leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples of great leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CONDISER: Many of these leaders are only recognisable as being “great” for a relatively short period or during some key event!  Often, their “greatness” went catastrophically awry having reached their pinnacle.
Exercise:  Consider these leaders ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Types of Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],MILITARY (leaders promoted/honed) “ CIVIL RIGHTS MOVEMENT” (leaders emerge/evolve) Which style is better?
Charisma ,[object Object],[object Object],[object Object],[object Object],[object Object]
Power ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership style ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership Styles – key factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Leadership Styles – key factors ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Using psychology to lead ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Management vs Leadership ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Common scenarios ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The difficult decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Programme Manager’s top-tips ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Programme Dimensions Every obstacle yields to stern resolve. --Leonardo da Vinci
Programme Dimensions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],PRODUCT CLIENT ORGANISATION PROCESS RISK OUTCOME
Managing the levers of RISK
Programme Dimensions Page  REDUCE SCOPE INCREASE BUDGET INCREASE TIME LOWER QUALITY INCREASE SCOPE REDUCE BUDGET REDUCE TIME INCREASE QUALITY RISK There are four levers to play with –  the challenge is to set each lever at just the right place that the programme is  stable, deliverable and an equilibrium is established.  1. BUDGET  2. SCOPE  3. QUALITY  4. TIME Risk Balancing Act
Reducing scope results in... Page  SCOPE Fewer Geographies Less Functionality / Completixy Lower Test Time/Costs Less Functionality Delivered (Lower Revenues?) Lower Application Build Time/Cost Lower Infrastructure Capital/Maintenance Costs (Test) Lower Volumes / Customers Lower Infratructure Build/Support Costs (Test) Less Infrastructure Capital/Maintenance Costs (Prod/DR) Lower Implementation Costs Potential For Performance Bottlenecks Less payback Cost Reduction Levers
Increasing time results in... Page  TIME Extend Delivery Timescales Fewer/Smaller Test Infrastructure Capital/Maint Costs Date is fixed and will not deliver all functionality Lower Peak Resource Load Cost Lower Infrastructure Capital/Maintenance Costs (Test) Reduce Parallel Activities Lower Infratructure Build/Support Costs (Test) Reduce Management Overhead Costs Lower Infrastructure Capital/Main Costs (Test) Not all functionality delivered Lower Infrastructure Build/Support Costs (Test) Reduced Resource Costs for Complex Integration Cost Reduction Levers
Reducing quality results in... Page  QUALITY Reduce Code Quality Higher Defect Rates & Re-work (increasing Development costs) Faster Coding Time (potential lower resource costs) Undertake Less Testing Lower Infratructure Build/Support Costs (Test) Less Infrastructure Capital/Maintenance Costs (Test) Lower Application Development Costs Increased Risk of Application Failure Utilise More Offshore Resources  (lower unit cost/da) Provide Service With Less Resilience Fewer Test Resources Increased Risk of Unexpected/Erroneous Results Higher Testing Costs Lower Infrastructure Build/Support Costs (assuming offshore d/c) Less Infrastructure Capital/Maintenance Costs (Prod/DR) Risk of Extended Service Outage Risk of Missing Contractual SLA’s Risk of Missing Settlement Deadlines Increased Management Overhead Costs Stronger Governance Required, Increased Governance Costss Cost Reduction Levers
Quality is key! ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating a high-performing ORGANISATION Coming together is a beginning, staying together is progress, and working together is success.   --Henry Ford
Creating a high-performing ORGANISATION ,[object Object],[object Object],[object Object],[object Object]
Different types of organisation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Product lifecycle Project outcomes Steady state / BAU
Challenges with a hierarchical organisation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How does governance fit in? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational cohesion ,[object Object],[object Object],[object Object],[object Object],[object Object]
Communications ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational cohesion ,[object Object]
Organisational performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organisational performance Don’t know what they are doing Can’t be arsed Do know what they are doing Can’t be arsed Don’t know what they are doing Keen Do know what they are doing Keen (but a pain in the arse) SACK TRAIN MOTIVATE MANAGE ,[object Object]
Organisation top-tips? ,[object Object],[object Object],[object Object]
Managing the Client
Managing the client ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing the a difficult client ,[object Object],[object Object]
Managing the Client THE BUSINESS CASE
Why is a business case important ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What should go in a business case? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What should go in a business case? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Case Levers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Case Levers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business Case Levers ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing the Client THE REQUIREMENTS
What are requirements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Requirements pitfalls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Requirements pitfalls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What are the “types” of requirements Business SME input Business Driver Research Industry Best Practice Customer Experience Lifecycle Customer Experience Definition Business  Model Business Case Target To-be Processes Impacted Processes Process KPI’s & Volumetrics Process-led requirements Process Maps Hypotheses Business  (People) Requirements Functional Requirements (Technology) Non-Functional Requirements (Technology) Business Environment Requirements Organisational Impact  Assessment Systems Requirements Organisational Requirements Systems Functional Requirements Business Requirements Specification Prioritised Initiatives “ PEOPLE” “ PROCESS” “ TECHNOLOGY”
Requirements pitfalls ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing the Client THE COMMERCIALS
Managing the COMMERCIALS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Managing the COMMERCIALS ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
COMMERCIALS GOLDEN RULES ,[object Object],[object Object]
Managing a programme’s PROCESSES NineDimensions approach
Managing the Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Processes and controls ,[object Object],[object Object],[object Object],[object Object]
What level should I be managing at? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Work-package Descriptions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
RAGs ,[object Object]
Managing a programme’s PROCESSES A successful PMO
Managing the Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Key Success Factors – what benefits does a PMO bring? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Programme Management Office Organisation & Activities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Programme  Office Manager Programme  Communications Analyst Programme  Quality Assurance Programme Controller Financial Analyst Programme   Controller Resources Programme Controller Plan Programme  Administrator Programme Controller RAID/Change
KSFs – what does the role needs to succeed? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example of PMO service levels ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2 weeks 6 weeks 1 day 1 day 10 days 2 weeks 2 weeks 2 weeks 1 weeks 1 day 2 days 1 day 1 day 7 days 1 day 100 years 10 days Never - tbc tbc Request SLA Primary Contact
Programme Pitfalls and Assurance
Key attributes of a successful programme ,[object Object],[object Object],[object Object],[object Object],[object Object],“ Changing the programme is not a weakness” “ Avoid shared workstream resource” “ Requirements MUST be unambiguously clear” “ If it can’t be said on one side of A4, the message is too complex” “ Avoid trying to change  ‘too much’  in one release” “ Watch out for Powerpoint Frenzy or Meeting Mania” “ Beware of a dotted lines on organisation charts” “ TEST EARLY as possible - especially integration” “ Everyone in the business must be committed to the change” “ Watch for scope-creep by stealth – change requests” “ Be ready for the technology not to work or be late” “ NEVER, EVER  be the first to implement a V1.0 solution” “ Know the desired outcome/vision before you start” “ Training Needs and User adoption are freqently under-estimated”
Programme Assurance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Programme Assurance Survey ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MADDISON WARD LIMITED

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Score InterpretationScoreComment12-20You most commonly ado.docx
Score InterpretationScoreComment12-20You most commonly ado.docxScore InterpretationScoreComment12-20You most commonly ado.docx
Score InterpretationScoreComment12-20You most commonly ado.docx
 

Maddison Ward Leading Successful Programmes Public

  • 1. Programme Leadership Course Version 2.6 February 2009 Leading Successful Programmes
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  • 3. What is a Programme? The bus of success carries many passengers, but the bicycle of failure is a vehicle made for one --Stuart Robb 2001
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  • 5. What makes a programme successful? PROCESS PEOPLE TECHNOLOGY Collateral Knowledge Procedures Forums Terms of Reference Directory Structures Project Folders Signoffs/Acceptances Culture Behaviours Leadership Training Incentives/Reward Peer Reviews Monitoring Environment Milestone Management Risk/Issue Management Portfolio Management Financial Management Resource Management Knowledge Management Configuration Management Microsoft Project RAID Logs (Excel/MS Access) Timesheeting (Clarity)
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  • 21. Programme Dimensions Every obstacle yields to stern resolve. --Leonardo da Vinci
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  • 24. Programme Dimensions Page REDUCE SCOPE INCREASE BUDGET INCREASE TIME LOWER QUALITY INCREASE SCOPE REDUCE BUDGET REDUCE TIME INCREASE QUALITY RISK There are four levers to play with – the challenge is to set each lever at just the right place that the programme is stable, deliverable and an equilibrium is established. 1. BUDGET 2. SCOPE 3. QUALITY 4. TIME Risk Balancing Act
  • 25. Reducing scope results in... Page SCOPE Fewer Geographies Less Functionality / Completixy Lower Test Time/Costs Less Functionality Delivered (Lower Revenues?) Lower Application Build Time/Cost Lower Infrastructure Capital/Maintenance Costs (Test) Lower Volumes / Customers Lower Infratructure Build/Support Costs (Test) Less Infrastructure Capital/Maintenance Costs (Prod/DR) Lower Implementation Costs Potential For Performance Bottlenecks Less payback Cost Reduction Levers
  • 26. Increasing time results in... Page TIME Extend Delivery Timescales Fewer/Smaller Test Infrastructure Capital/Maint Costs Date is fixed and will not deliver all functionality Lower Peak Resource Load Cost Lower Infrastructure Capital/Maintenance Costs (Test) Reduce Parallel Activities Lower Infratructure Build/Support Costs (Test) Reduce Management Overhead Costs Lower Infrastructure Capital/Main Costs (Test) Not all functionality delivered Lower Infrastructure Build/Support Costs (Test) Reduced Resource Costs for Complex Integration Cost Reduction Levers
  • 27. Reducing quality results in... Page QUALITY Reduce Code Quality Higher Defect Rates & Re-work (increasing Development costs) Faster Coding Time (potential lower resource costs) Undertake Less Testing Lower Infratructure Build/Support Costs (Test) Less Infrastructure Capital/Maintenance Costs (Test) Lower Application Development Costs Increased Risk of Application Failure Utilise More Offshore Resources (lower unit cost/da) Provide Service With Less Resilience Fewer Test Resources Increased Risk of Unexpected/Erroneous Results Higher Testing Costs Lower Infrastructure Build/Support Costs (assuming offshore d/c) Less Infrastructure Capital/Maintenance Costs (Prod/DR) Risk of Extended Service Outage Risk of Missing Contractual SLA’s Risk of Missing Settlement Deadlines Increased Management Overhead Costs Stronger Governance Required, Increased Governance Costss Cost Reduction Levers
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  • 29. Creating a high-performing ORGANISATION Coming together is a beginning, staying together is progress, and working together is success. --Henry Ford
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  • 43. Managing the Client THE BUSINESS CASE
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  • 50. Managing the Client THE REQUIREMENTS
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  • 54. What are the “types” of requirements Business SME input Business Driver Research Industry Best Practice Customer Experience Lifecycle Customer Experience Definition Business Model Business Case Target To-be Processes Impacted Processes Process KPI’s & Volumetrics Process-led requirements Process Maps Hypotheses Business (People) Requirements Functional Requirements (Technology) Non-Functional Requirements (Technology) Business Environment Requirements Organisational Impact Assessment Systems Requirements Organisational Requirements Systems Functional Requirements Business Requirements Specification Prioritised Initiatives “ PEOPLE” “ PROCESS” “ TECHNOLOGY”
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  • 56. Managing the Client THE COMMERCIALS
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  • 60. Managing a programme’s PROCESSES NineDimensions approach
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  • 66. Managing a programme’s PROCESSES A successful PMO
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