APM ProgM SIG webinar 26th March 2014.
Authors of the Gower Handbook of Programme Management were brought together to review developments since 2006.
Paul Rayner sadly died on 1st August 2011. Paul was a very highly respected expert in project and programme management, a popular speaker, spreading the word about programme management throughout the UK and Europe.
Delivering Value through Benefits – John Chapman
John says “At the time we wrote the original manuscript projects were focused on the technology, people and resources. There wasn’t much focus on benefits. Perhaps that was a reflection on project delivery.
Since then, organisational competencies in programme and project management had grown, there was increased ‘brain space’ to understand the impact of the change.
There is now a recognition that IT systems are enablers helping to solve business problems. Projects create deliverables, outputs or in PRINCE terms, products. Another analogy is baking a cake – we actually need to eat it if we are to derive the benefit.
People is difficult – Adrian Pyne
Adrian says “I am talking about the PEOPLE stuff. How people behave, as individuals or in groups, namely the culture and environment of the project.
Well yes there is a bit of Leadership, Stakeholder Management , Communications. Even lots on the project organisation, but that is not really about people, its more about what processes their roles are about.
There is also a great deal about teams out there, but not much specifically in the projects space. And that is the issue.
He advocates creating organisations fit for projects, through integrating and adapting its processes, tools and above all else, through its organisation culture - its people.
Evolution of Governance - Geof Leigh
Geof explained that Best practice guidance hasn’t changed substantially in the last 30 years. IT promised to revolutionise governance by providing a ‘silver bullet’ but it didn’t happen. Executives disconnected and projects and programmes were left to fend for themselves.
Ten years ago he explained the governance those performing governance seemed to be unclear about their role. They were often under self-imposed pressure from their strategies and business plans.
Geoff went on to characterise what good governance looks like today.
Has Portfolio Management come of age? Geoff Reiss
Geoff cited Gartner and Forrester Studies in 2001/3 surveys showed that only one in four programmes delivered a measurable benefit
In 2004/7 PWC surveys showed that those organisations who were using portfolio management believed they were getting better results!
Activity in this area has ramped up considerably. APM has created the Portfolio and Benefits Management SIGs a wide range of software tools for portfolio managers have emerged.
There are still a significant number of ‘pet projects’ that make it through as the brainchild of a powerful individual, PPM generally had matured and spread its influence.