The Programme Manager: Roles, Relationships and Competence

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1 The Programme Manager: Roles, Relationships and Competence PMI NIC Presentation, 27 May 2011 Sergio Pellegrinelli

2 Agenda Programmes and programme management Programme configurations Programme management competence Final thoughts

3 Programmes and Programme Management

4 Programme Management Programme management is a structured framework that can help organisations deliver change effectively and realise the desired benefits. Programme management provides a structured process and environment to co-ordinate, communicate, align, manage and control activities and a starting point for exploring novel ways of thinking and developing appropriate capabilities and skills. The focus for programmes is the desired outcome or goals of the change, rather than specific project deliverables, and encompasses the changes to organisational processes, behaviours, attitudes, or ways of working required to initiate and sustain lasting and beneficial change.

5 Comparison of Projects and Programmes

6 Important Facets of Programme Management Practice Understanding the strategic context and drivers of the business Understanding past change initiatives, as well as the interdependencies between this change and other change initiatives, underway or planned Shaping the change process to enable business as usual and allow the organisation to absorb the deliverables or changes emanating from the programme Promoting and establishing the objectives and benefits of the change Consulting and involving those involved in or affected by the change so they understand the implications of the desired outcomes and their contribution to its achievement Recognising and mitigating those factors that could affect, constrain, block or influence the outcome(s).

7 Organisation and Leadership Theme Role Key Responsibilities Sponsorship Direction/ Sponsorship Managing the programme and delivering change Delivering change Support Sponsoring Group Sponsor/ SRO Programme Manager Business Change Manager Programme Office Setting/ endorsing rationale and objectives Investment approval Ongoing commitment, direction and support Accountability for success, including benefits realisation and strategic performance Leadership, direction and governance Planning and design Monitoring and control: progress, budgets, internal integrity and external coherence Managing resources, risks, issues and third party communications and involvement Representing and liaising with the business Benefits identification, tracking and realisation Managing the transition and business interfaces Central point of co-ordination and control

8 Programme Configurations

9 Programme Configurations

10 Portfolio (Cluster) Programme Rationale: Examples: Benefits: Common Theme Impinging on a specific organisational area Utilising common resources Exploitation of latest technology Facilitates project sequencing where necessary Enables better management control of resource allocation and utilisation Identifies and manages dependencies Leverages existing knowledge and skills Highlights weaknesses in capabilities and development needs

11 Example Organisation of Portfolio (Cluster) Programme Sponsor Sponsor Sponsor Sponsor Project Manager Project Manager Project Manager Project Manager Programme Manager

12 Goal Oriented Programme Rationale: Common Aim; typically involving uncertainty of final outcome Examples: Integration of merger or acquisition Develop and launch new product range Research and develop new technology Benefits: Translates vague, incomplete and evolving business needs into tangible, coordinated actions Deals with situations where experimentation and/or learning is a prerequisite to making progress Enables work to be scoped into discrete, short duration projects Allows new projects to be specified within supportive framework as requirements emerge

13 Example Organisation of Goal Oriented Programme Sponsoring Group or Board Programme Sponsor Business Change Manager(s) Programme Manager Programme Office Project Manager Project Manager Project Manager

14 Heartbeat Programme Rationale: Examples: Benefits: Common platform ; typically process, operational unit, system infrastructure Regular improvement of core IT systems Maintenance/ development of operational infrastructure (e.g. railway, industrial facility) Enhancement of core/ complex business processes Provides integrative framework for business-wide requests for changes/developments - facilities evolution of platform from more holistic perspective Enables requests to be grouped into technically coherent and operationally efficient projects Allows long term developments to be interwoven with shorter term requests for increased functionality Potentially extend the life of the platform

15 Example Organisation of Heartbeat Programme Business Area Programme Sponsor Sponsor s Office Business Area Programme Manager Programme Office Business Area Design Manager Development Manager Implementation Manager Project Manager Project Manager

16 Programme Management Competence

17 The Challenge Project and Programme Managers are increasingly important in realising the many and complex initiatives and changes demanded by organisations and society However, the selection of Project and Programme Managers remains subjective and poorly informed, and their development and support is often inadequate: The sink or swin approach is still prevalent The consequences are a high rate of project and programme failures, personal stress and anxiety, and wasted resources and opportunities

18 Common Fallacies Existence of a competency (innate or deeply ingrained characteristic of an individual) Higher levels of competency, skills or knowledge Demonstrated competence in one context (role/ project/ programme) => Performance => Better Performance => Replicated Performance (in a presumed similar context)

19 Competence Competence the effective performance of a role or work emanates from the conception or mental model an individual holds in relation to that role or work: Conceptions are internally coherent sets of learned behaviours and attitudes that shape interpretation, understanding and action in relation to a specific role or work Conceptions form a hierachy, with higher-order conceptions encompassing lower-order conceptions Indiviuals conceptual levels are independent of the position they hold in the organisational hierarchy Different levels of competence arise from different conceptions, and conceptions/ competence can be assessed

20 Research Findings 17 attributes at four levels: - Level 1 related to conceptions grounded in core project management work Attributes grouped into 3 categories: - S Relationship between self and work - O Relationship between self and others - E Relationship between self and environment Some attributes are cumulative across levels; others have discontinuities; sometimes counter-intuitive Surprising degree of consistency across programmes, within and between sectors

21 Level Conceptions of Project/ Programme Management Work Outline Description of Conceptual Level 1 Focused on the delivery of scope through the planned and efficient execution of activities, the hands-on management and effective (re)deployment of resources, and the control of change. 2 Focused on the direction and management of (multiple) project work and committed to the successful realisation of objectives, through the accommodation of justified (and funded) change, the proactive management of risks, overcoming constraints, and resolving issues. 3 Focused on the realisation of the programme s outcomes and benefits by empathising with stakeholders, engaging the team, reconciling divergent interests, pacing change, anticipating and adapting to circumstances, and insulating the programme from (unwarranted external) pressures and constraints. 4 Focused on the realisation of organisational or societal goals (often transcending the immediate programme aims) through the creation, embedding and beneficial use of new capabilities and knowledge, the nurturing of individuals and the proactive shaping of the programme s context. Able to embrace ambiguity, uncertainty and possibility of failure (or termination of the programme). Adapted from: Pellegrinelli, S. (2008) Thinking and Acting as a Great Programme Manager, Palgrave Macmillan

22 Implications: Selection and Promotion Excellence in project management is unlikely to be, on its own, a relevant guide to potential as a programme manager The paradox of success: Excellence in one role, or type of work, may hinder the adoption of a higher-order conception required for the effective performance of a more complex or demanding role

23 Implications: Development Competence development is not incremental, linear or smooth, but reflects discontiunuous shifts from one conception to a higher-order conception: More along a dimension of attribute may be unhelpful or even counterproductive in some circumstances The shift to a higher-order conception triggers the application of existing skills, knowledge and personal traits in subtly different ways, and stimulates the acquisition of new skills and knowledge: This generates a pull for formal training from professionals wanting to improve, rather than a push from their organsiations

24 Implications: Development (2) Breaking through the glass ceiling of a level of conception seems to require significant effort: Individuals to recognise, confront and in some cases abandon their taken-for-granted assumptions and approaches Experiences that are likely to prompt deep reflection and learning like new organisation, new country, different client or Sponsor expectations Development processes that stimulate new perspectives and experiences On-going support to embed a new level of conception coaching and mentoring

25 Implications: Direction and Appraisal Corporate processes and structures, anchored in a project management mindset, may be stifling excellence in programme management: Project management processes need to emphasise clarity, structure and control, and be enforced rigorously Programme management processes need to embrace change, tolerate ambiguity and be applied flexibly and judiciously Behaviours emanating from higher level conceptions may not be recognised and rewarded, or may even be perceived as irrelevant

26 Final Thoughts

27 Two Schools of Thought on Programme Management

28 Underlying Assumptions These schools of thought reflect different assumptions on the role of programmes and the business environment in which they operate: Project-based View Programmes create order and control in relation to complex change initiatives presuming a relatively knowable, predictable and manageable business environment Strategic Management View The business environment is inherently ambiguous, fluid and unstable implying programmes need to cope, flex, accommodate, engage, and enable

29 Programmes: Facilitating Corporate Vitality, not just Current Performance?

30 References

31 References NAME TITLE AREA/ SUBJECT Office of Government Commerce, UK Pellegrinelli, S Pellegrinelli, S, et al Partington, D, Pellegrinelli, S & Young, M Pellegrinelli, S & Garagna, L Managing Successful Programmes, OGC, 2003, 2007 Programme Management: Organising project-based change, International Journal of Project Management, 1997 Shaping Context: The Role and Challenge for Programmes. International Journal of Project Management, 2002 What s in a Name: Project or Programme? International Journal of Project Management, 2011 The importance of context in programme management: An empirical review of programme practices. International Journal of Project Management, 2007 Attributes and Level of Programme Management Competence: An Interpretive Study, International Journal of Project Management, 2005 Facilitating Selection and Development: The Case of the Accidental Professionals - Project and Programme Managers, IPMA Conference, Istanbul 2010 Programme management processes and techniques, benefits management Programme management concepts programme configurations Programme management roles and organisation Programme management competence Programme management competence Pellegrinelli, S Thinking and Acting as a Great Programme Manager, Palgrave Macmillan, 2008 Programme management practice and competence

T E A L C O N S U L T I N G L T D I S O A G U I D E

T E A L C O N S U L T I N G L T D I S O 4 4 0 0 1 A G U I D E W H A T I S I S O 4 4 0 0 1? There is much talk about collaboration but for many the concept seems ad hoc and without a clear perspective as