Category Archives: Programme Management

MSP Survival Guide for SROs – Programme Business Case

MSP Survival Guide for Senior Responsible Owners has been written specifically for you (the SRO), full of helpful advice to make your hectic life easier

There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.

As you are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.

In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.

Here is our advice for SROs on the Programme Business Case

Nothing defines humans better than their willingness to do irrational things in the pursuit of phenomenally unlikely payoffs.’ Scott Adams

The absolute worst sin you can commit is deliberately underestimating the cost and timescale to get your pet initiative accepted hoping once its underway it wont get stopped even though the cost increases. There are likely to be few if any winners but there will be lots of losers such as those who don’t get the benefits.

You should keep the business case close to hand (or at least the summary if it is one of the 100-page types). The business case is your contract with your Executive and investment decision makers, and you are accountable for delivering on that contract, so use it as your decision-making compass.

For the full extract, read on

MSP Survival Guide for SROs tasters – Programme Business Case

 

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Filed under Knowledge Nugget, MSP®, Programme Management, Programme Survival Guides

MSP Survival Guide for SROs – Programme Organisation

MSP Survival Guide for Senior Responsible Owners has been written specifically for you (the SRO), full of helpful advice to make your hectic life easier

There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.

As you are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.

In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.

Here is our advice for SROs on the Programme organisation

“Organisations need to practice qualitative corporate governance rather than quantitative governance thereby ensuring it is properly run.”  “You cannot legislate good behaviour.” – Mervyn King, Bank of England

Your programme will need an organisational structure, many programmes fail because they get this wrong from the outset.  There are two sides to a programme: A) the bit that creates capability, which is where much of the money is spent on projects, and B) the bit that delivers the transformation, where the benefits come from changing the way the environment operates.

It is all too common to find programmes unbalanced and dominated by project thinking to build capability, you need to ensure that the programme is business focused or the benefits will never appear.

For the full extract, read on

MSP Survival Guide for SROs tasters – Programme Organisation

 

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SRO Survival Guides extract – Vision and Blueprint

MSP Survival Guide for Senior Responsible Owners has been written specifically for the SRO, full of helpful advice to make your hectic life easier

There are many reasons why programmes fail, but failure to grasp the scale of the change being delivered and weak leadership of the programme teams are often contributing factors.

As they are unlikely to have time to read the MSP guide or to go on courses, we have covered the main things that you will need to know in a format that can be easily referenced.

In this series of extracts we are publishing a summary of the key points from each of the chapter of the MSP Survival Guide for SROs. If you would like to buy a copy, please follow this link and quote the discount code of SG15 for a 10% discount.

“If we don’t know where we are going, how will we know when we have arrived let alone how we are going to get there?”  – Yendor Nedwos

You need to grab the vision for the programme. The vision is the guiding star that should inspire those working on the programme on what may be a long and  challenging journey. People expect the leader to have a vision for a better future that they can follow, if you don’t believe in the vision, you will find it very difficult to be an effective and successful SRO

 Creating a blueprint challenges people to think through the consequences of the vision, which may identify issues and decisions that people would rather not have to make. Those decisions will fall to you to make, or you will need to present them to the sponsoring group or other senior people for them to make decisions. Without a blueprint it is not possible to effectively estimate benefits or what capability you will need delivered by the projects

Follow this link for a fuller extract – MSP Survival Guide for SROs tasters – Programme Vision and Blueprint

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Thameslink – the incredible journey

Late 2016, we were commissioned to write a Lessons Learned report on the Network Rail Thameslink programme to enable other organisations to learn from their experiences.

When we commenced work, it became clear that there had been extensive documentation of lessons throughout the lifecycle, but the problem was people weren’t listening.

The challenge therefore was to find a way to communicate the lessons that this amazing programme had faced and how they overcame them and the lessons that others can learn from this experience in a format that could be consumed.

The scale of the assignment has led us to invoke a number of new techniques beyond this case study that enable key individuals to share their passion, pains and gains through the use of videos and workshops to ensure their story would not be lost.

Rather than a formal report, we have created a case study together with supporting videos to communicate the message. This Thameslink case study provides an insight into workings off a major infrastructure programme, and how they in effect developed an approach that has become the second generation of programme management within Network Rail.

 

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Fresh Look: Vision Statements

Fresh Look – Is a series of articles taking a look at common topics to try to come up with some new ideas and insight into problems that seem to repeat themselves across many organisations.

In a world of information overload, it is very easy to lose sight of what matters, and that makes the  vision even more  important. In this post, we visit the old vision statement chestnut. Everyone loves talking about visions and leadership but when the opportunity comes to put them into practice within a programme environment, quite frankly most of them are about as much use as an umbrella in a wind tunnel. mountain top

In this article, we briefly reflect on a topic that is at the source of most programme failures due to not establishing a vision that people understand and genuinely commit to, is a core source of programme failure.

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Democracy is killing our infrastructure

I had always thought of the Victorian era as our golden age. I was disappointed to find out that most of the investment was by entrepreneurs rather than our government, and most of them ended up broke as a result of the altruism.  Therefore, the only people making money out of infrastructure appeared to be the builders.

The golden age of UK infrastructure investment was the 50’s and 60’s – an era pre-dawn of Thatcherism.  That was when big decisions and actions were taken on  motorways, power stations, schools  and infrastructure. It is the period we remember for the demise of railways and not much else, so history has been very unkind to that generation.

It was also an era of nationalised industries and high levels of government controlled investment. Apparently, the countries that have the highest levels of infrastructure investment tend to be a little light on the democracy side of things, hence the conclusion that democracy is killing our infrastructure.

By chance, I have come across this excellent youtube video which looks at mega project failure and provides an interesting insight by Michael Hobbs into a major tunnel project in Seattle.

 

I hope you enjoy it

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Seven Deadly Sins: Programme Management [video]

Let’s face it, we wouldn’t be human if we didn’t make mistakes, and we have seen many in our  time. In the early stages of maturity, there are many common errors that people make when delivering programmes.

In this video Rod Sowden (Aspire Europe MD) focuses on the most common errors that cause the biggest problems in the early stages of maturity, and how to avoid them.

Enjoy

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17 April, 2018 · 16:38