We thought it would be a good idea to revisit some of the guiding principles that underpin the world of portfolio, programme and project management. In a world of information overload, it is very easy to lose sight of what matters.
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.
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.
Filed under Articles, MSP®
In the world, there are two main programme management frameworks, the MSP® framework which we have been so heavily involved in, and the PMI Programme Management framework from the US based community.
We were commissioned to write a paper comparing the two approaches and we thought this article would be an interesting reference point if you are looking to develop programme management understanding.
The overwhelming conclusion of this article is that organisations delivering programmes need to exploit the strengths of both approaches and once understood, they are surprisingly compatible and build on the strengths and weaknesses of each other rather than proposing opposing approaches.
The article has been written by Rod Sowden, lead author for MSP® 2007 and 2011.
MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved
We thought it would be a good idea to revisit some of the guiding principles that underpin the world of portfolio, programme and project management. In a world of information overload, it is very easy to lose sight of what matters, so this is the first in a series of posts that we revisit to remind about some core concepts.
In this article, we revisit benefits management, which is still one of the most mysterious disciplines in the world of transformation. Benefits appear like magic when the business case is being written. With earnest consideration and challenge, even more mysteriously, they seem to disappear as soon as the business is signed off and people get down to the real business of delivering stuff, probably never returning to the sticky subject of benefits and why the change was initiated in the first place.
We’ve pulled together some of what we have found to be guiding principles which may increase your chances of achieving your benefits delivery.
We have been developing on our You Tube channel over the past year to bring you a host of video content from programme life cycles, benefits/risk/assurance (etc.) management to revision tips on how to successfully pass your exam.
We aim to keep the videos to a maximum of 10 minutes to cover key topics for busy people on the go – admittedly, with such a passionate team with a wealth of knowledge to share, this wasn’t an easy task…
Here is a behind the scenes shot of Aspire Europe’s managing director, Rod Sowden recording a video on programme organisation.
Rod Sowden is the lead author for a number of publications including MSP®, P3M3® and more recently released survival guides for senior responsible owners, programme managers and business change managers which he regularly refers to throughout the videos. Click here for more information on the publications we have available.
Click here to visit our channel and keep an eye out for more videos coming soon.
Got an idea for a video you would like to see? We would love to hear from you:
MSP® and P3M3® are [registered] trade marks of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
There was a radio interview last week with the Mercedes team principal explaining how Lewis Hamilton was heavily involved in the technical development and the amount of time he spent with the construction team.
This has made for a great anology for people trying to understand how the BCM role in Managing Successful Programmes (MSP®) is supposed to work.
MSP Sound bites – how was Lewis Hamilton the Mercedes F1 BCM
MSP® is a [registered] trade mark of AXELOS Limited, used under permission of AXELOS Limited. All rights reserved.
At the APM Programme Management conference last year, there was a tremendous presentation from one of the grandees of major infrastructure programmes and projects in the UK. He outlined how politics were and have been at the root cause of the degeneration of the UK infrastructure over many generations.
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