TYPES OF PROGRAMME MANAGEMENT
Lumar Ltd can use its Programme Management methodology across multiple scenarios:
When Directing A Portfolio Of Projects Which Benefit From A Consolidated Approach
When many simultaneous projects each of which may or not contribute towards the corporate goals. The common elements of the projects are that they run simultaneously or at least overlap with each other, they share. One project being cancelled does not necessarily change the organisation’s general direction. These types of programme can run for ever and need have no end date. The projects are separate in that there need not be logical links between projects. Whilst they share the same resources, delays in one project need not cause delays in others.
The Management Of A Portfolio Of Projects Towards One Specific Objective
Referred to in the USA as a program this is a series of projects which make up one large project. The programme is usually reflected in the management structure as there will be a program manager to whom the project managers will report. In this meaning of programme management there is likely to be one over all physical deliverable; generally once this deliverable is met the programme will end. The projects within this type of program are often linked. Delays with one project often cause knock on effects with others due to logical links between tasks in both projects. Such projects may not share the same resources but there are almost certain to be linked through their logic
The Management Of A Series Of Projects Within An Organisation And For The Same Client.
Where multiple parallel projects are ongoing within an organisation a programme manager will co-ordinate all the projects. This programme manager will have a team of project managers each of which is working on a single project. Such projects are probably not linked logically but almost certainly share the same resources. They may be carried out by different teams within the contracting organisation but probably share the same functional departments.
The Coordinated Support, Planning, Prioritisation And Monitoring Of Projects To Meet Changing Business Needs.
Many simultaneous projects each of which leads towards the organisation’s strategic objectives. In this environment every project plays its part towards the organisation’s ultimate aims and objectives. Often, as projects are completed, this translates into a revised set of corporate objectives. These projects are likely to be linked both logically and by resources. Projects are likely to provide deliverables which are required by other projects.
All of scenario’s above have the following common components:
PROGRAMME PLANNING The term programme planning refers to the planning and monitoring of a number of simultaneous related projects. Programme planning is a constant. Whichever of the definitions of programme management above you choose, or whichever additional definitions you might conceive, the likelihood is that once the projects are defined, you will be in the world of programme planning. Here Lumar’s Programme Managers can use their hybrid skills, backed by practical experience, to ensure that the planning cycle is effective in delivering projects that meet the requirements of the organisation.
RESOURCE ALLOCATION Resource allocation is the other constant within programme management. Like any other manager the correct allocation of resources and capital is essential to success. However, within programme management, this is complicated by the fact that often projects within the same program are competing for the same resources. Lumar always approaches resource allocation based on a fundamental understanding of both the business goals and objectives as well as the technical needs of the project. This position at the interface between the business and the technology is an essential key to Lumar’s success.
OPTIMISATION “To optimise the whole you usually have to suboptimize the parts”. This is a fundamental reality of design. It isn’t, however, an original discovery. It was introduced in Arno Penzias’ Ideas and Information (Simon and Schuster, 1989): “When each activity focuses on providing ‘quality service’ according to its own metrics, important efficiencies get overlooked.” You can’t optimise the whole by optimising the parts. When you try to do so, all that happens is that each part ends up optimising itself at the expense of other areas, and of the whole organization. It is therefore essential when managing Programme’s that you understand exactly what the “whole” is. Only then can you optimise the Programme to meet the business needs, goals and objectives. This is always the key focus of Lumar’s Programme Managers to ensure the organisation maximises its benefit from the Programme overall.