Codarra Advanced Systems Pty Ltd

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Codarra Advanced Systems Pty Ltd

• Managing change through programmes.
• Luke Homann, MPD
• Principal Consultant

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Scope

• Why change?
• What is Managing Successful Programmes (MSP)?
• Organisation
• Identifying and Defining
• Running the programme
• Realising benefits
• The glue Leadership and Communciations

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It is not the strongest of the species that
survives, nor the most intelligent, but the one
most responsive to change
- Charles Darwin
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Most organisations suffer from
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Areas Affected by Change
Adaptation needed to cope with changing markets
New sales channels, e.g. e-commerce
Improving the quality and delivery of products
and services
Relationships with stakeholders Work
patterns Culture Business processes Roles and
responsibilities of individuals Organisation
structures IT Systems Supply chain Vendor
relationships
Changing or new strategic initiatives and policies
Changes in economic environment
Random events, eg. Flood, disease, terrorism
Developments to achieve globalisation
Opportunities arising from mergers and
acquisitions
Requirements to comply with industry standards or
legislation
Developments in technology
Developments in production
The need to improve competitiveness
Competitor behaviour
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Kurt Lewins Theory of Change
Refreezing (accept as the new norm)
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• Managing Successful Programmes

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What is a programme?

• . . . the coordinated organisation, direction
  and implementation of a dossier of projects and
  activities that together achieve outcomes and
  realise benefits that are of strategic
  importance.
• - Managing Successful Programmes, 2005

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Projects v Programmes

• Programmes deliver benefits
• Projects deliver capabilities

• Complementary approaches, programmes provide an
  umbrella
• Projects underpin Programmes

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When to use programme management

• High-level policy / strategic objectives are
  difficult to define
• Complexity or large scale change
• Design interfaces between projects
• Resource competition
• Probability of change/uncertainty
• High degree of risk

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Turning Vision into Reality
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Programme Management Environment
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Doing the RIGHT projects Right
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Critical Success Factors

• Clarity and consistency of vision
• Maintained throughout the lifecycle
• Benefits focus
• Defined in business case, Primary objective
• Co-ordination of projects
• Delineation, inclusion, dependencies
• Managing the transition
• Business-as-usual focus, preparation for new
  modus operandi and effective communications.

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MSP Fitting it together
Benefits Management
Planning Control
Organisation Leadership
MSP Processes
Identifying a programme
Closing a programme
Business Case
Quality Management
Defining a programme
Governing a programme
Managing the portfolio
Managing Benefits
Risk Issue Management
Stakeholder Communications
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Benefits are the Golden Thread through MSP
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Benefits Management is key
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Bridging the gap betweenstrategy to projects
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MSP The Journey
Identifying a programme
Defining a programme
Closing a programme
Governing a programme
Managing the portfolio
Managing benefits
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• The Programme Organisation

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The Programme Organisation

• Sponsoring Group
• Senior Responsible Owner
• Programme Manager
• Business Change Manager
• Programme Office (PMO)

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Key roles in the MSP approach
Sponsoring Group
/
Executive Leadership Team
Senior Responsible Owner
Programme Director
Delivery Roles
Business
Programme
Programme
Change
Office
Manager
Manager
(
s
)
Delivering Capability
Embedding Change
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How it looks
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Cross Organisational Programmes
Sponsoring Group
Senior representative from Organisation B as SRO
Senior representative from Organisation A
Senior representative from Organisation C
BCM from Organisation A
BCM from Organisation B
BCM from Organisation C
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• Setting up a Programme

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Identifying and Defining a Programme

• Decide on viability
• Develop programme definition
• Design governance arrangements
• Plan the programme

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Programme Definition

• Vision
• Blueprint
• Business Case
• Benefit Profiles
• Benefit Realisation Plan
• Project Portfolio (Dossier)
• Stakeholder Map
• Organisational Structure

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The Business case
Programme Mandate
Blueprint
Programme Brief
Risks
Programme Business Case
Benefits
Inform
Resources
Aggregation
Scope and Objectives
Plans
Project Business Case
Alignment check
Project Business Case
Project Business Case
Monitoring and Review
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Project Portfolio and Dependency Network
Business Operations
Strategy
Other Programmes
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Governance Arrangements

• Resource Management Strategy
• Benefits Management Strategy
• Stakeholder Management Strategy
• Risk Management Strategy
• Issue Resolution Strategy
• Quality Management Strategy
• Programme Office Procedures

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Plans

• Programme Plan
• Benefits Realisation Plan
• Communications Plan

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• Running the Programme

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Example Programme Schedule - Tranches
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Managing the Portfolio

• Commission projects
• Project Briefs (T, C, S, Q)
• Track the progress
• Ensure delivery of capability

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• Managing Benefits

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Benefits management?

• Benefits are the reason for programme
• Projects ? Outputs ? Outcomes ? Benefits
• Benefits management the framework for realisation
  and monitoring against achievement of targets

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Benefit Categories
Direct Non- Financial

• Direct Non-Financial
• Examples
• greater accuracy
• lower staff turnover
• customer service
• increased speed of response

Quantifying Benefit

• Indirect
• Examples
• better image
• staff morale
• improved perception

• Direct Financial
• Examples
• staff reductions
• accommodation
• increased revenue

Indirect
Direct Financial
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Benefits Management Process
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Net Benefit View
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• The glue Leadership and Communication

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Leadership

• Empowered decision-making
• Commitment (walking the talk)
• Relevant skills and experience
• Holistic approach

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Communication

• Stakeholders a key stumbling block
• Fear of change
• Remove change barriers
• Buy in

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Benefits of MSP

• Manages the risk in executing strategy
• Increases chances of success for complex, large
  scale change activities across functions,
  business units or organisations
• Clarifies outcomes and activities where
  high-level policies or strategic objectives are
  difficult to define
• Identifies and exploits common opportunities
  between projects

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Benefits of MSP

• Addresses the strategic development and embedding
  of capability into Business As Usual rather than
  just the management of a bunch of projects
• Provides a tool to execute strategy in a
  measurable controllable manner
• Focuses on realising benefits by using a
  benefits-based planning approach as opposed to a
  capability-based planning approach

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Questions

• ?

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Thankyou

• For more information on change or programme
  management please contact me on
• 02 9657 1300
• 0403 455 737
• Luke.Homann_at_codarra.com.au