A programme management framework is a consistent approach to the delivery of projects in an organisation. It normally consists of a common project lifecycle, defined roles and responsibilities, key artefact`s and a set of governance rules.
The framework is focused on how to
- develop a repeatable template for the successful delivery of all projects within the Programme
- apply a ‘real’, practical solution that allows governance of the Programme and projects
The aim is to ensure a consistent and common approach across projects, leading to:
- Transparency and Helps communication within the team because of a common language.
- Efficiencies through optimal use of delivery approaches and best practice (including standard tools)
- Reduced risk, by ensuring that mandatory activities are not overlooked
- Improved quality through a QMS and toll gates at key decision points; inspection and adaption
Implement an enterprise framework that continually drives value and innovation to provide:
- Reduction in Costs
- Optimise Productivity and delivery timelines
- To further improve Customer Satisfaction and Experience
- Continuous service improvement and innovation
Designing a Project Management Framework
The challenge with a project management framework is to design in flexibility to accommodate the wide range of projects experienced in many organisations, from the smallest to the most complex. The key stages to go through when designing a project management framework.
There are eight important areas in the programme management framework:
- Vision.
- Aims and objectives.
- Scope.
- Design.
- Approach.
- Resource management.
- Responsibilities.
- Benefits realisation.
Let us take a brief look at each area in turn.
Vision is the high level strategy or idea to drive the organisation towards a goal, benefit or other desired outcome. The vision will usually be a brief statement of intent communicated down from the leadership. It is important that the vision has high level sponsorship and commitment for it to be successful.
The aims and objectives is a more detailed statement that explains exactly what is required. This provides a point of reference to go back to when renewed focus is required.
The scope gives boundaries to the programme explaining what exactly it is that will be delivered. The scope should leave no room for doubt and everyone should be clear about what is and is not being delivered.
Design is the way in which the projects that make up the programme are put together. In this process the programme manager considers which projects have dependencies on others, therefore which should come first, can run concurrently, and those that come last.
The approach is the way the programme will be run. It is dependent on many factors and it is left to the skill of the programme manager to decide the most effective way. The approach should include a communication plan and as a minimum, should commit to regular progress reporting to stakeholders.
Resource management looks at the scheduling and allocation of resources. Short term and longer-term views should be taken. For the projects that will start straightaway, it is important to identify resources and obtain line manager commitment early on. For later projects, required resource levels should be identified, but line manager commitment is not necessarily needed at this stage.
Responsibilities identifies and allocates responsibility for each area of the programme. Every member of the programme must clearly understand his or her roles and the roles of the other team members. It is the task of the programme manager to ensure that this is clearly communicated and understood.
Benefits realisation is the process at the end of the programme by which the benefits identified at the beginning of the programme and measured. It is the responsibility of the programme manager to demonstrate to the steering committee or leadership that the desired benefits have been realised. Often this will mean that the programme manager will continue to monitor a programme long after the individual projects are complete in order to ensure that the benefits are realised at a business level.
Deploying a Programme Management Framework (PMF)
- Create an owner for the framework and empower them: useful to establish a project management office to own the PMF long term, to share lessons learned and support the reporting and governance arrangements. We recommend the appointment of a key business sponsor who will provide the leadership and direction and bring together the inevitably disparate views of the various stakeholder groups
- Understand the current level of maturity and range of projects in the organisation: understand the range of projects that will be supported by the framework, from the largest to the smallest, from the most successful to the biggest failures. Any framework should be designed to accommodate all these projects
- Define the levels of governance for different projects: Not every project needs the same levels of governance. Some smaller project can get benefit from simplified documentation or stage gates. Different levels of the project will need different levels of authorisation. A key output from a framework is guidance on how to apply the PMF to different types of project. This is normally done on either level of financial authority or complexity.
- Define project roles and responsibilities (operating model): A project needs defined roles and responsibilities. These need simple but clearly defined responsibilities. As a minimum, these include Project Board, Project Executive (or sponsor). Project Manager and User, but for small projects, this may be too complex. In larger organisations, it may be necessary to think about the links to Programme Managers and Portfolio Managers. This one aspect is usually the most sensitive as it crosses over with people jobs roles and functions. Keep defining roles rather than names. Use generic terms like ‘authorising body’ ‘Project Champion’ etc. People change but the role will remain.
- Process for which project approach to use (requirements and client involvement): determine if a traditional approach is required or Agile ways of working
- Design a simple project lifecycle with stages and gates: A gate is a point at which the project has to seek authority to proceed to the next state. These are based linked to the approval of funding. The stages define what is done between the stages. You can have several stages between each gate
- Define key gate documents and templates: Using a standard template will be a change for some and business as usual for others. It is unlikely that any suggestion will completely fit the bill and satisfy everyone. Try and be flexible and instil the idea that it is a framework and not a method.
- Define a simple but effective reporting process: Most PMFs have a highlight report. Often this is collated by the PMO into a weekly/monthly report to the team executives. Try to keep this simple and think about the frequency of reporting.
- Walkthrough the framework: test, review, optimise with a project and key stakeholders. Check integration with other processes such as business planning, finance and procurement.
- Implement the framework: Constantly Monitor and Review and improve through Continuous Improvement.
Project Lifecycle Selection
Selection of lifecycle will primarily be governed by the nature of the project and the level of certainty in the requirements: