A Framework for Programme Management

Definitions

These four definitions of programme management are all endeavouring to explain clearly and concisely what is, in effect, the management of multiple projects in order to achieve major change or gain significant benefits within an organisation.

Central Computer and Telecommunications Agency (CCTA)

Definition: The co-ordinated management of a portfolio of projects to achieve a set of business objectives.

The CCTA's Introduction to Programme Management talks about defining the long-term objectives of the organisation. Once these long-term objectives have been established the organisation identifies projects that help achieve these objectives and thinks carefully about the benefits these projects are designed to bring about. It advises that the organisation set-up assorted structures to manage the programme and keep the strategic objectives in mind. To give the organisation a chance to stop and look at what has changed, what is to change next and to compare all of that with those highly significant overall objectives the CCTA recommends achieving 'islands of stability'. Whilst on an island, the ground is firmer under foot and you are better able to take stock of the past, present and future.

The Programme Management Group (PMG)

Definition: The planning and monitoring of tasks and resources across a portfolio of projects.

The Programme Management Group talks about the limitations caused by methodologies incapable of being addressed by traditional project management products and techniques. The PMG have identified the types of organisation that they feel benefit from programme management and say they are those that have:

Multiple projects happening simultaneously
Complex mix of uniquely highly skilled individuals
Geographically dispersed projects
Conflicting priorities and schedules for people and projects
Changing deadlines and objectives
A requirement for responding to 'what if' scenarios and requests

Those organisations with a very stable, large, single project approach do not benefit in their opinion.

The Interactive Project Workout, Robert Buttrick

Definition: Directing a 'programme' of projects is a key management task, as it is this 'bundle' of projects that will take you from where you are now to your, hopefully, better future.

In his book The Interactive Project Workout, Robert Buttrick identifies three different configurations of programmes:

Portfolio: a set of related projects aimed at meeting the business plan needs.
Goal directed: a set of closely related projects aimed at creating a new capability.
Heartbeat: a set of activities managed around a service delivery e.g. a large IT system.

The author goes on to say that some projects 'are simply too large to manage as a 'single entity.' His concept is that the organisation structure for programmes is one of a programme manager supported by multiple project managers, all of whom have their own teams.

Association for Project Management (APM)

Definition: Programme management is the co-ordinated management of related projects, which may include related business-as-usual activities that together achieve a beneficial change of a strategic nature for an organisation. What constitutes a programme will vary across industries and business sectors but there are core programme management processes.

In his paper Understanding Programme Management, Dr Glenn Strange identifies three 'crucial sins.'

Not having a clear understanding of the definitions and the technologies involved.
A lack of a clear sense of direction and purpose in which the programme is aimed.
Not having the 'baselines' clearly defined, which promotes an unstable programme from the outset.

The author goes on to say that 'all programmes must have a well-defined baseline from which to measure costs and benefits resulting from investment into the programme.' He warns against facilitating scope creep by a lack of a clear definition.