Course Overview
All organisations and companies undergo continuous change and improvement as a natural process. Programmes represent major change. They are complex, difficult and carry substantial risk. Programme Management provides a framework for managing such change. It provides a sound basis for managing portfolios of projects that deliver change and benefits to the business.
This course will give delegates a sound understanding of the principles and practice of effective and successful Programme Management. A realistic Case Study develops throughout the course.
The course has been designed to prepare delegates for and comply with the requirements in the syllabus for the Foundation and Practitioners Certificate Examinations in Programme Management, published by the OGC and the Association for Project Management Group Ltd (APM Group Ltd).
Audience
Programme Managers, Programme Directors, those managers involved in Business Change, Programme/Project Support staff and Project Managers who will undertake roles in Programmes. It can be particularly useful as an advanced Project Management course for senior and very experienced Project Managers.
Skills Gained
To provide delegates with a complete and practical understanding of the OGC method of Managing Programmes and the opportunity to practice essential aspects of the method. In addition, it will help to prepare delegates for the APM Group administered examinations in Programme Management.
This course will enable delegates to:
- Understand the need for programme management and how the OGC method achieves the requirement.
- Design appropriate Programmes and Programme Management frameworks.
- Understand the principles of successful Programme Management.
- Apply the principles to design appropriate organisational roles and structures.
- Understand the relationship between Mission, Business Planning and Programmes.
- Manage the realisation of benefits and the needs of stakeholders including audit.
- Set up a framework to manage planning, progress, issues, risks, quality and configuration management.
- Practice effective Programme Management processes, including identification, definition, portfolio management, delivering benefits and closing a programme.
Prerequisites
Delegates should have a good appreciation of the principles and sound practical experience of Project Management, ideally utilising a recognised structured methodology. It would be helpful if they have some knowledge and/or experience of strategic or business planning.
Examinations
The course has been designed to prepare delegates for the Foundation and Practitioners Certificate Examinations in Programme Management, published by the OGC and the Association for Project Management Group Ltd (APM Group Ltd).
Course Outline
Introduction to Programme Management
Definition of Programmes, the links to Project Management, benefits. When to use Programme Management, examples, types. Differences between Programmes and Projects. Advantages and disadvantages. Audit requirements.
Analysing, planning and improving the business
Organisational Analysis Techniques. Monitoring and improving performance. Preparing Business Cases including investment appraisal techniques; setting priorities, sensitivity analysis.!
Programme Management processes
Programme Management environment. Sponsorship. Preparation of the Programme Mandate, Programme Brief, the 'Programme Definition'.
Organisation design
Essential principles, Programme sponsors, Programme Management roles. Relationship to Project Management roles.
Stakeholder management
Identification and analysis of stakeholders. Communication strategy, channels and effectiveness.
Planning
The Programme Plan. Relationship to Projects. Monitoring and maintaining the Programme Plan. Coordinating planning and re-planning at Programme and Project levels.
Managing the portfolio of projects
Interfaces and communication with the business and projects. Reporting and progress controls. Monitoring costs, product(s), outcome(s) and benefit delivery. Reviewing Programme and Project Business Cases.
Programme Configuration Management
The processes. Establishing the appropriate level. Relationship to Project Configuration Management and Change Control. Responsibilities and roles.
Managing issues, risks and quality
Dealing with problems and changes i.e. 'issues'. Managing potential threats to the success of a Programme i.e. 'risks'. Risk Assessments. Impact analysis. Types of Risk. Logging Programme Issues and Risks. Quality Management. Roles and responsibilities for managing issues, risks and quality.
Managing benefits
Identifying, tracking, optimising the business benefits. Responsibilities for benefit reviews and reporting.
