Complex change is difficult to deliver, individual projects rarely succeed in doing so, and programmes are often seen as too hard to manage. Solving this problem depends on understanding the significance of the projects' interdependencies within a programme, and how best to structure a programme to deliver complex change - simply.
Why is it valid
Complex change cannot be achieved with project methodology alone. Programmes are large sophisticated bodies of work that provide the necessary management structure allowing projects and the necessary BAU initiatives to succeed. They ensure all important management decisions are predicated on the need to ensure the required benefits are delivered. The 'how to achieve' this is then considered as a secondary concern.
What you will experience
Current planning of your programme is reviewed, and an approach adopted which 'starts with the end in mind'. This allows the outputs and projects to be grouped into a set of tranches that structures and sequences the work necessary to deliver the vision. Governance approaches are also reviewed and the necessary management structures and roles are confirmed to make the tranches work. The high level political engagement necessary is articulated and clear accountabilities are established.
How you might start
CITI usually gets called in when concerns are raised by the programme board as progress in the first tranche is stalled, or there is serious contention between projects that are already in progress and projects initiated under the auspices of a programme.
"The classic training model, taking individuals out of the business to sit in a classroom for a week at a time, was not going to work for us. But at the same time, we knew we needed to raise our game in managing change. I have to say, your people are brilliant!"