Structuring programmes for success and complex change is difficult to deliver, individual projects rarely succeed in doing so, and structuring programmes for success is 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 structuring programmes for success to deliver complex change – simply.
Structuring programmes for success and 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.
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.
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.
Our approach to business case studies would typically involve the use of the following tools and models:
We support the development of project-based workshops and provide experts to create business cases, and then using our Reflect-Learn-Apply approach embed the knowledge, skills and attitudes into the organisation.