| Failure reasons in change management are many | | | | Differences Between Programmes and Projects |
| and varied. But one thing is painfully clear. Any | | | | - A Programme is all about delivering the overall |
| organisational initiative that creates change - or | | | | business benefits in line with the strategic vision |
| has a significant change element to it - has a 70% | | | | and over a longer period of time than a project. |
| chance of not achieving what was originally | | | | - Whereas a Project has a definite start and finish |
| envisaged. | | | | point, with the aim of the delivery of an output |
| There are 3 main reasons for failure: | | | | that may be a product, service or specific |
| 1. The gap between the strategic vision and a | | | | outcome. |
| successful programme implementation and the | | | | - Programme management focuses on the |
| lack of a practical change management model and | | | | management of all key stakeholder relationships |
| tools to bridge that gap. | | | | and the delivery of defined business benefits and |
| 2. The "hidden and built in resistance to change" of | | | | in addition to managing the project portfolio will |
| organisational cultures, and the lack of processes | | | | also include the management of any other |
| and change management methodologies to | | | | activities that are necessary to ensure a |
| address this. | | | | complete delivery. |
| 3. Failure to take full account of the impact of the | | | | - Whereas Project management has narrower |
| changes on those people who are most affected | | | | terms of reference with clear, specific and |
| by them i.e. the absence of good strategies for | | | | (relative to the overall Programme) limited scope |
| managing change. | | | | of its deliverables. |
| It may occur at project level [at the execution | | | | And yet despite the fact that programme |
| "getting it all together" level] so that the initiative | | | | management as a discipline has been around for |
| doesn't get off the ground - or doesn't get | | | | over 10 years - the failures still keep mounting. |
| completed. | | | | Men always dislike enterprises where the snags |
| This is where most people focus - on the "getting | | | | are evident..." [Machiavelli "The Prince"] |
| it done" bit. | | | | The whole of my approach to change |
| But the bigger and more critical issue here is that | | | | management and dealing with the "snags" such as |
| even when the projects - the new capabilities - | | | | fear of change and resistance to change is based |
| are completed on time and in budget, a failure can | | | | on this model of a programme approach. |
| still occur at programme level - and from a | | | | My preference for this is that it forces senior |
| statistical perspective it probably will! | | | | management (and their advisors) to take a holistic |
| A programme level [more accurately a "no | | | | and structured look at the wider factors that |
| programme" level!] failure occurs when the | | | | need to be addressed - and that are often |
| envisaged benefits [the whole raison d'etre] of the | | | | "mission critical". |
| initiative are not achieved. | | | | 80% of companies [or rather 80% of directors] - |
| The root cause of failure | | | | haven't got a clue about programme |
| The root cause of this failure is lack of clarity and | | | | management |
| lack of communication - and even more | | | | In my experience the size of a company is no |
| fundamentally - the lack of a language and | | | | indicator as to whether or not it employs a |
| contextual framework to articulate and manage | | | | programme management approach. I have sat |
| the necessary processes of change. | | | | across the table in meetings with directors of UK |
| This is what a Programme Management based | | | | based £1bn+ turnover corporates - household |
| approach to change is all about and why it so | | | | names in some cases - who didn't have a clue |
| important. | | | | about programme management. |
| As with most specialist areas of knowledge, there | | | | I would go further and say that the vast majority |
| is within this discipline a universal or generic set of | | | | of companies know little to nothing about |
| "truths" that transcend the boundaries of the | | | | programme management. |
| formalised models and tools of programme | | | | A useful indicator is the number of online searches |
| management, applies to all organisations | | | | on Google AdWords for project management and |
| experiencing step change, and can be expressed | | | | programme (or program) management |
| in simpler language. | | | | For the month of March 2009 there were |
| Just as an aside, I feel that whilst it is absolutely | | | | 450,000 searches for project management and |
| necessary for there to be experts and centres of | | | | 39,200 searches for programme (or program) |
| technical excellence - the very processes by | | | | management. |
| which they function separates them and the | | | | One reason why programme management has |
| knowledge from the far wider audience who could | | | | not yet permeated the business "mainstream" is |
| benefit most from that knowledge. | | | | because - in my opinion - it appears to be |
| Time for some definitions: | | | | complex and to address dimensions that don't |
| Programme Management | | | | resonate or connect with mid range corporates |
| - Is the holistic perspective - takes in the bigger | | | | and larger SMEs. |
| picture. | | | | This is partly because corporates are more |
| - Is the coordinated management of a Portfolio of | | | | complex - but also because the talented and |
| Projects that change organisations to achieve | | | | experienced professionals who compile these |
| benefits that are of strategic importance. | | | | things think that way! |
| - Is the understanding and management of | | | | However, it is my belief and experience that the |
| Benefits, Risks and Issues and the provision of an | | | | broad principles of programme management can |
| Organisation Structure and Process Definition. | | | | be set out in a simple model and using simple |
| - Does not replace Project Management - it is a | | | | language that can be applied in any organisation of |
| supplementary framework | | | | any size. |