The Programme and Portfolio Workout: Directing Business-Led Programmes and Portfolios

Cover
Half Title
Title
Copyright
Contents
List of Workouts
Foreword
Acknowledgements
About the author
Introduction
Part I Challenges to be faced
	How to use Part I
	1 Challenges we need to face
		Problems, more problems
		Initiatives fail, are cancelled or never get started – why?
	2 Advice the best organizations give us
		The study
		The lessons and their implications
		Organization context: we’re all different!
		Conclusion
	3 Portfolios, programmes and projects
		Managing horizontally
		An example of a simple business portfolio
		Definitions for business portfolios, programmes and projects
		Whose programme or project is it?
		And it can get even more confusing!
	4 Governance
		What is governance?
		Governance in context
		Constraints on governance
		Making governance work in practice
		Roles and accountabilities
		Decision making
		Assurance
		The many aspects of governance
	5 Sponsorship
		The sponsor
		Who will you need to work with?
		Your leadership style
		Some tough choices
		As a sponsor, where do I fit?
Part II The essence of project management
	How to use Part II
	6 Project management in context
		Projects as vehicles of change
		Positioning the project
		Business-ledand enabling projects
		Making sure your scope meets the business need
	7 Who does what in a project: roles
		Who are the key people in project management?
		Project sponsor
		Project board
		Project manager
		Project team managers and team members
		Assurance, support and coaching
		High performing teams don’t happen by accident
	8 The project framework
		Managing your risks a step at a time
		Project life cycle, gates and stages
		An example project life cycle
		Proposal – before the project starts
		Initial investigation stage
		Detailed investigation stage
		Develop and test stage
		Trial stage
		Release stage
		Post implementation review – after the project is completed
	9 Applying the project framework
		Using the project framework in practice
		Building your own standard project life cycle
	10 Directing and managing a project
		Project management and supporting processes
		The project management processes
		The supporting processes
		Project frameworks or life cycles
		Implications for a business portfolio or programme manager
Part III Portfolio management – dealing with many projects and beyond
	How to use Part III
	11 Business portfolios
		What’s different about business portfolio management?
		Business portfolio management imperatives
		Business portfolio roles and accountabilities
		Prerequisites for effective business portfolio management
	12 Defining your business portfolio
		Do the right thing?
		Strategic and business planning context
		Choosing the business portfolio’s scope and boundaries
		Setting your mission, vision and values
		Understanding your current performance and prospects
		Recognizing your constraints
		Describing your business portfolio’s objectives
		Now, do it all over again!
	13 There are too many projects to do!
		Principles for selecting projects
		Project authorization
		Far too many projects!
		Putting the brakes on
	14 Do I have the resources?
		Conditions for total resource planning
		White space – the freedom to change
		How can I meet the three conditions?
		How detailed does resource forecasting need to be?
		Different types of resources
	15 Selecting the right projects
		Project selection and business planning
		Executive decision
		Economic or financial return
		Scoring techniques
		Visualization techniques
		Balanced optimization
		Is selection worth doing better?
	16 Directing business portfolios: a process-basedapproach
		Business portfolio management processes
		The supporting processes
		Implications for a business portfolio sponsor or manager
Part IV Programme management
	How to use Part IV
	17 Programme management
		What is different about programme management?
		What does a typical programme look like?
		Programme life cycles?
		Simplify, simplify, simplify
		Prerequisites for effective programme management
	18 Who does what in a programme: roles
		Programme accountabilities
		Programme sponsor
		Executive programme board
		Programme manager
		Programme control board
		Other leadership roles
	19 Organizing your programme
		Two fundamental choices
		Shared resources
		Dedicated resources
		A hybrid model
		The systems needed to support this
		What is a ‘workstream’?
		Some example programme organizations
	20 Directing and managing a programme: a process-basedapproach
		Programme management processes
		The supporting activities
		Implications for a business portfolio or programme manager
Part V The supporting activities
	How to use Part V
	21 Why we do it: benefits
		Benefits driven change
		Legitimate benefits
		Benefits and planning
		Value drivers and the business plan
		The business case
	22 Planning and controls
		What are my control levers?
		Planning: working out how to get there
		Monitoring and reporting: so you don’t get lost
	23 Risks, issues, change control and information
		What are my control levers?
		Risks, issues and change control
		Risks: what might happen
		Issues: what has happened
		Change control: to stop you falling into chaos
		Information: without it you are ignorant
	24 Developing a quality solution
		The right solution, built, deployed and used in the right way
		Systems thinking improves the quality of solutions
		What is a ‘system’?
		The system life cycle
		Simple, complicated and complex systems
		Traceability
		Building quality into how you work
	25 Coping with all that change
		Management of change – it’s all about people!
		Stakeholders – people you should not ignore
		Change saturation
		A brief history of change
		There is no silver bullet change method
		Getting people fit for work – induction and training
	26 Sorting out all those contracts
		The importance of contracts
		What constitutes a ‘contract’?
		Forms of contract
		The contract life cycle
		Procurement
		Supplier management
		Strategic supplier management
Part VI Implementing the framework
	How to use Part VI
	27 Supporting the management of portfolios, programmes and projects
		Flipping from vertical to horizontal
		Leadership – from the top and the side
		PMOs or support offices – who supports whom on what?
		The key roles to be supported
		What should I call the offices?
		Support (or management) offices – some examples
	28 Tools and systems
		The tools to help it work
		Lists: keeping tabs on your projects and other work
		Harnessing digital technology
		What would such a system look like?
		Management accounting systems
		Putting your systems together
	29 Standards and methods: do they matter?
		What is the difference between a standard and a method?
		Standards
		Key methods
		Other sources of best practice
		Comparing the methods and standards
		A word of warning
	30 Putting it into practice
		Advice from other organizations
		Corporate maturity
		Formal, informal, light or tight?
		Justifiably different – tailoring
		Finding help in implementing a project management approach
		A strategy for implementation
		How long will this take?
Appendix A Glossary
Index