Program Management best practice exists to tackle the problem. I use the Managing Successful Programmes (MSP) framework because:
One of the key things to do to build success and avoid wasted time and money is to quickly clarify what the program is for. Then, define the desired business outcomes before planning all the project work to deliver them.
It is tempting to dive in and start project work straight away because there is a great deal of urgency.
But taking a little time to make sure the leadership and program team are clear on the program basics will translate into greater velocity and impact down the line.
What do I get with the Identify process?
This is much more reliable than starting with planning the projects, as it helps us to ensure that we know what projects to plan, what their success metrics are and how we support the organization to adopt new ways of working.
Overview of the MSP framework. The first two stages are performed once, then we iterate through Plan-Deliver-Embed until we have met our goals
Larger organizations might need a few weeks work, rather than a week, but the point is that is is a quick assessment to pull things together and decide whether to go further.
It is the first opportunity to create the strategic clarity that will shape every activity that follows and keep the effort grounded.
Identify is a quick reality check to establish a strong foundation.
Typical deliverables from the Identify process are:
| Mandate Review | Clarify and confirm the initial reasons for the program Ensure leadership agrees with the rationale and the high-level objectives |
| Initial Stakeholder Map and Engagement Approach | Identify key stakeholders and start mapping their interests, influence, and communication needs Early engagement builds support |
| Draft Vision Statement | Co-create a concise statement describing the future state the program aims to achieve Provides direction and inspiration for all involved |
| Outline Program Brief |
Background and context Initial objectives and expected benefits Initial scope and exclusions High level costs and timeframes of building and embedding new capabilities High level risks, constraints and assumptions Assessment of capacity and capability to deliver and realize benefits |
| Initial Benefits Map | Early identification and mapping of expected benefits, linked to the vision Keeps focus on value delivery from the outset and initiates thinking about Change Management |
| Governance Framework Proposal | Suggestion for the program structure Clarifies decision-making and accountability early on |
| Decision |
Explicit decision to proceed or close Builds leadership support and prevents zombie projects |
With these deliverables, leadership gains an initial, clear view of the program from investment concept to outcome.
Risks or misalignment are surfaced early. The delivery team has a clear framing from the outset which enables better decision-making, velocity and accountability.
In my experience, when programs do this then they are faster and more successful. Without it, the lack of clarity causes swirl later on, and can make projects go in the wrong direction or essential work be missed.
Ideally we go through the Identify process at the beginning to start off with good foundations.
However, if a program is some way along and is experiencing difficulties then quickly returning to this defining process will help to build alignment and clarity and will be useful in reframing the program for success.
We can run an Identify process in either case.
Alternatively, if you prefer a quick health check based on what you have in place already then a Transformation Assessment will give you an objective appraisal of where your structure is strong and where attention is needed.
If you already have a Program Management framework in place, then the MSP concepts can be delivered through it.
Please contact me for a no-obligation conversation and we can tailor the right approach for you.
You can connect via LinkedIn or fieldenablement.com
Best Regards,
Gareth
Structuring your program for success at early stages maximizes the chance of achieving the intended strategic result. It reduces rework and saves money.
My experience in defining and delivering technology programs in large enterprise gives me broad perspective across people, process and technology including enterprise data, M&A, compliance, culture change, process design and adoption
I use the same processes as major consulting houses, aligned with Managing Successful Programmes best practice
I take a practical approach that puts your strategy ahead of technology
With a career dedicated to digital transformation and CRM strategy in large enterprise, I help organizations optimize performance through technology and business change
Having led multi-million-dollar enterprise programs, I bring deep expertise in program management, information systems, team-building, CRM, analytics, process improvement and data
I am skilled at aligning information systems with business strategy, driving operational efficiency and leading global, cross-functional teams to drive transformations
If you would like to learn more then please connect via LinkedIn or fieldenablement.com
* International spellings