Tag Archives: Programme management

Recensie: Program Canvas, samen naar de kern van je programma

Program_CanvasTheo van der Tak, Björn Prevaas en Hans Cremer geven in het boek ‘Program Canvas, samen naar de kern van je programma’ een uitgebreide toelichting op het door hen ontwikkelde Program Canvas. Een A3 one-pager waarin de essentie van een programma wordt vastgelegd en waarmee de dialoog kan worden aangegaan met stakeholders rond het programma. Dia1Goethe zal waarschijnlijk niet het Program Canvas voor ogen hebben gehad toe hij woorden “In de beperking toont zich pas de meester.” uitsprak, maar het is juist de beperking, het alleen vastleggen van de essentie die zo’n Program Canvas tot een heel sterk hulpmiddel maakt.

De Program Canvas kan de Programme Brief in MSP termen of het Program Plan, maar dan in een verkorte vorm, in SPgM termen van PMI, vervangen.

Tijdens het IPMA 2014 World congress had ik al kennis gemaakt met het Program Canvas en dit is een verbeterde vorm daarvan. Zie ook mijn blog Less paper, more dialogs, more benefits.

Het boek is onderverdeeld in 6 hoofdstukken.

Het eerste hoofdstuk beschrijft een tweetal inspiratiebronnen voor het Program Canvas. Ten eerste het Business Model Canvas en als tweede inspiratiebron Simon Sinek’s Golden Circle: why, how, and what. Zie het eind van deze blog voor YouTube filmpjes van deze inspiratiebronnen.

Het tweede deel beschrijft de inhoud van het Program Canvas. program_canvas_nieuw_2016Het Program Canvas bestaat uit 16 elementen verdeeld over een zeven aandachtsgebieden:

  • Waartoe? (context, aanleiding en ambitie);
  • Hoe? (doelen, belanghebbenden, strategie);
  • Wat? (baten, resultaten, inspanningen);
  • Wat niet? (afbakening, ongewenste effecten);
  • Wie? (organisatie);
  • Waarmee? (middelen);
  • Waarbinnen (kansen, bedreigingen, randvoorwaarden).

Per element krijgen we een beschrijving, toelichting en vier hulpvragen om de gedachten te ordenen.

Het derde deel neemt je mee om een Program Canvas te maken. Er worden vier verschillende manieren uitgewerkt waarop het Program Canvas gemaakt zou kunnen worden: ambitie-gedreven, activiteiten-gedreven, mogelijkheden-gedreven en beperkingen-gedreven. Per aanpak krijgen we middels een Canvas te zien vanuit welke elementen in de Canvas je begint. Ook worden de rollen beschreven die betrokken zijn bij het maken van de Canvas zoals de opdrachtgever, de programmamanager en andere betrokkenen.

Deel 4 geeft een zestal voorbeelden van ingevulde Program Canvassen binnen profit en non-profit organisaties.

Deel 5 laat zien dat Program Canvas is gebaseerd op het gedachtegoed over programmamanagement zoals dat is beschreven in het boek Werken aan programma’s van Theo van der Tak en Björn Prevaas. De vier stadia oriëntatie, opbouw, uitvoering en afbouw worden toegelicht alsmede de acht bijbehorende thema’s kiezen, programmeren, besturen, beslissen, ontwikkelen, samenwerken, organiseren en leidinggeven

Het laatste hoofdstuk positioneert het Program Canvas binnen Managing Successful Programmes (MSP), Standard for Program Management (SPgM) van PMI en Programmatisch Creëren (PGMC).

Conclusie

Het boek leest vlot weg en is een must voor programmamanagers. Ik zou zeggen pak je huidige programma en vul het Program Canvas in. Het geeft je direct een snelle kwaliteitsbeoordeling van je eigen programma; staat iedereen erachter, zijn er blinde vlekken, etc. Sta je op het punt te beginnen met een nieuw programma dan is dit een ideale start om de dialoog aan te gaan. Het boek geeft veel handvatten om tot invulling te komen.

Program_Canvas_kaartenPersoonlijk had ik binnen het Program Canvas de noodzakelijke transities, om te komen van projectoutput naar outcome, meer expliciet gemaakt. Nu vind ik het wat verstopt zitten, maar dat doet niet af aan de kracht van het instrument.

Ter ondersteuning bij het invullen van de Program Canvas zijn er ook 64 canvaskaarten gemaakt met per element vier hulpvragen.

Bestellen Program Canvas

Bestellen 64 canvaskaarten

Bestellen A0 poster Program Canvas

Review: Transforming business with program management

transCRC Press sent me the book Transforming business with program management by Satish P. Subramanian. The book is part of their Best Practices and Advances in Program Management Series.

The book is build around a roadmap for transformation program success and every component is covered in a chapter:

• Problem
• Vision
• Sponsorship
• Governance
• Outcomes
• Approach
• Engagement
• Leadership
• Monitor
• Transition

Dia1In total 15 key techniques to facilitate successful business transformation are described in these chapters. See the attached figure showing the 15 techniques and the program lifecycle. For every key technique you will get an overview, objective, approach and detailed steps to be taken. Every chapter ends with a related case study. To download: QRC (A holistic, structured, and rigorous PgM)

The 15 explained techniques are:

  1. Environment scanning
  2. Voice-of-customer
  3. Strategic alignment
  4. Business performance calibration
  5. Program value justification
  6. Governance modeling
  7. Governance policy design
  8. Performance improvement measurement
  9. Business-outcome modeling
  10. Program architecture
  11. Organization change management
  12. Transformation program planning
  13. Stakeholder expectation management
  14. Value-enhancement analysis
  15. Walk through

The book compares the explained four-phase program lifecycle with the PMI standard for Program Management. For the users of MSP I made the comparison too.

Dia2

Conclusion
Great book describing a complete program management method including many techniques which can be applied within other programme management frameworks too.

A little bit confusing are the different life cycles in the book. The book itself is constructed around a roadmap for transformation program success (from Problem – Vision – Sponsoring… to Monitor – Transition). There is a four phase / eight step program lifecycle (from Formulate program strategy … to Sustain outcome delivery) and there is a solution life cycle (from Business problem defined … to Business outcome sustained) and in the text there are references to the transformation lifecycle.

And not clear why their is a last chapter Executive summary  because the first chapter Executive overview describes more or less the same.

To order the book: Transforming business with program management

Do we need electroshocks to create transparency?

IMG-20150416-WA0000Last week I published a post regarding transparency. Today I gave a presentation at Fortes Best Practice seminar at Groot Kievitsdal, Baarn. Fortes managed to have a nice audience of about 150 people.

The title of my presentation: “The PMO as a flywheel for pragmatic programme management”.

In this presentation transparency was among other things one of the topics. When a project or programme manager reports a green status, it must be green. As a metaphor I used a melon. A melon can be green from the outside but red inside. Many project or programme managers make use of this melon indicator and hiding the real status. In one of the next slides a showed a picture of Jack Nicholson eating a melon. He wasn’t really transparent when he played his role of a madman in One Flew Over the Cuckoo’s Nest. We know the end, when they used electroshocks and he really became a madman. Will this be the next tool for a PMO or portfolio manager to get transparent and correct project or programme status reports?

To download: PMO fly wheel (Fortes pres, 150416) v0.8

MSP: Stakeholder management, a refresh

I received questions regarding clarification of stakeholder management from various people. This is a good opportunity to refresh some MSP theory regarding stakeholder management.

Dia1In the middle of the picture you see the Stakeholder Engagement Strategy (0). This strategy, prepared by the Programme Manager during Defining the Programme, describes the framework that will enable effective stakeholder engagement and communication. In other words, the strategy, like all other strategies within PRINCE2 or MSP describes the HOW.

In this article I describe all the steps (Identify-Analyse-Plan-Engage-Measure) and I will give outlines of the relevant stakeholder engagement documents too:

  • Stakeholder Map
  • Stakeholder Profiles
  • Stakeholder Register
  • Stakeholder influence/interest matrix, power/interest matrix
  • Communications Plan

To download the article: MSP (Stakeholder management, 141121) v1.0

Success with the engagement of your stakeholders.

Less paper, more dialogues, more benefits

Program CanvasDuring the IPMA 2014 World Congress I came accross The Program Canvas version 3.0. This one-pager could be used to collect the needed information for a program. Theo van der Tak, Björn Prevaas and Hans Cremer developed it and were inspired by the Business Model Canvas.

A nice initiative and it fits in my opinion perfectly in my building block approach I developed some years ago. This building block approach is a practical way to avoid bulky, inaccessible, standalone, and illegible documents. Documentation must show the essence and must be the result of communication between the project manager and their stakeholders. See: Building blocks

The Program Canvas  is divided into 16 areas to fill in the needed information. The order to fill in these areas is not arbitrary following The Golden Circle approach – why, how, what – of Simon Sinek.

  1. WHY this program (context, Ambition, Reasons)?
  2. HOW are we going to realize its ambition (Objectives, Strategy, Stakeholders)?
  3. WHAT are the specific objectives and activities of the program (Outputs, Benefits, Activities)?
  4. WHAT does the program NOT cover (Out of scope, Undesired outcomes)?
  5. WITHIN what will the program be executed (Threats, Opportunities, Constraints)?
  6. WHO is doing what in the program (governance)?
  7. WITH which resources the program will be implemented (Key resources)?

You can find more information on their website www.werkenaanprogrammas.nl. The site is in Dutch but the Program Canvas related downloads are in English. Here you can download a small booklet to introduce the Program Canvas. This booklet was also presented during the IPMA conference.

New Agile Programme Management certification (Agile PgM)

Agile PgMFriday September 26, I joined the APMG’s Agile PgM trainer briefing session in London, England. We received presentations from the authors Steve Messenger and Jennifer Stapleton to explain Agile PgM.

The Agile PgM framework is based on the philosophy that an agile programme delivers what is required when it is required – no more no less.

Agile PgM consists of four elements: philosophy, 5 principles, 6 processes and 6 themes.

Principles are related to business strategy alignment, incrementally realised benefits and as early as possible, decision-making at the lowest possible level, governance focuses on creating a coherent capability and agile programmes are iterative and contain both agile as non-agile projects.

The six processes are Pre-Programme, Programme Feasibility, Programme Foundations, Capability Evolution, Tranche Review and Programme Close. The themes or knowledge areas are related to Roles, Governance, Stakeholder engagement, communication and management, Planning, Management and control and Quality Management. (Management) products are given too. All products will evolve. See attached QRC. Agile PgM (QRC, 140926) v1.0

Dia1aFor those who are familiar with MSP you will see a lot of similarities. You could use MSP for Agile programme management. MSP is iterative, it uses the tranches in the same way as Agile PgM. you could say that Agile PgM is MSP with a strong emphasis on:

  • Getting feedback on iterations (Retrospective in Capability Enablement or during Tranche reviews).
  • Incremental delivery of capabilities and benefits.
  • Need to evolve everything. Don’t create a complete projects dossier or a detailed blueprint for all the tranches but start with the first tranche.
  • The Programme Business Case will evolve too.
  • Decisions must be taken at the lowest possible level.

For me this is the way to use Agile PgM. Start with MSP and emphasis on these agile aspects. If you start with Agile PgM (without the MSP knowledge) you will miss several themes or knowledge areas that MSP or other programme management frameworks provide (e.g. Risk Management, Information Management, or Benefits Management). Most of the roles will have an equivalent in MSP except the Stakeholder Engagement Coordinator. MSP could benefit from this role too.

At the end of the day we all did the Agile PgM exam. I passed the exam and obtained the necessary trainer pass mark.