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Programme Management Essentials
Accredited courses with their examinations and 5-day duration have their attraction – suited especially for the high achievers with the available time to invest.
But in this busy world we live in there are many priorities tugging at our busy schedules and diverse demands. There are moments in our life where we don’t have the time or the funding to attend the accredited course on a particular subject but we need to know the essentials of the subject.
Many people attend the PRINCE2® course and hear about Programme Management but few understand how closely project and programme management are linked. Without the knowledge of programme management essentials, most PRINCE2® accredited professionals are uncertain (when bringing about change) whether a PROGRAMME management approach would be better . This Programme Essentials course will remove this uncertainty.
It can also be used to obtain a “primer” before attending the more rigorous accreditation course. Busy executives can use the course to equip them to make decisions without the need to attend exams (and the possible embarrassment if you fail).
This outstanding course will provide you with value-for-money and value-for-time. You shouldn’t miss this opportunity.
We are accredited to present the UK-based MSP (Managing Successful Programmes) course and we have built this Programme Essentials course using this methodology. It applies the same high standards of presentation as the other globally recognised course for which we are accredited.
Included in the cost of the course are:
- A concise workbook that includes copies of the slides with notes and a sample programme
- An attendance certificate
Who should attend?
- Middle and senior management of organisations working with programmes
- PRINCE2® practitioners who wish to understand how projects interface with programmes
- Project managers using organisation developed methodologies
- Anyone wanting a basic understanding of a global programme management methodology
- Those who intend attending the demanding MSP® foundation and practitioner courses
The Stratsure trainer for this course has been an accredited PRINCE2® trainer for six years and is an accredited MSP® practitioner. He aspires to become an accredited MSP® trainer soon. He co-presents the MSP® courses.
- Overview and Organisation
Programme management fits in below portfolio management and manages projects. It is important to understand the context of programme management within the organisation.
The roles and responsibilities within a programme will be clarified so that the role players participating in the programme processes can be understood.
- Mandate and Identification
The programme mandate triggers the Identify a Programme process. This process is responsible for creation of the Vision Statement – a clear statement about the future state which is required.
- Defining a Programme
During this process all the programme documents (management products) are set up in readiness for delivery. The Vision Statement is used to create the Blueprint. The Dossier of projects is created from the Blueprint’s future state that is required. The Programme Plan is then created so that it can feed information into the Programme Business Case.
The eight governance strategies are created in tandem with various plans (5).
This will allow the Tranches to be planned for control purposes.
- Manage the Tranches
Once delivery commences the following aspects of the programme will be managed:
* Risks & Issues,
* Audit & Assurance,
* Information & Asset Integrity,
* People & Resources,
* Procurement & Contracts,
* Reporting & Control
- Project Delivery
During project delivery the programme team will keep a keen interest in project performance – especially at project stage boundaries.
Where the project team disbands upon project closure, the programme is accountable for transitioning the outputs into benefits. Where projects focus on product delivery, programmes concentrate on benefits and their realisation.
- Project Delivery
- Closing the programme
Programmes are far longer than projects - therefore closure activities should confirm that there is sufficient operations and maintenance for all that has been achieved. Feedback is provided to Corporate Governance before programme closure is confirmed.