Created: 14 September 2007 | Watched by: 17 people | Comments: 0 comments

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  What is Programme Management? - ILX Group UK 

  http://www.managing-successful-programmes.com/what-is-programme-management.asp

  Programme Management Explained Programme management is the co-ordinated management of a portfolio of projects which change organisations to achieve benefits that are of strategic importance. Many organisations ... have adopted projects and project management as the vehicle for delivering new or changed business capability. Harnessing these projects into a coherent improvement process is a constant challenge. The objective for a programme is to co-ordinate the delivery from a specific set of projects such that the programme can achieve more than just the outcomes from its projects, it can deliver measurable benefits that can be realised within the timescales of the programme as well as afterwards. top of page MSP™ is a Trade Mark of the Office of Government Commerce. The Swirl logo™ is a Trade Mark of the Office of Government Commerce. Ownership of MSP™ belongs to the OGC and is managed by the APMG.   [More...] [Less...]

  First added: 4 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  programme management, project management

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  Project Failure and How to Avoid It 

  http://members.aol.com/AllenWeb/failure.html

  AllenWeb Project Failure and How to Avoid It Mar 2001 Where to Find Project Failures A statement I hear often from participants who take this Advanced Project Management Program is "Where are the projects ... that failed?" This is usually made when the participants discover the cases in the Project Management Casebook by Cleland used in the program are targeted primarily on "what went right" or "what was done right" or on subjects like prudent project management, quality management, legal aspects, etc. The majority of project cases provided in both casebooks may be viewed as 'self-serving' since authors are normally required to obtain the project sponsor's input and usually their tacit approval to publish, especially in the Construction Nightmares 'scenarios' which never point out that an architect can be a principle culprit in failure. The facts are that many cases do not contain many examples of "what went wrong" or "what was done wrong." Problems are not published nor advertised in most   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  programme management, project management

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  Project Management and Programme Management - The FREE ePMbook by Simon Wallace 

  http://www.epmbook.com/

  Content covers such things as: project management, programme management, (program management), risk management, quality management, quality audit, project office, programme office, planning, resourcing, ... benefit tracking, issue management, configuration management, change control, project structure, project organisation, governance, steering committee, documentation, team building, estimating, project definition and post implementation review (PIR). Here are some other key words relevant to this site: PM, Simon Wallace, World Class Project Management, WCPM, eproject, esolution, ecommerce, ebusiness, e-project, e-solution, e-commerce, e-business, WCIT, World Class IT, project manager, programme manager, program manager, risk management, quality management, quality audit, project office, programme office, planning, resourcing, benefit tracking, issue management, configuration management, change control, project structure, project organisation, steering committee, documentation, team build   [More...] [Less...]

  First added: 4 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  project management, pm, ebook, programme management

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  Leadership 

  http://www.see.ed.ac.uk/~gerard/MENG/ME96/index.html

  If you are reading this, then you have no frames. Please follow this link to a simpler interface. Thanks ME96

  First added: 1 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, management, project management

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  Pcubed [pdf]

  http://www.pcubed.com/solutions/Programme_Leadership_WhitePaper.pdf

  Effective Programme Leadership For Business Change Programmes M. Hodgson K. Nichol March 2006 10 Bloomsbury Street London WC1B 3ST Tel 207.462.0100 • Fax 207.462.0101 www.pcubed.com How do you ensure ... that your business change programmes deliver real benefits? Business change programmes are about delivering business benefits, and delivering benefits in a timely and cost effective manner. Easy to say, tougher to do! While you can find many reports and statistics on the percentage of projects that have delivered against scope, cost and time, it is much harder to find out how many delivered the envisaged benefits and delivered those benefits to time and cost. * Cranfield University completed a research study in 2001, which showed that 78% of IT Projects fail to achieve 50% of the identified business benefits within the return period. (The risk of failure for marketing and corporate restructuring initiatives or mergers & and acquisition programmes was only insignificantly lower.) What-ever   [More...] [Less...]

  First added: 2 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, programme management, project management

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  Information Professional Magazine - current issue - The IET 

  http://www2.theiet.org/oncomms/sector/informationpro/magazine.cfm?issueID=244&articleID=310A2A2D-DE16-8965-B40AC440FA48A944

  Working with Microsoft, the British Library is embarking upon a massive programme to digitise its unmatched collection of books, manuscripts and other items. It’s a daunting challenge, even using semi-automated ... systems that scan thousands of pages per month, as the project’s manager Neil Fitzgerald explains. Interview by Keri Allan. E&T: What are the origins of this project? Neil Fitzgerald: The library is engaged in various digitisation projects across different types of material, working with commer-cial partners in many areas. There were discussions, back in 2004/2005 with the commercial parties who were interested in large scale digitisation, and the library felt Microsoft was the most appropriate party to proceed with on this project. E&T: Why so? NF: Microsoft was obviously interested in structured information which improves search and user experience on the ‘Live Search’ website, and for us it’s really helping to fulfil some of our strategic priorities, such as building the digi   [More...] [Less...]

  First added: 14 March 2008, by: Nick Slowe  [Report as spam]

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  Engineering Management Magazine - The IET 

  http://www2.theiet.org/oncomms/sector/management/magazine.cfm?issueID=254&articleID=75723EBE-B56F-8935-5E0DE8D46DE8C71C

  Recently three high-powered executives defected from supermarket chain Tesco. It was the latest and most pronounced instance of the ferocious battle for brainpower sweeping through the boardroom. Across ... the globe companies of all sizes are having to face the fact that in tough times survival and success depend on attracting, developing and retaining key staff. Companies, like countries, are realising that their future prosperity depends not only on natural resources or even on financial capital, but as Fortune Magazine noted recently, on human capital. “We’ve lost some good people,” Tesco said when three of the company’s senior people left, “but we’ve also recruited some good people. That’s what happens in companies of our size.” Where organisations have a strong team at the helm it can limit scope for others to move up and head hunters are quick to prowl for younger talent just below main board level with a good chance of a senior job with another concern. The battle starts at the top   [More...] [Less...]

  First added: 14 March 2008, by: Nick Slowe  [Report as spam]

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  Tags:  leadership, project management

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  Work Breakdown Structure: Design or Clerical Task [pdf]

  http://www.4pm.com/articles/wbs.pdf

  First added: 6 December 2007, by: Brian Tarry  [Report as spam]

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  Tags:  project management, project planning, wbs, work breakdown structure, acheivement driven

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  Case Study [pdf]

  http://www.idea.gov.uk/idk/aio/6056987

  – Addressing Large Scale Change Case Study Northumberland County Council Addressing Large Scale Change Capacity Building Programme Supported by Communities and Local Government Published by: The Improvement ... and Development Agency (IDeA), Communities and Local Government and the London Borough of Lambeth. Publication date: February 2007 Case Study – Addressing Large Scale Change – Northumberland County Council CMCS-01-Feb07 2 Introduction Northumberland County Council (NCC) has acted decisively to address a gap in its capacity to manage large-scale change. By combining high quality project management training with an innovative and pragmatic tool for project managers, NCC has significantly enhanced the quality and effectiveness of its project management practices and increased the likelihood of success across its extensive change agenda. In September 2001 an IDeA peer review reported that NCC lacked capacity to manage large scale cultural change. The County Council responded by using it   [More...] [Less...]

  First added: 27 November 2007, by: Nick Slowe  [Report as spam]

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  Tags:  project management, change manangement, microp2, prince2

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  Project management 

  http://www.brookes.ac.uk/services/hr/project/survival/ten_tips.html

  Ten tips for good project sponsorship Act as a critical friend Offer constructive criticism and don’t be afraid to ask the seemingly naïve questions, if the people involved can’t make themselves understood ... then it is likely that they don’t understand the issues themselves. Be a project champion Always act as an advocate for your project. Sell the benefits and be alert to areas of resistance. Take a personal interest in managing the relationships with senior stakeholders, particularly those whose support could make or break the project. Make sure that stakeholders are being managed and informed Stakeholders are people who will be affected by the project. All projects involve change and people can be resistant to change if they feel threatened by it or believe that they have not been consulted. Ensure that a thorough impact analysis has been done and that strategies are in place for managing, communicating with and seeking the views of each stakeholder group. Make sure your effort is foc   [More...] [Less...]

  First added: 8 December 2007, by: Nick Slowe  [Report as spam]

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  Tags:  programme management, project management, knowledge management