Managing Successful Programmes, Fifth Edition

Keyword
区分
ガイド(Guide)
発行日付
2007/09/??
発行者
OGC
原資料
Web (see Publications)
原資料2
Web (see Publications)

概要

1.1 THE PURPOSE OF THIS GUIDE

Today's organisations exist in a climate of contant and increasing change. The many, dynamic and contradictory drivers for change include innovations in technology, working practices (including outsourcing and partnerships), mergers, increased demands from regulation and, for the public sector, delivery of policy driven by changing political parties and/or ministers. Whatever the organisation, wherever it is located, however it is structured, the rate of change is increasing.

Organisations that have learned how to transform themselves through effective leadership and strategic control are more likely to survive and prosper. Programme management is increasingly being recognised as a key tool to enable organisations to manage that transformation.

Managing Successful Programmes (MSP) represents proven programme management good practice in successfully delivering transformational change, drawn from the experiences of both public and private sector organisations.

This guide provides:

  • An adaptable route map for programme management, bringing together key principles, Governance Themes and a set of interrelated processes to facilitate the flow of business transformation.
  • Advice on how these programme management principles, themes and flow can be embedded, reviewed and applied, to gain measurable benefits from business change.

(omitted.)

1.2 WHAT IS A PROGRAMME?

In MSP, a programme is defined as a temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation's strategic objectives. A programme is likely to have a life that spans several years.

A project is also a temporary organisation, usually existing for a much shorter duration, which will deliver one or more outputs in accordance with a specific business case. A particular project may or may not be part of a programme.

Programmes deal with outcomes; projects deal with outputs. Programme management and project management are complementary approaches. During a programme lifecycle, projects are initiated, executed, and closed. Programmes provide an umbrella under which these projects can be coordinated. The programme integrates the project so that it can deliver an outcome greater than the sum of its parts.

Programme management does not replace the need for competent project direction and management.

Programmes must be underpinned by a controlled project environment of effective direction, management, delivery and reporting disciplines that are common to all projects within a programme.

(1 Introduction)