Processes and tools

You recognise that programme and project management (PPM) as a capability area is fundamental to successful strategy translation. The challenge you face is a lack of ability to deliver consistently - using a common methodology and language. Every project in your organisation is currently done differently and it is impossible to transfer lessons learned and develop the discipline. You're beginning to realise that if a practice can't be repeated it can't be improved, with the attendant risk that your projects continue to under-deliver. Your organisation is striving to improve its reporting capability and the management of project data across the business. You realise a PPM method and tool, carefully selected and embedded into the organisation, may support this capability and potentially provide substantial benefits. You are unsure, however, how to approach what can be a daunting challenge and sizeable investment.

Recognising that PPM is a complex area, our approach is to meet the challenge with a multi-dimensional response. There are many that advocate the latest enterprise-level PPM tool as the panacea product; but this is often in ignorance of the fact that tools only add value in the hands of 'intelligent users' who can derive benefit from them. The core components of our approach are: 

• A carefully tailored PPM framework used across the business – backed up by an intranet resource consisting of detailed web pages and management products (e.g. reference guidelines, control templates, completed examples etc.) 
• Design and implementation of PPM processes, workflows, management reporting etc 
• Clarification of programme and project governance structures including the formation of appropriate approval boards across the business and associated workflows and processes 
• Design and initial delivery of supporting training 
• Establishment of multiple support forums to ensure that the business maintains post-project momentum and manages the benefits realisation process 
• Selection and implementation of an organisation wide PPM tool, only where appropriate (ie where the number and breadth of projects is high and where the organisational structure and culture is supportive of moving to a more 'systemised' approach).

We typically advise our clients to establish a joint project team consisting of a small number of consultants working in close collaboration with staff members. This is pivotal to our approach, it ensures that the business is proactive in terms of refining the solution and driving business change; it also facilitates knowledge and skills transfer. 

We also strongly advocate a very tight project discipline around any engagement. This point would be stating the obvious if it were not for the fact that many similar initiatives do not utilise the very disciplines they seek to promote. 

We also encourage strong leadership buy-in to implementation. In this way the vision for change is owned by individuals who are senior enough to set the PPM agenda. Furthermore, it means that change management activities such as training and communications are seen to be driven from within the business.

Central to Moorhouse's services in this area is our internally developed PPM framework, known as mapp™. We use mapp™ ourselves to manage our own projects for clients, and a derivation of the same tool is available to clients as a conveniently packaged methodology which can be readily rolled out where none already exists. 

At its core mapp™ is a suite of resources such as reference documents, product templates, assessments etc, augmented by a configurable standard training package, all of which is MSP and PRINCE2 compliant. 

The analytical frameworks and models we use are readily tailored to any client's specific circumstances and we regard coaching and training the client team in their use of these as a key part of our role. Our methods of co-working closely with our clients ensure that skills are quickly transferred to the client team; for those stakeholders not directly co-working with us, we provide targeted training and coaching, for example for change agents' and the managers who are responsible for bringing about the new ways of working.

PPM process and tool improvement should be seen as the essential 'enabling platform' on which an organisation can really move forward. As the resultant business change continues to embed, further benefits in terms of 'delivering more of the right projects well' will be realised. Previous clients have evaluated these benefits in terms of £m/annum saved through faster project delivery, focus on benefits management and reduced cost achieved through reductions in external PPM support. 

Our approach ensures that all aspects of designing and rolling out PPM software, processes and practices are addressed. It focuses on ensuring those involved with PPM in your organisation become advocates of the approach required to make best use of the new method, thus enabling change to stick. 

The result is a consistent PPM approach, adhered to by the whole organisation, which provides improved visibility of management information at all levels. This drives improved programme and project decision-making and delivery which, in turn, improves business performance.