Programme and project management/PMO

Unlike a company’s ‘business-as-usual’ operations, a project or programme aims to produce a unique outcome(s) that integrates with its existing resources and infrastructure without conflict.

Organisations generally evaluate professional services for the outcomes and benefits delivered and not necessarily the inputs provided. It’s vital a robust and workable delivery structure/approach that addresses the required outcomes and encourages stakeholders to engage effectively is established.

Understanding the required outcomes and benefits of a project or programme together with the drivers will help the project succeed. Deploying the right team with the relevant skills and capabilities, underpinned by the appropriate governance, is essential.

• A flexible and pragmatic approach rather than relying on a ‘one size fits all’ method is key.
• Ensure a comprehensive system of project controls (reporting, change control, benefits management, risk management, budget controls, planning approaches and dependency management) that suits your organisation is implemented.
• The delivery of strategic initiatives must remain enterprise platform agnostic, focusing on delivering business outcomes, not technology choice.

• Maintain the link between strategy and project/programme delivery.
• Define a framework of governance, assurance and oversight.
• Establish a robust methodology for project delivery and internal control.
• Drive delivery and manage expectations/outcomes.
• Define project delivery-specific processes (e.g., planning and reporting).
• Balance resource between project/BAU work for delivery and transition.
• Assign clear ownership/accountability to deliver quality on time and to cost.
• Inform decision-making and transition smoothly to operations.