Before I start on the subject of programme management let me to clarify what a project is and what a programme is. This is because these two words are used so interchangeably across many organisations around the world with people calling a project a programme and vice versa.

A programme is a flexible and temporary organisation which is created to direct, coordinate and oversee the implementation of a set of related projects in an effort to deliver benefits and outcomes related to the strategic objectives of the organisation.

A project is a temporary organisation which is created to deliver one or more outputs in accordance with a business case.

Projects create outputs and Programmes create outcomes, and programme management does not replace the need for good project managers. A programme acts as an umbrella under which projects can be coordinated and integrated in order to deliver an outcome which is the sum of the projects’ parts.

The UK Office of Government Commerce (OGC) has a framework callde ‘Managing Successful Programmes’ (MSP). The MSP framework provides proven programme management best practice for successfully delivering transformational change.

Organisations that have embraced MSP have enjoyed the benefits of transforming themselves successfully as opposed to being amongst the many that suffer painful or disastrous transformation.

More and more C-level executives are now recognising that programme management is a powerful tool that can facilitate ’successful’ transformation programmes as opposed to ugly monsters that get out of control and wreak havoc within the organisation.

Programme management aligns corporate strategy, business-as-usual and the delivery mechanism for change. These are three vital elements which must align if transformation is to be successful.

MSP principles represent success factors that underpin the likelihood of successful transformational programmes. These principles have been derived from lessons learned in both the private and public sectors.

Positioned within the seven principles are nine governance themes which help put in place the right leadership, delivery team, organisation structures, controls and control information to optimise the likelihood of delivering the planned outcomes and benefits successfully.

Then finally comes the transformational flow which provides a path through the programme lifecycle from conception to closure.

If you are still wondering why you should adopt programme management, consider the fact that many organisations are likely to fail to deliver change successfully if there is:

- a lack of support at board-level

- weak leadership

- an unrealistic expectation of the organisational capability and capacity

- a lack of focus on benefits

- no clear picture of the future capability

- a poorly defined/communicated vision

- no desire to change the organisation’s culture

- insufficient stakeholder engagement

MSP provides a structured framework that help organisations avoid these pitfalls and achieve their goals.