Question

Examine programme typologies and analyse the specific organisational challenges faced in managing different types of programmes(350- words )

Answer 1

Typologies are based on the inherent characteristics of the project or program (not the industry they are based in). Significant work has been done defining the different types of project and the appropriate skills and capabilities needed to manage each type of project1. PMI have also published Project Categorization Systems available from the PMI Marketplace2. The emergence of Program Management has created a similar need for the categorisation of programs.

A program typically comprises both project and operational activities (such as change management, transition to operations and program management itself) which are not a part of an individual project. However, the ‘grouping’ of projects into programs may occur in a number of different ways; Managing Successful Programmes,(MSP®) suggests three options: 1. Vision-Driven Programs - the vision comes first and benefits identified and then one chooses a dossier of projects which deliver the capabilities or business products necessary in realizing the benefits for which the program was launched. 2. Emerging Programs - Existing (on-going) projects are put together since they have a common business objective (i.e. seek the same or correlated benefits) or other synergies that make sense to manage them centrally. 3. Compliance Programs - External (legal or environmental requirements) or internal (Sarbane-Oxly, Business Continuity, etc.) initiatives that seek to preserve the value of an organization. Again, the projects are identified that comply with the objectives of the program.  

Essentially, projects produce outputs (deliverables) while programs realise benefits (value). Once a program has been recognized, the GAPPS typology focuses on the differing types of program objective and structure.  

The GAPPS Typology Mosaic’s published paper, Understanding Programs and Projects - Oh, there's a difference!3 outlines the key differences in managing projects and programs, but only briefly mentions the different types of program. This white Paper will define the different types of programs based on the GAPPS4 Program Types. Three basic types of program are defined and the typology also recognises that very large projects have many characteristics of a program (for more on differentiating projects and programs see WP10025).  

Strategic Programs Strategic Programs are linked to a specific business goal or strategic initiative such as the development and release of a new aircraft or the creation of a completely new high tech product (e.g., software, electronics, medical devices, pharmaceuticals). This type of program is closely related to the concepts of a program contained in Third Edition of PMI’s The Standard for Program Management6.

The program is a ‘learning organisation’ focused on achieving its strategic objective and early outcomes influence decisions about later projects. The Program Manager’s authority to originate or terminate projects is significant, project origination and termination is generally internal to the program based on perceived progress toward those objectives.

A sub-set of this classification are the ‘business change’ programs that include the co-ordinated management of both projects change management activities7 and occasional operational activities to achieve beneficial outcome for the organisation.

In this classification, projects within the program can cover a very divergent range of disciplines running both sequentially and in parallel, and change management is usually required. Program termination is based on achieving the business outcomes, either by achieving the strategic objective or implementing the desired change in strategy.  

Operational Programs Operational Programs are typically focused on supporting the current business. They include infrastructure maintenance (roads, rail and utilities), improvement to operational assets and repetitive businesses such as producing a season of TV shows.

The key constraints are delivering the maximum value from an annual budget allocation and minimising disruptions to ongoing operations. Project origination and termination are generally external to the program, but the Program Manager will be a key stakeholder and advisor in these decisions.

The primary challenge for the Program Manager is the efficient use of a pool of resources to maximise value by coordinating a diverse range of requests and requirements whilst minimising downtime and operational inefficiencies.  

Multi-Project Programs This group are closely related to the definition of a program contained in The Standard for Program Management8. Benefits are expected from the coordinated support of a business objective such as upgrading to ‘Version 2.0’ or later of a high tech product (e.g., software, electronics, medical devices, pharmaceuticals). The individual project origination and termination is generally external to the program (part of the Portfolio Management Approval9).

Projects are closely aligned and with several running in parallel, the key role of the Program Manager is coordination of the individual projects and balancing shared resources. The program will generally terminate once the benefits have been achieved.

Organizational Challenges in facing programmes

1 . Enabling Leaders to Lead in a VUCA world

Leading in todays VUCA world (Volatile, Uncertain, Complex & Ambiguous) creates unprecedented challenges that traditional leadership development is failing to address.

Leaders need to regain control of what they pay attention to, as well as be capable of maintaining focus whilst experiencing feelings of fear, self-protection, and uncertainty and overwhelm. By practicing mindfulness, leaders can equip themselves with the ability to feel calmer, be more present and develop clearer thinking amidst these challenging external conditions.

2. Creating a Learning Organization

Life-long careers will soon be a thing of the past, replaced by a series of mini-careers underpinned by life-long learning. Many roles that L&D will need to develop employees for don’t even exist yet. Deep organisational changes are needed to support this. Amongst these are the need to provide a culture of psychological safety for continuous learning and development of employees.

Mindfulness helps develop openness, curiosity and a willingness to innovate. In the process it relaxes our mental rules around definition of ourselves, our careers and our abilities. Stanford professor Carol Dweck’s work on the power of a growth mindset shows how this helps employees embrace the cycles of learning, failure, and growth with significant results.

3. Agility and The Game of Teams

With the increasing need for organisations to become more agile, teams are becoming the foundation of organisational structure. Cisco, for example, already has more than 20,000 teams, with people sitting on many teams at the same time.

Agile teaming as a work practise requires agile minds, and more focus on “we and our priorities” and less of “me and my priorities”. While these have always been desirable attributes, the pace of forming-to-performing and disbanding of teams has now become a strategic advantage.

As we practice mindfulness, our default “all about me” thinking patterns become less automatic and habitual, and we open up to more inclusive thinking. Mindfulness also increases our cognitive flexibility, enabling us to think about things in new ways, be that the new ways of working, new team members, or a new project.

4. Engagement and Productivity

Gallop’s research that shows only 30% of USA employees being actively engaged is well documented, and many companies are looking at investing to increase their employee engagement. Recent research from a study at Microsoft showed that there is a sweet spot where employees are both highly engaged employees and also highly productive.

It makes sense that organisations should look to interventions that will raise both engagement and productivity and research shows that mindfulness training has a direct effect on both. As our self-awareness increases through practising mindfulness, we become more aware of what’s important to us at a deeper level. We can then begin to find meaning and purpose in our work, at an individual, team and company level.

5. From Performance Management to Coaching Conversations

Following the lead of Adobe, Accenture and GE, it is estimated that up to 70% of organisations are considering eliminating performance reviews, and replacing them with more frequent, coaching style conversations based on real-time feedback.

To do this effectively requires all people managers to be more present to catch those critical moments when coaching can be most effective. However we also need to see things with fresh eyes, which is where a “beginners mind” as taught in mindfulness programs, can enable generative coaching, and growth to take place.