Before I evangelize the merits of programme management I want to clarify what a programme is and what a project is. This might seem a little trivial but I’ve seen these two words used so interchangeably across many organisations in many countries 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 also a temporary organisation which will deliver one or more outputs in accordance with a specific 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.

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

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

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

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 successfully delivering the planned outcomes and benefits.

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

If you’re still asking ‘why should I use programme management?’ consider the fact that most 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

- not enough 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 can help organisations avoid these pitfalls and achieve their goals.