programme cycle 3

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Here we take the idea still further and extend the ideas to allow monitoring of programme costs as well. This part describes a development of the project management Earned Value method to cater for programmes. The responsible roles are also included (in order of importance for the corresponding actions). The current entry addresses this lack. o Benefits can only be measured if the criteria and the corresponding metrics (i.e. t) For each review date, calculate the Programme Planned Value (PPV) as the sum of the component PVs u) plot EB against PPV: this gives the Programme Cost-Benefit Curve v) you have the EB from (p) above. Crispin Piney, an instructor with ESI International, has developed and deployed technically advanced—and culturally complex—capabilities and services in both research and business environments for large multinational companies, advising on project management expertise enhancement throughout such organizations. This can be calculated by dividing {(time elapsed since programme start) – (benefits schedule delay)} by (time elapsed since programme start). The Programme Manager [PgM] creates the benefits and co-ordinates and ensures governance of the phases, subphases and stages. This is critical to ensure an ongoing and effective link between the management of the programme and the management of the business. It describes how the life cycles correspond to each other. For each yardstick, you can calculate the component contribution as follows: Value for Component i = sum over columns j of {[cell(i,j) * value of Benefit j}. Your current stage is the first stage and contains components 1, 2 and 5, The benefits B1, B2 and B3 are valued in the business plan at €100K, €200K, €300K, Using the component-benefit matrix above, calculate, 2) the % Benefit realised for the stage and, 3) the % Benefit realised for the programme, (showing the unnormalised Component-Benefit Matrix; normalisation is carried out on-the-fly in Excel). Because macrocycles incorporate all 52 weeks of your annual plan, they provide you with a bird’s-eye view of your training regimen and allow you to facilitate long-range planning. These dependencies can be documented in the form of a precedence table exactly as for establishing a project precedence diagram. Prioritisation will depend on the contribution of the component to achieving the strategy. A complete programme management methodology can be based on this consolidated life cycles by defining in detail for each phase and stage, the: Although different environments will have different constraints and objectives, the framework shown above is universally applicable in its broad lines. a) identify the benefits; number them sequentially for identification. Your programme is aiming at 3 Benefits (B1, B2 and B3). o Develop order of magnitude estimates for the costs of each component. At this point there is not enough hard data for the viability (i.e. Except where otherwise noted, content on this site is licensed under a. #ASEP #StrategyExecution #ADAUniversity, Have big digital transformation plans for the year ahead? The C-B matrix was defined above and then used to help prioritise components. “To continue to develop in greater detail how the programme can be structured and managed …”. Here we return to the concepts explored in the article in order to explain how the life cycles of programmes and of benefits management can be dovetailed together in order to provide a consistent management framework. Here are 13 examples. All that remains in the Benefits Analysis and Planning phase is to establish monitoring. The following diagram shows the top-level differences – which appear minor at that level. o This is normally carried out at the opening and/or the closure of a stage. %�쏢 In addition to the component priorities, this process needs to take into account the inter-component dependencies. i) develop the component implementation schedule. The planned benefit at any point in time is the earned benefit up to that point. In these pages, you will find guidance, practical tools and templates as well as background information on the various elements which together make up the programme cycle. A key responsibility for any organisation delivering programmes and projects is to ensure not only that the work gets done, but, more importantly, that it is valuable. The last benefit milestone corresponds to “all benefits realised”; stop. OCHA coordinates the global emergency response to save lives and protect people in humanitarian crises. Authorise corresponding component to start [PgM] Cycle 3 programme thus provides a progressive, natural introduction to the knowledge contained within the disciplines, but also to their languages, strategies and specific methods. “It should be understood that many of the ideas are to a greater or lesser extent personal “work in progress” to fulfil a need that does not appear to be dealt with in any of the current literature: they are not endorsed or supported by PMI® or ESI and are presented as a basis for discussion and debate“. PMI®’s Standard for Programme Management refers to benefits management and provides a diagram of the benefits management life cycle. the “yardsticks”) are defined, Derive metrics [PgM] We will consider the organisation to be composed of five levels of focus: For the strategic focus, the Executive Manager [EM] provides the vision. The term “benefits realisation management” would be a better description of this life cycle. 1 First, definition and planning steps. This is built up as follows: The PMI® does not mention any benefits-specific phase gates. <> Welcome to the Humanitarian Programme Cycle space on HumanitarianResponse.info. However, since programmes can be large and complex, they need a specific focus on ensuring that the final result has reached a stable operating state and no longer needs support from the programme team. “provide effective forecasting and scenario analysis based on various demand curves”). The benefit at completion value of a stage is the value of the planned benefit at the end of that stage. This can be developed in the form of an “outcome relationship model”. This is the responsibility of the business change manager and will take the form of a mission statement. All quotations are from PMI’s Standard for Programme Management – Second Edition (2008). If all of the benefits are only achievable once all of the components are complete, the Delivery of Programme Benefits phase will contain a single stage. o Based on a chosen set of criteria such as time, value, etc. o If necessary, this may lead to corrective consolidation actions, Audit operational environment [?] This allows the activities and responsibilities explored during each phase, to be used as the basis for a consistent and effective methodology. b) define the measurement systems for quantifying the benefits (initially assume that all stakeholders can agree on a single way of measuring) c) evaluate the benefits numerically: this provides the “benefits value vector” (bvv) 2 Now we know what we are working towards, so create the measurable plan: d) decide on the programme components (sub-programmes, projects) required in order to achieve the benefits and number them sequentially for identification. This will provide an initial roadmap for sequencing the work. This phase completes with the official approval for programme closure. the realisation of the benefits, their creation and transition into the operational environment. In order to allow tracking and consolidation, the qualitative analysis in the previous phase needs to be transformed into a quantitative forecast; this entails defining the units in which benefits will be measured. It consists of five elements coordinated in a seamless manner, with one step logically building on the previous and leading to the next. The Second Edition does not have a phase-end checkpoint to the programme closure phase!! "Many of us believe there are two driving forces behind the person known as “you”: nature and nurture. The Benefit Performance Index at a given “data date” is (Earned Benefit) / (Planned Benefit). The Seven Biggest Challenges to Effective Communication, Four tips on how to be an adaptive leader during complex times, sreenivas: Achieving a Scrum master certification does help in improving …, Harvey Tanday: Nice one Sean, I also believe that this should be a basic comp…, Charlotte Rayner: Thank you Elizabeth for Sharing. The steps in any stage are as follows, in overlapping cycles: In theory, once the final stage reaches completion, all of the integration and transitioning actions will have been carried out. o The EM is more interested in the benefits than in the process, Authorise end of component [PgM, PjM] An appropriate response to the need is documented in a business case with recommended solution options. The programme has reached the point at which the benefits realisation plan has been approved by the Executive Manager, and the corresponding resources have been made available for deployment in accordance with the plan. There are two main steps: The first step however, which is not mentioned in the PMI life cycle is to translate the vision into a more concrete description of the organisational change required in order to achieve the vision. j) for each planned review date, calculate the Planned Value of each component (normal project Earned Value method) (“component planned value vector” cpvv) k) calculate the “planned benefits vector” for each review date as CBM times the cpvv for that date l) at any date, the value of the Planned Benefit (PB) is the sum of the components of the “planned benefits vector” m) plot the Planned Benefit values against time: this is the Cumulative Benefit Curve. And I like your …, Knowledge Train: Nice blog, thanks for sharing the valuable tips and services, …, High-level programme structure (checkpoints), Approval of business case and programme approach, Achievement of objectives or decision to curtail investment, Post-programme review with lessons learned. what approach should be taken for realising the benefits (e.g. https://t.co/mp0Hck3oUu, Digital transformation: 5 uncomfortable truths in 2020. Wonder what emotional intelligence looks like in everyday life? Le cycle 3 (cycle de consolidation) regroupe les classes du CM1, CM2 et de 6e et concerne donc l'école et le collège. stream The Complete Guide to Life Cycles for Programmes and Benefits Management, on The Complete Guide to Life Cycles for Programmes and Benefits Management, Strategy Execution - now part of Korn Ferry. A vision should be documented in a way that describes what the situation will look like once all of the work has been completed successfully; it should be written in the present tense as if this end-point has been reached (e.g. This would be better as two (sub)phases: • Benefits Analysis • Benefits Realisation Planning. Each cell of the matrix indicates the relative contribution of a component (row) to a benefit (column); a value of zero indicates that the component does not contribute to that benefit; ideally, the values are then normalised so that each column adds to 1. The longer-term delivery and exploiting of these benefits of the responsibility of the organisation and is outside the scope of a programme. The PMI standard does not provide a definite indication of the relationship between the two life cycles – and the benefits management life cycle was modified between the first and second editions of the standard. This need for control entails the application of life cycle management. This phase is launched when a vision has been elaborated. In very complex situations, more than one set of units (“yardstick”) can be defined (e.g. In conclusion, this is the relationship between the two life cycles that drive and control programme management: the programme management life cycle and the benefits management life cycle. Maximum number of projects of a given type at any time, Start with the Cumulative Benefit Curve (in 1.3 above), Take the program Cumulative Cost curve (a deliverable of the program planning process), Replace the dates on the X-axis of the Cumulative Benefit Curve by the corresponding cumulative, C1 contributes €7,500.- to the total benefit (1/10 of €75,000.-), C2 contributes €12,500.- (1/4 of €50,000.-), Derive components [PgM, BCM] Finally the Project Manager [PjM] is delivering capabilities. These benefits should be described in purely qualitative terms: the benefits criteria should be defined along with a definition of the meaning of qualitative assessment terms (such as “high”, “medium” and “low”). Each stage corresponds to the delivery of all of the components required for a given benefit. As can be seen in the diagram above, adapted from the PMI Standard, the “benefits management life cycle” as shown only caters for the realisation of the benefits and not the long-term operational delivery. o If necessary this may lead to corrective actions in the transfer of responsibility, Identify and document lessons learned [PgM, BCM, BM]. I had first written “surprising oversight” but realised that this is not the case: the first edition of the standard specified a gate at the end of the Closure phase, so the decision to omit this gate must have been a conscious one. quick wins, minimal cost exposure, high-risk first, etc.). x��VK��Fƞ�����z�y��0��~�5!��99�`؀7�R�R�J��ف�hU����>�s-�Z�_1>�W?����+)$�ӹ���h8�t��߾���c�� Here's how to overcome them. I think communication is th…, Knowledge Train: Thanks for sharing this awesome tips with us. The delay is the difference between the data date and the Benefits Equivalent Date. Create a set of ranking categories based on the, Within each ranking category, as necessary sort by, In priority order, list all components for which all precedence requirements are satisfied, For each component from step A, determine if it completes the work on a benefit, If so, define the corresponding “benefit realisation stage complete” milestone. When formulating a new project/programme or a revision, Project/Programme Managers should: 1) Review prior evaluation results, recommendations and lessons learned. It is the X-value on the Benefit-Cost curve that corresponds given Benefit (Y-value). The longer-term delivery and exploitation of these benefits are the responsibility of the organisation, and is outside the scope of a programme. The Humanitarian Programme Cycle (HPC) is the way in which humanitarian actors work together to help people affected by disasters and conflict. That is why the key responsibility for accepting the business realisation plan is the Executive Manager. This planning is carried out in close collaboration with the Programme Set-up phase. In order to align as well as possible with the PMI Standard for Programme Management, the diagram from that document will be used as a starting position. The priority depends simply on the number of benefits to which a component contributes. It also helps to explain the main responsibilities of the key roles in the programme. The prioritisation can then be determined by sorting the components based on their calculated value. For example, if you want to peak for a national championship event one year from now, … The macrocycle is the longest of the three cycles and includes all four stages of a periodized training program (e.g., endurance, intensity, competition and recovery). “To establish the required infrastructure, develop a detailed roadmap, create the required set of planning documents and integrate them into a programme management plan.”, “To initiate the component projects of the programme and manage the development of the programme benefits …”, “To execute a controlled closedown of the programme.”. A2, B2 … repeat from A until all components have been dealt with. Cycle 3 sixième Pour stimuler la curiosité et le goût des Sciences les élèves de sixième sont invités à prendre part à 2 missions scientifiques au cours desquelles nous déclinerons les différentes parties du programme. Without a gate, there is no effective control on the quality of a phase, so the loss of this gate appears to encourage incomplete and unprofessional closure to programmes – a situation that occurs all-too-often in real life, without the need to make it still easier. The key output of this phase is a clear definition of each of the benefits required from the programme. Here we provide a recipe for implementing the Earned Benefit approach explained previously. The approach is to recognise that projects aim at deliverables, whereas programmes aim at benefits. o This gives the sequencing of components and the benefits milestones, Establish benefits realisation plan [PgM, BCM] %PDF-1.3 A positive value for the delay means the programme is late (behind schedule). But, according to personality and motivational psychologist Brian R. Little, there’s a third: projects." In these pages, you will find guidance, practical tools and templates as well as background information on the various elements which together make up the programme cycle. It can be modified during the life of the programme based on a similarly formal decision. The presentation of the two life cycles together indicates the following features: In conclusion, this is the relationship between the two life cycles that drive and control programme management: the programme management life cycle and the benefits management life cycle. The strategy adopted for prioritisation must be documented and agreed upon within the programme core team. • This defines how Earned Value, Earned Benefits and the cumulative benefits curve are applied for the specific programme, Authorise stage to open [PgM] Programmes and projects need to be designed with evaluation in mind as evaluation is an essential part of their life cycle. Examples of such constraints are: Although the roadmap should generally not change during the realisation phase, the detailed plan needs to be reviewed and as necessary updated as the operational and strategic environments evolve. Programme closure (the benefits management life cycle is complete), The Benefits Identification phase has been renamed since the goal is to delver a qualitative assessment of the potential benefits, The Benefits and Analysis phase has been subdivided into two phases. “our vision is that no booked passengers ever have to be turned away from our aircraft due to our planning policies or practices”). A feasibility study is conducted to investigate whether each option addresses the project objective and a final recommended solution is determined. The approach taken here is the opposite to that taken in the PMI Standard: we will start with the Benefits Realisation Management life cycle: benefits should drive programmes not vice versa, since programmes are run in order to deliver benefits. In this case, the benefits will have to be quantified in terms of each of these units and multiple tracking carried out. It is then up to the business change manager to help translate the vision into a set of benefits to be achieved in order to achieve the vision. Strategy Execution - now part of Korn FerryFollow5,8492,912. Ͷ=��Θ���� �y�O�U*N���Zs�g���ts��Y�y���# ��.�DŽ ��*E��dp��i�t"h�g�{�!�%���k��׮z[e�3��x_ �j�� cF�M���Ƽ@Zm"� o Link the roadmap to the component duration, cost and value estimates, Establish benefits realisation monitoring [PgM] However, this approach is independent of the measurement yardstick chosen. The Component-Benefit map is the basis for component prioritisation: the question to be answered is: how much does each component contribute individually to the total programme benefits?” If several benefits yardsticks (see Part 2) are being applied, the component priorities may be different for each of these. The concept of “earned benefit” for a programme is a natural extension of the project management Earned Value method into programme management. o There is a lot of work connected with this: Track and consolidate component progress into benefits realisation reports [PgM, BCM, PjM] This is the ratio: (Planned Benefit) / (Benefit at Completion). So this is the concept of Earned Benefit in order to evaluate “percent complete” of a programme. the business case) to be assessed. o Provide the interdependency diagram between components and benefits, Define units [PgM] Now we will take a look at the benefits realisation management life cycle in greater detail. Before defining the various benefits, an overall vision of the desired outcome of the programme needs to be defined. This is the date at which the current Earned Benefit was planned to be achieved (see example below). Audit consolidated benefits [BCM] Quantify business case [PgM, BM] o The result of this review should be authorisation to close the programme. Benefit Cost Variance = Equivalent Benefit Cost – Actual Cost, Benefit Cost Performance Index = Equivalent Benefit Cost / Actual Cost, In the last entry, we used the component-benefit matrix above to calculate. o This is linked to the benefits roadmap, Develop stage component charters [PgM, BCM, PjM] Determine component interdependencies [PgM] The Humanitarian Programme Cycle (HPC) is the way in which humanitarian actors work together to help people affected by disasters and conflict. This requires the following steps to be carried out: The goal of this (sub)phase is to produce the benefits realisation plan. At this point, the tactical approach needs to be defined – i.e. The Component-Benefit (“C-B”) matrix is required for this approach as well. Our Benefits Schedule Delay is therefore: -BV/€20,000- = 12,500/20,000 = .625 or just over half a time unit. That is to say, the goal is not to define the entire life cycle of managing benefits, but only the part that the programme is concerned with – i.e. e) create a component-benefits matrix (CBM) as follows: f) each cell contains a number indicating the contribution the component makes to the corresponding benefit (since a component can contribute to several or non of the components) g) normalise this matrix so that each column sums to 1 h) multiplying the bvv by the CBM will give a “component benefit value” vector. In addition to the information above, you have the following planning information for the first part of the programme: (ignore the dates along the top and consider each subdivision [S, M, T, W, etc.] https://t.co/sBfZdwqdjv #tedtalk #leadership #strategyexecution, TED Conferences on LinkedIn: How our projects shape our personalities — and how we can use them | 68 comments, Our personalities aren't fixed.

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