The Humanitarian Programme Cycle (HPC) is the way in which humanitarian actors work together to help people affected by disasters and conflict. The lack of a phase-end gate at the very end of the programme management life cycle is made still more obvious by this alignment. Post was not sent - check your email addresses! In very complex situations, more than one set of units (“yardstick”) can be defined (e.g. It can be modified during the life of the programme based on a similarly formal decision. This is the draft business case and is used as input to the Initiate Programme process. o The EM is more interested in the benefits than in the process, Authorise end of component [PgM, PjM] 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. Prioritisation will depend on the contribution of the component to achieving the strategy. 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. Here we take the idea still further and extend the ideas to allow monitoring of programme costs as well. 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. Cycle 3 - cycle de consolidation. Cette rubrique présente les programmes, les attendus de fin d'année et les repères annuels de progression, les ressources d'accompagnement associées et l'évaluation nationale de 6ème. 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. quick wins, minimal cost exposure, high-risk first, etc.). i) develop the component implementation schedule. 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”). The priority depends simply on the number of benefits to which a component contributes. x��VK��Fƞ�����z�y��0��~�5!��99�`؀7�R�R�J��ف�hU����>�s-�Z�_1>�W?����+)$�ӹ���h8�t��߾���c�� o Define completion criteria and the value of completion with respect to the relevant units, Estimate component costs [PgM] g�F�q�$6hG � ��X�\�F�5sl����C���?`U��2��z����32K�` ��%y�\�:���s�y��m��qͼq� D�"s^PB^5K~Ų����bpgV���Y�'ա J� Ci+����������eў�1���>Sr�ɳa4��n�E�V��*����©�+��}m�zc�;j��������IU͋Q�h��� ;杠��V���A*WE�U �&>��Γ�E�K(�R5�-Cq4W��mC���6E�'С�i����둉���� �A���x��ٵ�ԥ��B!cp�2 ��VX��uB�b�"��;ҋ�(7��%ܖ�a[�'e�;�������-���� ]�/[\CY�O��G!�v��X=|u^����P�e���ǯ���d������0��+JO�:;��HS��" C\��)�y��԰i|���S>�q��*��a3a7��n�F�L�h=�p��h�¯���U��63�2L�^��N��wK���Hƈ�4�t��k�T�f�U6̎�6@S~Zf Posted by: Kik Piney in Programme Management 23 March 2015 Comments Off on The Complete Guide to Life Cycles for Programmes and Benefits Management. Each stage corresponds to the delivery of all of the components required for a given benefit. o Based on a chosen set of criteria such as time, value, etc. 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.] That is why the key responsibility for accepting the business realisation plan is the Executive Manager. It took all of 200,000 years of human history for the wo... A group of learners recently completed the Adaptive Strategic Execution Program (ASEP). However, this approach is independent of the measurement yardstick chosen. 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. When formulating a new project/programme or a revision, Project/Programme Managers should: 1) Review prior evaluation results, recommendations and lessons learned. A feasibility study is conducted to investigate whether each option addresses the project objective and a final recommended solution is determined. 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. This is calculated as follows: Contribution count for Component i = number of non-zero cells in row i of the C-B matrix. Component prioritisation is still required in order to establish the benefits realisation plan and set up the information on which to base the monitoring. In this case, the benefits will have to be quantified in terms of each of these units and multiple tracking carried out. The following diagram is adapted from the Standard for Programme Management: The goal of this phase is “to establish a firm foundation of support and approval for the programme”. Our Benefits Schedule Delay is therefore: -BV/€20,000- = 12,500/20,000 = .625 or just over half a time unit. We believe reskilling for the future will be one of the defining talent trends for 2020 and beyond. This can be plotted against time in a Cumulative Benefit curve (Benefit values on the Y-axis, Dates on the X-axis). o This is linked to the benefits roadmap, Develop stage component charters [PgM, BCM, PjM] Finally the Project Manager [PjM] is delivering capabilities. 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). 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. TwentyEighty Strategy Execution (UK) Ltd. What Makes Organisations Fail to Execute Their Strategy? 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 The basis of this was done in Derive Components above. Note also, that that goal is not to define the entire life cycle of managing benefits, but only the part that the programme is concerned with – i.e. o Provide the interdependency diagram between components and benefits, Define units [PgM] o And update the various reports, Authorise stage closure [PgM, BCM] The strategy adopted for prioritisation must be documented and agreed upon within the programme core team. Review outcome against business case [EM, BCM, PgM, BM] o Some components may need to use artefacts created by other components. The planning will subdivide the Delivery of Programme Benefits phase of the Programme Management life cycle into successive stages. This will provide an initial roadmap for sequencing the work. This requires the component-benefit matrix to be developed as explained below. This is the responsibility of the business change manager and will take the form of a mission statement. The prioritisation can then be determined by sorting the components based on their calculated contribution count. 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. At this point there is not enough hard data for the viability (i.e. The way in which the components (C1 to C6) contribute to them is shown below in the normalised Component-Benefit table. We advocate for effective and principled humanitarian action by all, for all. A positive value for the delay means the programme is late (behind schedule). The term “benefits realisation management” would be a better description of this life cycle. It describes how the life cycles correspond to each other. what approach should be taken for realising the benefits (e.g. Look up the equivalent PPV (EPPV) on the Programme Cost-Benefit Curve w) calculate the programme actual cost as of the data date (PAC) as the sum of the component actual costs at that date x) calculate: BCPI = EEPV/PAC y) Benefit Cost Variance as (EPPV – PAC) z) etc. The result of the analysis in this document is shown in the following diagram and is then explained in detail below. 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. If it is decided to carry on, the qualitative analysis is accepted and the following phase launched. "Many of us believe there are two driving forces behind the person known as “you”: nature and nurture. During the first of these phases, the initiation phase, the project objective or need is identified; this can be a business problem or opportunity. 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. Here are 13 examples. It also helps to explain the main responsibilities of the key roles in the programme. The Component-Benefit (“C-B”) matrix is required for this approach as well. “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.”. From the worked result above, per unit planning time: So the planned benefit in the time p before the data date was increasing by €20,000 per unit time. An appropriate response to the need is documented in a business case with recommended solution options. 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. The last benefit milestone corresponds to “all benefits realised”; stop. For each benefit, the following must be defined: Further details of the metrics depend on the composition of the set of components. o Benefits can only be measured if the criteria and the corresponding metrics (i.e. OCHA coordinates the global emergency response to save lives and protect people in humanitarian crises. 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. 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. The Programme Manager [PgM] creates the benefits and co-ordinates and ensures governance of the phases, subphases and stages. 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. The Humanitarian Programme Cycle (HPC) is the way in which humanitarian actors work together to help people affected by disasters and conflict. B������_:LjmE�����`1:?8@핐����(�uw_5O��S�Cv��?��O����h{���]�=j�j�Q�`���*�ڹh�e{�"(]lV��N�F��u�U�l�I�V)�-� “To continue to develop in greater detail how the programme can be structured and managed …”. o Using the approach defined in an earlier phase, Report progress [BCM, PgM] Le cycle 3 (cycle de consolidation) regroupe les classes du CM1, CM2 et de 6e et concerne donc l'école et le collège. 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. o If necessary, this may lead to corrective consolidation actions, Audit operational environment [?] 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. 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. 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. However a qualitative analysis can be carried out in order to decide whether the idea is sufficiently promising to pursue. o If necessary this may lead to corrective actions in the transfer of responsibility, Identify and document lessons learned [PgM, BCM, BM]. So, the Planned Value of the programme is based on, So PV is € 104,167.- for an EB (from previous exercise) of € 91,667.- so that BPI = 88% and, The delay is the difference between the data date and the date at which the current Earned Benefit was planned to be achieved: in the current case, the date at which the Planned Benefit should have reached € 91,667.-. can be estimated as follows. Quantify business case [PgM, BM] o There is a lot of work connected with this: Track and consolidate component progress into benefits realisation reports [PgM, BCM, PjM] The approach is to recognise that projects aim at deliverables, whereas programmes aim at benefits. These dependencies can be documented in the form of a precedence table exactly as for establishing a project precedence diagram. Revalidate business case [PgM, BCM, BM, EM] 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. 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. Here's how we can change our most stubborn traits:... 68 comments on LinkedIn, Coaching and Mentoring for Improved Performance. 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. In addition to the component priorities, this process needs to take into account the inter-component dependencies. This phase completes with the official approval for programme closure. A2, B2 … repeat from A until all components have been dealt with. All that remains in the Benefits Analysis and Planning phase is to establish monitoring. Start from the Component-Benefit weighting matrix, 1) Determine degree of completeness of each component, 2) Apply the formula: for Earned Benefits. 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. “our vision is that no booked passengers ever have to be turned away from our aircraft due to our planning policies or practices”). Once the priorities have been determined, the benefits realisation plan can be established. So this is the concept of Earned Benefit in order to evaluate “percent complete” of a programme.