Project Management

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Programme Managemenet in an organisation with no Programme Management Method or standards

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Anonymous
I am working for a client that has no formal methodology for either programme or project management, schedules may or may not be done, no reporting or informal at best reporting is taking place, finance is being tracked but forecasting is not taking place, yadda, yadda.

I have been asked to create a programme out of a number of related projects, I am trying to think about the first 5 actions or activities I will need to take to get this into some sort of formal structure, realises some benefits for the client which are not just "hey look at all these templates we can fill out" whilst at the same time implementing some controls.

My thoughts after the initial familiarisation walkthroughs would be :

Conduct project health checks
Define and publish the programme structure so it's clear to everyone who is doing what and who reports to whom
start a risk and issue management process
implement financial forecasting to highlight future issues.
Introduce formal change control
common reporting format and implement reporting

I am looking for other ideas for what I could be looking at, what I should be worried about, any other experience my fellow PMI'ers have to share.
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Stéphane Parent Self Employed / Semi-retired| Leader Maker Prince Edward Island, Canada
Ask the PMs what their pain points, then fix those, one at a time
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Thomas Walenta Global Project Economy Expert Hackenheim, Germany
To extend on Stephane's advise, I would
1. do a stakeholder identification and analysis, e.g. start at looking at the orgcharts, talk and engage with key stakeholders
2. elicit requirements of key stakeholders, e.g. by a survey, questionnaire, publish results
3. cluster, sequence and prioritize requirements, extract expected benefits
4. develop at least 2 options for a program charter and ask the program sponsor which one he would approve
5. identify the future program governance (orgchart, roles, decision making)
etc.
...
1 reply by Stéphane Parent
Nov 11, 2016 9:24 AM
Stéphane Parent
...
Some good advice and steps, Thomas.

Introducing a PMO can be a uphill battle. You want to deliver something quickly to show the value added by the PMO.
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Stéphane Parent Self Employed / Semi-retired| Leader Maker Prince Edward Island, Canada
Nov 11, 2016 4:07 AM
Replying to Thomas Walenta
...
To extend on Stephane's advise, I would
1. do a stakeholder identification and analysis, e.g. start at looking at the orgcharts, talk and engage with key stakeholders
2. elicit requirements of key stakeholders, e.g. by a survey, questionnaire, publish results
3. cluster, sequence and prioritize requirements, extract expected benefits
4. develop at least 2 options for a program charter and ask the program sponsor which one he would approve
5. identify the future program governance (orgchart, roles, decision making)
etc.
Some good advice and steps, Thomas.

Introducing a PMO can be a uphill battle. You want to deliver something quickly to show the value added by the PMO.
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Anupam India
I agree with above. Just ensure you take the team in confidence, why you are doing this, and why this is needed.

Good luck!!
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Mayte Mata Sivera PMO Leader | Speaker | Author Ut, United States
Completely agree with all the previous comments. Engage the team and good luck!

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