Part IV: Out in Business as Usual: Exploiting Projects’ Capabilities
by Alan Ferguson
MSP For Dummies
- Introduction
- Introduction
- Part I: Getting Started with Managing Successful Programmes
- Chapter 1: Introducing Programme Management: Projects, Programmes and MSP
- Chapter 2: Understanding What's Involved in a Programme
- Chapter 3: Identifying a Programme
- Chapter 4: Focusing on the Principles of Programme Management
- Part II: Moving Forward with Managing Your Programme
- Chapter 5: Creating Your Programme's Vision
- Chapter 6: Building Up a Blueprint
- Chapter 7: Details, Details: Honing Your Programme
- Chapter 8: Documenting the Business Case for Your Programme
- Part III: Managing Multiple Projects
- Chapter 9: Organizing a Programme: Who does What
- Chapter 10: Planning and Controlling Your Programme
- Chapter 11: Managing Risk in Your Programme
- Chapter 12: Resolving Issues and Keeping Track of Detail
- Chapter 13: Achieving Quality in Your Programme
- Part IV: Out in Business as Usual: Exploiting Projects’ Capabilities
- Chapter 14: Keeping ’em Sweet: Engaging Your Stakeholders
- Chapter 15: Getting Started with Benefits Management: Modelling the Benefits
- Chapter 16: Reaping the Benefits: Measuring Your Outcomes
- Chapter 17: Leading People Through Change as the Programme Delivers
- Part V: Step by Step in Your Programme
- Chapter 18: Managing a Tranche
- Chapter 19: Managing Projects within a Programme: Delivering Capability
- Chapter 20: All Change: Realizing the Benefits through Transition
- Chapter 21: Closing a Programme
- Part VI: The Part of Tens
- Chapter 22: Ten Reasons Why Change Initiatives Go Wrong
- Failing to Clarify whether a Change Initiative is a Programme or a Project
- Gaining Insufficient Board-Level Support
- Suffering from Weak Leadership
- Forming Unrealistic Expectations of Organizational Capacity and Capability
- Focusing Insufficiently on Benefits
- Working Without a Real Picture of Future Capability
- Muddling through with a Poor Vision
- Neglecting to Change the Culture
- Allowing Stakeholders to be Unengaged
- Drowning in Data
- Chapter 23: Ten Reasons to Run an Initiative as a Programme
- Co-ordinating Complex Activities
- Organizing Scarce Resources
- Harmonising Design Interfaces Among Projects
- Dealing with Economies of Scale Among Projects
- Creating a Framework in an Uncertain Environment
- Handling High Risk across Multi-Projects
- Coping with a Contracting Universe
- Ordering Change in Business as Usual
- Managing Multiple Stakeholder Groups
- Funding a Busy Business Case
- Chapter 24: Ten Great Ways to Manage Benefits
- Chapter 22: Ten Reasons Why Change Initiatives Go Wrong
- Part VII: Appendixes
- About the Author
- Cheat Sheet
- More Dummies Products
Part IV
Out in Business as Usual: Exploiting Projects’ Capabilities
Go to www.dummies.com/extras/msp for free online bonus content about managing successful programmes.
In this part…
- Share your Vision with all of your stakeholders.
- Build a model of the benefits your programme will give to your stakeholders.
- Realize those benefits from the beginning right through until after the end of your programme.
- Lead the programme.
- Help business as usual transition to a new state.
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