Here is a recent posting from the upcoming issue of Tipoffs, the monthly newsletter from Arras People. The article is written by John Thorpe, the Managing Director of Arras People.
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Having been involved with Projects and Programmes and Business Management for many years I believe that there is a recognised, if not agreed, difference between the two forms of delivery; my question regards the personal qualities required of the person who is charged with the delivery of programmes.
Programmes in the extreme
can be characterised as being complex, high value (in cost terms), high value (in bottom line impact) and high impact in terms of the number of people impacted by their outcomes. Recently, Terminal 5 became a great example of this, and it certainly ticked all of the above boxes, though not necessarily in the way it was envisaged when the programme was conceived!
Come to think of it, many programmes are larger in terms of “annual turnover”, “potential risk” and “individuals employed” than many organisations run by a board of directors and a host of specialist contributors! Can or should these be recognised as a business operation in their own right? Are they companies that should be addressed and managed as such? In fact, is there a point at which a project can no longer be called a Project because of its fiscal value?
My quandary in this article does not concern the size and potential complexities of programmes and projects; I am more interested in how we find the right person to take on such a task. What skills do they require? How they were trained? Where did they acquire the relevant experience? Can they lead and deliver?
I believe all “managers” require a core set of skills and competencies both hard and soft in order to be effective and to deliver. What I really struggle with when it comes to Programmes is; are business trained people or project trained people in the box seat?
If we first consider competence, the following elements of competency need to be considered if you are looking for a Project Leader, Operations Director or Managing Director:
- Technical
- Behavioural
- Contextual
Within each group there are many sub elements, of which desirability and capability will differ according to role, its seniority and deliverables. How these have been acquired and the breadth of experience will depend upon career path.
Background and experience is an area of contention: Is a programme just a logical extension of a project environment which demands the skills associated with a solid background in delivering projects? Or is it really a business situation; a microcosm of the organisation that demands the skills normally associated with a business leader, such as vision, leadership and strategy?
My own feeling is that true programmes need Programme Managers who understand business in the round. People who are able to motivate and lead; People who can set the course and then lead from the front relying on the management team around them to deliver be that in the areas of Finance, HR, Operations, etc. Yes, an understanding of projects and their control is a great background. But is it enough?
What is the de-facto profile for a Programme Manager? The answer, I believe, is in the hands of the business people who have to carry the can for the success or otherwise of the programmes that they initiate. They need to work with the Project Management community (in-house or externally) to create this template and then identify the most capable individuals to deliver their visions, whether they come from the Business or Project community. Once identified, they then need the environment in which they can succeed
What are your own individual opinions on this matter? Feel free to post your comments below and tell us what you think about the correct prototype for a solid programme manager.
Interesting to see an article in the Times newspaper 29.05.08 which picks up a similar thread under the heading “A breeding ground for future leaders” – The ability to successfully manage a big project is a great indicator of leadership potential.
This can be seen at http://www.timesonline.co.uk/tol/life_and_style/career_and_jobs/senior_executive/article4019344.ece