When deciding which programme management model to adopt, it’s important to choose the one that suits your people and your circumstances. Here’s a guide to the advantages – and potential pitfalls – of the four main models
This promises to be another great year for sport, with, among other things, the football World Cup in the summer. The build-up has already begun, and for the managers and players alike, the weight of expectation on them to deliver the results everyone wants is growing.
We’re not professional sportsmen (far from it!), but our clients often ask for our help in putting together their very own ‘dream team’ to help them manage some of their toughest programmes. In the current climate, the desire to get such projects over the line, so that they can start delivering the benefits the business needs, is keener than ever. So choosing a management approach that suits your people and delivers on promise has never been more crucial.
Yet the range of programme management models available still serves to confuse. Should you pick a delivery supplier but manage the programme internally? Or hire a big-brand consulting firm to manage and deliver the whole programme with their own people? How about looking for a contract programme manager? Or should you choose a specialist consulting firm with strong programme management credentials? The answer can only be: “It depends…”
All these models can be made to work. But the effort involved, the degree to which they are successful, and the time/cost range within which they deliver will all vary significantly, depending on the particular circumstances and suppliers involved. Some of the choices are outlined on the next page, along with an illustration of when they might be a good fit, and the potential pitfalls to look out for.
Of the four choices shown in the table, the first three are generally well established and understood. ‘Client Side Consulting’ is an alternative that is becoming increasingly popular, and involves the programme team being made up of a mixture of client staff, independent contractors and various ‘best of breed’ third parties. But it needs a consulting firm that specialises in programme management on the client side to take on the key programme management and leadership roles, and the responsibility for managing all the suppliers on the client’s behalf. The aim of this approach is simply to achieve a balance in terms of both delivery capability and cost. Whichever approach you choose, you’ll need to stay on top of the programme management basics and invest the necessary time to make your supplier partnerships work effectively. This will greatly increase your chances of achieving the best possible result. And, after all, that’s what really counts.
Read more about the various programme management models