It's not uncommon for companies to assign a member of their workforce who has some bandwidth and operational expertise, to the role of programme manager. Or engage a 3rd party who has strong technical experience, but only a weak blend of the skills, attributes and capabilities required for effective programme management. This compromises the future of the programme from the very start.
In less than 9 minutes, the cartoon below takes a light-hearted look at the serious situation inside a fictitious firm, as Scott and Liz discuss the appointment of a programme manager for their $80 million K2 Programme.

During the conversation between Liz and Scott, Liz provides Scott with these two lists:

Activities the programme manager should perform:

  • Programme planning and governance
  • Programme and project integration management
  • Programme scope management
  • Programme time and cost management
  • Programme quality management
  • Programme human resource management
  • Programme procurement management
  • Programme risk management
  • Programme reporting
  • Stakeholder relationship management
  • Benefit realisation management

Ten questions that a good programme manager should be asking:

  • What integrated and holistic business transformation methodology are we using?
  • How are we tracking progress and informing our various groups of stakeholders?
  • How does the schedule and resource-list look, and how are they working together?
  • How are we coordinating projects and programmes and ensuring they are aligned?
  • What are the objectives and scope of each of the projects and programmes?
  • How are we tracking time-and-costs and ensuring we are sticking to the budget?
  • How are we ensuring we adopt best practices in terms of quality
  • How are we ensuring that we have the right people in the right place at the right time?
  • How are we ensuring delegation to 3rd party suppliers and optimising our spend?
  • Who has assessed the health of the business transformation?