When a project is actually a programme of work, how do you know the difference?
Sometimes you can have a complex project which has multiple workstreams but when do you know that a complex project is actually a programme?
A cross functional working team requested for a project consultant to try to design and deliver a project delivery framework to allow for a list of recommendations to address issues with deploying a new audience measurement solution to a new client or new market.
The audience measurement process is a very complex process which requires a thorough understanding of the processes across teams and locations and a strong need for well-coordinated workflow to allow for a project to be successful first time round.
Discovery – When first commencing the engagement, the first thing is to identify who is involved and understand more of the challenges that have been occurring, do the recommendations already provided actually make sense to resolve the challenges in the longer term?
Following the discovery phase the recommendations stood strong however there was limited availability of resource to aid in executing the changes required to build the improvement.
A plan solutions, presented a number of options to progress the work and as a result a transitional change programme was selected as the best option to gain some momentum and progress to resolution to the challenges identified.
A Series of workshops to help shape a programme of work, the sponsor actually wanted the changes to be implemented effectively in line with business strategy and in time to support new and upcoming projects.
The recommendations became a list of projects and deliverables to form the programme across 6 workstreams and 26 projects.
As the recommendations fell naturally into the remit of the cross functional team members work area, the workstreams were formed and projects and deliverables naturally collated to the corresponding workstream and strategic goals and outcomes.
Resourcing was a big challenge within the programme, the initial response was to continue to push out dates, but then came a time to review the priorities and push out the deliverables and encourage delegation to groups of colleagues to ensure necessary focus was provided to the high priority deliverables within the timeframe expected.
The result
Thank you for your guidance and taking us forward on what has been a really challenging programme. Trust me I understand the challenges with this, your commitment and perseverance has taken us a long way. I very much appreciate your work – thank you. All the very best and I am sure our paths will cross again.
Phil, Global COO, Leading Advertising and Media Agency