BMT7075 Business Project and Programme Management.
Case Study - SB sets out its Strategic Vision
Programme Overview.
This programme of strategic change will involve a significant refocussing of the organisation`s operations, management, structure and locations. These will need to be implemented as part of the programme.
The timescales for these changes mean that this Programme needs to be completed within the next 2 years given the scale of changes. It is important that a set of key milestones are given for the board to measure progress. This is particularly important because the new centre of excellence will depend upon the successful integration of product/software development.
All these changes need to be managed and the board has decided that it is essential to adopt a structured Programme and Project Management approach. The company recognizes the need to improve business and programme, project and portfolio management (P3M) performance significantly. In addition to the projects discussed above it has a number of other key projects to complete in order to compete in its traditional hardware market. These will be made even more urgent by the recent acquisition. A recent review of projects across the company by a consulting firm using the P3M3 model concluded that the firm`s P3M capability was generally at Level 2. It is felt that to be successful in delivery they will need to move to Level 3.
It is important that you research how other organizations have approached the project/programme management of strategic change in support of your advice on ALL the points indicated above.
Questions
You have been asked by the Chief Executive who chairs the Programme Board to provide an initial report to SB considering the following key issues.
For part A you are required to write a 3,500-word consultancy report, in this case a programme plan, from which they could deliver this strategic business transformation.
The report must cover the following:
Business Case/Programme Management- Identify and critically evaluate the key issues to be considered for the overall Strategic transformation programme and in particular provide detailed advice on the key Business Case issues relating to the Manufacturing Location options. How would you recommend these are assessed and managed through the delivery of the 2-year programme?
Programme Scope and Deliverables -Identify and critically evaluate the Programme Scope and Deliverables giving a detailed analysis of the Product Development project;
Estimating and Scheduling - Identify and Critically evaluate the estimating and scheduling issues/approaches for the Programme but also for each project noting the key differences;
Risk and Issues Management -Provide a justified Risk Management strategy identifying up to 5 key risks/issues and potential mitigation steps;
Programme Management Organisation, Governance and Stakeholders - Recommend how the organization should structure and organise for the good practice delivery and governance of the Programme considering its existing structures and challenges including the various projects? Identify and critically analyse the views of stakeholders especially in respect of the outsourcing/location of Manufacturing?
Programme Control - Identify and critically evaluate the Programme Control methods for managing the transformation and justify your choices. Show how would you approach the development of a detailed plan and identify key milestones for the Programme.
Contracting and Supplier Management - Critically evaluate the options for procuring, supplier selection and contracting the consultancy Contract for the Centre of Excellence.