At PeMaCo we usually start a programme with a vision of a changed organisation and the benefits that will accrue from the change. Delivering the changed organisation will involve coordinating a number of projects and ensuring that their outputs are used to deliver benefits. This will involve change management of business-as-usual activities.
Typically, the desired benefits are initially identified within a business case that justifies the necessary investment. A detailed specification of the end state of the programme is created in the form of a blueprint. But depending on the scale of the programme and the impact of a dynamic business environment, an intermittent or regular redefinition may be required.
project coordination: identifying, initiating, accelerating, decelerating, redefining and terminating projects within the programme. Managing interdependencies between projects, and between projects and business-as-usual activities.
transformation: taking project outputs and managing change within business-as-usual so that outputs deliver outcomes.
benefits management: defining, quantifying, measuring and monitoring benefits versus costs and spending.
stakeholder management and communications: taking project outputs and managing change within business-as-usual so that outputs deliver outcomes.