Navigating the Choppy Waters of Major Programs

I’ve worked on a couple large scale, international projects in my time. The coordination and management efforts needed to successfully execute these projects can be staggering. Even just resource allocation can be one of the biggest headaches, especially for first-time global PM’s. But because of so many factors related to their very nature – multiple time zones, cross-culutral exchange, differing regulatory environments, they do require a huge level of flexibility and understanding.

On a smaller domestic project, a PM can be tempted into strong-arming their way through a project’s timelines and deliverables. Sometimes that works. But it’s frequently not going to be effective on a large-scale major program.

Here are 11 things leaders in Major Programs should know.  (It’s from a British Blog, hence the difference in spelling).

1. Major Programmes are Everywhere.
2. The 30% Rule of Thumb
   • Be mindful of historical performance – the past is the best indicator of performance in major programmes.
3. Benefits Rarely Materialise.
   • Major programmes are usually launched with an array of ‘benefits’ trumpeted by those in charge.
4. It’s Not the Programme but What the Programme Can Deliver for the Future that Matters
   • Champion the benefits from the start, setting them at the heart of the programme and work tirelessly to ensure their realisation.
5. Think Details but Think Holistically
   • Capture both depth and breadth.
6. Risk, Risk and More Risk
   • While risk is mentioned explicitly here, with open eyes it is clear that risk is the underlying point in all of the other 10 lessons, and connects each of them to the others.
7. Lack of Repeatability – Don’t Assume Experience
   • [P]ast experience of repeatable elements counts but you can’t assume every programme will be a repeat of the past and therefore straightforward. It won’t be.
8. A Fool’s Errand in Project Management Thinking
   • Leading a major programme is NOT managing a scaled up project.
9. CEO of a Temporary Organisation
   • The leadership of a major programme should be framed as one of being the “CEO of a temporary organisation”.
10. Transformational Outcomes
    • They have the power to transform lives for the better and for the worse, if they don’t deliver on their promises.
11. Sail Towards the Storm
    • [That] drive seems to exist within major programmes managers, deliberately steering to where the transformational opportunities lie.

Cyclone Gonu in the North Indian Ocean, 2007.