The
working methods of the PMS team has been built up over their many years of
experience and has been seen to be effective in our work. Our team is
familiar and happy to work with most major methodologies (Prince 2, PMBok
etc) but is also equally happy to work with methodologies specific to our
clients, or indeed to assist at the start of the assignment to define a
methodology to work with. At our core, we believe a methodology must be
workable and must assist the achievement of the Program goals, not just be
followed for its own sake.
Our team successfully manage many divergent activities
simultaneously, the core of successful Program Management. We believe it
is our role to bring together the various diverse elements involved in
most Programs and Projects to form a cohesive whole, rather than have them
seen as separate activities. Our Client business requirements and
deliverables are resolved initially to define the overall scope. Senior
Management buy-in and commitment is recognised as paramount throughout the
whole life-cycle, normally through their involvement in Steering Groups
and as the Sponsor of the Program.
The necessity of taking an holistic approach is recognised and dealt
with sensitively. Team members are given the independence to work as
appropriate to their personalities, attributes and activities, to ensure
they remain committed to the tasks and to the goals of the Program as a
whole. Throughout our work, client resources are encouraged to diversify
and develop within the Program goals, as we believe an important part of
any Program is to allow the resources working thereon to grow and benefit
from the experience.
Program Financial Management is often overlooked in terms of important,
but to us it is an essential element. Initially, budgets are defined,
mapped out, explained and worked through with the client for the Program
as a whole. Once approved, they are actively managed and variances
reported against.
Finally, we recognise strongly the need to deliver a supportable final
product rather than merely achieve the goals of the Program. Change
Management and Communication are recognised as important and used
extensively, not only to ensure involvement and the success of the
Program, but also to ensure that post-delivery there is a workable
Solution delivered and embedded in the organisation. The set-up and
hand-over to the relevant support organisation is important and given
extensive attention.
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