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Questions in Class

  1. How does a programme differ from a project – in simple terms?
      A project is a temporary organization created for delivering one or more business outputs according to a specified business case.
    A programme is a temporary, flexible organization structure created to co-ordinate, direct and oversee the implementation of a set of related projects and transformational activities.
    A programme is an implementation of a set of related projects and transformational activities to co-ordinate in business as usual.
  2. Do you have an example of a programme?
      Building a new school may be a straightforward project for the construction company carrying out the work, with the output being the completed building.  However, for the education authority it may be part of a programme, where the building is merely one of the several different independent outputs, which together will ensure the longer-term benefits of providing improved education and recreation in a particular community.
  3. How does programme management add value to the organisation?
      Programme Management aligns three critical organisational elements:
    * Corporate Strategy
    * Delivery mechanisms for change
    * Business-as-usual
    It manages the natural tension that exists between these elements to deliver transformational change that meets the needs of the organisation and its stakeholders.  It also manages the transition of the solutions developed and delivered by projects into the organisation’s operations, whilst maintaining performance and effectiveness.
  4. What is the “project-to-benefits” delivery path?
      The delivery sequence, shown in the adjacent figure is:
    A. You deliver outputs from projects. Output is a term relevant in the world of the project. While it's still relevant in programmes, it isn't the be-all and end-all. After you've got the outputs from the projects, you're about halfway through the heavy lifting.
    B. You produce capabilities, which are one or more outputs from the point of view of your business as usual.
    C. You exploit capabilities so that they become outcomes. (Outcomes are significantly different from outputs).
    D. You measure the achievement of outcomes as something quite specific: benefits.