lecture 2 programme leadership

8/2/2019 Lecture 2 Programme Leadership

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Programme Leadership

Lecture 2

Tariq Rafiq


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Learning Outcome

. Be able to plan and agree a programme of

related projects that support the strategic

plans of an organisation


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Progects, Programmes, and

Policies


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Processes, Programs, and Projects

Process is a repeatable sequence of connected events that lead to apredictable, value-added outcome. A process is characterized byits on-going and repetitive nature, performed in a standardizedway with predictable resource requirements.

Program is work associated with on-going operations or relatedprojects managed in a coordinated way. Work activities ofprograms may be project-oriented, task oriented, or request-oriented, but must align with clear customer or stakeholderoutcomes. Operational Systems are best categorized as a subgroupof programs.

Project is temporary endeavor undertaken to create a uniqueproduct, service, or result of lasting benefit. It generally has afixed resource base, and a project team that will disband uponproject completion.


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What is a project?

A project is a temporary endeavor undertaken to

create a unique product, service, or result.

Creates unique deliverable defined by scope

Definite beginning and end.

Set resources.

Project team is often a matrix team, that disbands

when the deliverable is complete.

Achieves measurable results.


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Initiation of a project

Review of business needs

Documentation of requirements, and

relative benefit (RoI) of project Feasibility evaluation

Proof of concept

Comparative benefit


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Project Process Groups

Initiating Prioritizing / Feasibility study/ Structuring

Planning Scope development and verification

Work breakdown

Risk management Activity Sequencing

Executing Direct and manage

Resources acquisition/ Team acquisition and development

Quality assurance

Controlling Review and Reporting Change management

Closing Acceptance / Documentation/ Transfer to operations.


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Leadership Development Through

Strategic Planningo Reasons/purpose of organizations

o Purpose of Board of Directors

o Roles of Executive Director (CEO)

o Tasks of Staff


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Traditional Strategic Planning

No community

No staff buy-in

No feedbackmechanism

No staff ownership

Minimalimplementation effort

Performance

unchanged

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The Strategic Plan and the Organization


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Mission Driven Organisation

Supported by Strategic Plan


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Staying Mission-focused through Strategic

Planning


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PLOTTING THE COURSE

Supporting the Mission Statement

How wonderful it is that nobody need wait asingle moment before starting to improve the

world.

- Anne Frank

www.thenilespartners.com


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The Mission Statement

If an organization loses sight of its Mission, it will

dissolve rapidly.

- Peter Drucker

- www.thenilespartners.com


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Gathering InformationThe Start of a

Strategic Plan


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Path to Vision -

If you are going to achieve excellence in big things,

you develop the habit in little matters. Excellence

is not an exception, it is a prevailing attitude.

- Colin Powell


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o Articulates path oforganization towardVision

o Collect, evaluate,prioritize information

o Should Mission

Statement beamended, expanded,left as is?

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Today

Vision(Future Date)

TIME

Strategic

Planning

Missi

onState

ment Impact on

Community

New Openings toServe

CollaborativePossibilities

New fundingsources

Larger Gifts

Current Effectiveness at Accomplishing Mission

Current Community Impact

Current Resource Management

Current Sources of Resources and Funding

Current capacity of agency to change

Time between StrategicPlanning events increases

as agency matures

www.thenilespartners.com

Mission Driven AgencySupported by Strategic Plan


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Creating Functional Wish Lists

The Basis for the Plan

Logic will get you from A to B. Imaginationwill take you everywhere.

-

Albert Einstein


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Role Of The Board

o Keep direction

o Move toward Vision

o Assure all efforts support Mission to maximum

o Initiate implementation of plan with ExecutiveDirector

o Listen to and assess feedback

The Navigators


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Role of the Executive Director

o Maintain / correct course for organisation

o Manage current resources; maximise return on

resources

o Lead and direct staff

o Spearhead execution of Strategic Plan

o Provide feedback and monitor progress of

Strategic Plan implementation

The Pilot


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Role of the Staff

If you think you are too small to be effective, youhave never been in bed with a mosquito.

- Betty Reese

o Complete tasks that support Mission

o Perform assigned duties

o Execute Strategic Plan

o Use resources efficientlyo Provide program feedback

The Crew


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Summary

o The need for planning

o Everyone has role

o Effective implementation raises level of

performance


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Next Level of Effectiveness


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Effective Strategic Planning

o Strengthens Board

o Provides focus for Executive Director

o Invigorates Program Managers & Department

Leaders

o Gives staff sense of ownership

o Signals to funding sources you are good planners

and stewardso Sends message: our Board is involved


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Effective Planning and Implementation

Re-ignites everyone's original passionand reminds everyone why they got

involved in this work in

the first place!

Unless someone like you cares a whole awful lot,

nothing is going to get better. Its not.

- Dr. Seuss

lecture 2 programme leadership

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