Chief Programme Officer

I was really interested to see an advert for a Chief Programme Officer in the Appointments section of the Sunday Times yesterday. This is still a rare event, but this job role is becoming better known and I think reflects the changes in how project and programme management is seen within organisations now.

In the last five years there has been a growing recognition that programmes and all the projects and change initiatives that they deliver are the mechanism for realising the strategic objectives of the organisation. This recognition is driving a change in the perception of the importance and relevance of those that manage these significant transformational change programmes.

At board level there are well understood processes for strategy formulation, backed up by lots of executive training in the models and theories of strategy including evaluating the environment, identifying target markets and setting quantitative targets.

Setting objectives and working out how they will be realised are very different disciplines. Who should be responsible for identifying what the organisation should do and how it should do it is not as clearly defined.

The board needs to ratify the decision on what programmes are required. However, the reporting lines between those who scope the programmes (programme managers) are not formally represented on the board. There is a gap that is usually filled by the CIO or COO, which is an imperfect situation.

Programmes are cross functional and to imply they sit within the remit of either of these directors is not strictly true. The remit of the programmes is transformational change, touching every part of the organisation and cannot be pigeon holed as either the responsibility of operations or IT.

By trying to funnel the responsibility for cross functional programmes into one functional reporting line the organisation creates a management structure that runs counter to the matrix management environment that it is asking its staff to embody.
Forward thinking organisations are now addressing this gap in their management hierarchies by creating the role of Business Transformation Director, Chief Programme Officer or Chief Projects Officer.

This role is a board level appointment that complements the more traditional CIO, CFO, COO roles by creating a ‘single version of the truth’ regarding the progress of all the change activities that are taking place, irrespective of the business function that is sponsoring them.

It is an important piece in the career path for those interested in a long term future in project and programme management. If you want to plan your career path, view this link for ideas on the different types of roles available: http://www.maventraining.co.uk/career-development/

Career development through business transformation

Business transformation is gaining momentum. As firms emerge from recession they are committing to radical change that meets the needs of a price sensitive market place which demands even higher levels of added value than was the case before 2008.

If you are in a project management role, business transformation is very relevant to your career development. Projects and programmes do not spontaneously occur in organisations. They are commissioned in response to the need for change. Not all projects will be part of a wider transformation agenda as some change will always be relatively small scale and contained within an individual department. However, with the increase in enterprise wide technology solutions (SAP, PeopleSoft etc) departments and functions do not operate independently of one another, so any change has a domino effect, impacting on the next process and team in the chain i.e. it is large-scale transformational change even if that were not the intention.

Business transformation aligns the organisations improvements in people (staffing levels, roles and responsibilities, training and development remuneration and reward), process and technology to the business strategy.

For me, business transformation brings together excellence in a number of critical management disciplines:
- Strategic and commercial understanding - appreciation of the customer, technology and regulatory environment and ability to conceive of changes that exploit opportunities in these offered as these environments evolve
- Change management - ability to plan and implement the required changes (www.maventraining.co.uk/change-management-explained/
- Project management - ability to deliver new capability upon which the changes are based (www.maventraining.co.uk/project-management-explained/
- Stakeholder engagement - ability to communicate the reasons and benefits for the changes in a compelling and exciting way, answering the question 'what's in it for me?'

This range of skills is reflected in the job specifications that recruitment agencies are posting under the heading of 'business transformation':
Strategic and commercial understanding
"Develop and implement strategies and solutions to meet organisational business goals and objectives."
"You will be the owner of the strategy space, defining the roadmap and blueprint of the strategic vision."
Change management
"The main purpose of this role is to act as the point of reference and centre of expertise in managing and implementing process improvement changes across the organisation."
Project management
"You will drive delivery via the application of strong project management processes, ensuring that requirements are analysed for their benefits, risks and costs and that project plans to deliver these requirements are clear and have the agreement of all their stakeholders."
Stakeholder engagement
"You will shape all communications and engage change champions across multiple business units to transition and embed the change to the new operating model."

If you want to find out more about this topic and you are in London on May 26th, come along to my free briefing where I will be looking at how to get started in change management http://www.maventraining.co.uk/course-detail/_/free-briefing-how-effective-is-our-change-management/72/