Programme Management

The Hanani Programme Management service is strongly focused on delivering projects aligned to business strategy, policies, procedures, key performance indicators and follow good governance practices. This is achieved by bringing together related projects in the organisation — across all business areas and initiatives — to facilitate business change at a strategic level.

Our Programme Management service line is focused on delivering on the following benefits:

• Avoidance of project duplication across the organisation;
• Integration and coordination of all strategic business projects;
• High-level consolidated view of projects maintained in one central repository for ease of decision making;
• Consistency of approach, management and reporting reducing project failure risks;
• Focused realisation of business benefits on all projects;
• Cross-fertilisation of ideas and knowledge sharing, which may include ideas on improved business knowledge, Project Management and methodology.
• Early identification of problems, escalation and resolution thereof;
• Change management together with impact assessment and control;
• Early identification and/or forecasting of resource conflicts;

Organisational Strategy Alignment

In consultation with our clients, Hanani’s programme managers identify their organisation’s strategic objectives. Once identified, these objectives are factored into programme objectives by establishing the programme’s people, process and technology architectures. This means we participate with our clients in developing the following:

• Feasibility studies;
• Demonstrate project need through the development of a Business case Report;
• Facilitating the process of compilation of tender documentation and making recommendations aligned with the specifications ensuring that the specifics of the projects are being adhered to;
• Programme resourcing and scheduling plans aligned to their strategic corporate plans.

Realising Business Benefits

Our methodology ensures that realisation of business benefits becomes an integral part of our offering for the duration of the programme. After completion, these benefits extend to the organisational activities that remain in place. Based on projections in the business plan, we investigate the extent to which the programme’s anticipated business benefits are being realised, as well as the benefits of associated projects. Our intent is to ensure that everything possible is done to achieve the business benefits that originally justified the rollout of the project.

From a strategic point of view, we ensure our clients enjoy benefits realisation management by:

• Focusing on business outcomes from the project’s inception and on achieving and measuring them;
• Ensuring that the organisation’s programme initiative is supported throughout by a robust Business Case for all projects undertaken;
• Matching the use of appropriate cost/benefit techniques to the desired business outcomes;
• Incorporating comprehensive business strategy, change, benefits and portfolio management activities throughout the programme.

Organisational Change Management

Our Change Management service component provides a framework for implementing business strategies and initiatives and helping to organise, manage, accommodate and control these changes. This involves creating a structured framework for defining and implementing change within your organisation. Standardised methods, processes and procedures are used to facilitate efficient and prompt handling of all changes and to maintain the proper balance between the need for change and the potential detrimental impact of such change.

Typically, changes in most organisations occur in the following ways:

Reactively

• in response to process problems
• as a result of externally imposed requirements (legislation)

Proactively

• from seeking business efficiency and effectiveness
• through initiated programmes and projects
• through service improvement initiatives
• for a new product launch
• in line with new software development
• through a new process improvement initiative

Our Change Management service is focused on delivering on the following benefits:

• Identification and recording of changes;
• Assessment of the impact, cost, benefit and risk of proposed changes;
• Development of business justification and securing approval;
• Management and co-ordination of change implementation;
• Monitoring and reporting on implementation;
• A final change review report;

Programme Integration Management

Our Programme Integration Management service groups related projects together, so they can be managed as a programme — much as an investor would manage his stocks, bonds and mutual funds. Our clients use this approach as a means of selecting business-appropriate investment projects for each programme.
The fundamental objective of the process is to determine the optimal mix and sequencing of proposed projects to best achieve our clients’ overall business strategic goals.

Typical attributes of projects analysed in our Programme Integration Management process include:

• Total expected cost;
• Consumption of scarce resources;
• Expected timeline and schedule of investment;
• Expected nature, magnitude and timing of benefits to be realised;
• Relationship or inter-dependencies with other projects in the programme;

We support ongoing measurement of our clients’ programme portfolios, so each project can be monitored for its relative contribution to business goals. If a project is performing below expectations (cost overruns, benefit erosion) or is no longer highly aligned to business objectives, senior management has the opportunity to de-commit from a project and redirect the organisation’s resources elsewhere.

The obvious benefit of Programme Integration Management is that it gives executives a bird's-eye view of projects, allowing them to spot redundancies, spread resources appropriately and keep close tabs on progress. Appealing to many senior managers is the focus on projects as a programme of investments. Discussions focus not only on how much a project will cost, but also on its anticipated risks and returns in relation to other projects. This way, programmes can be structured to produce the highest returns based on current conditions.

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