Published on December 11, 2013
Developing Programme Management Capability Leicestershire County Council
Introduction In 2009 worked with the APM to adapt the Project Management Competency Framework to be a „development needs assessment tool‟ Developing our project management capability so we are able to source internally and reduce spend on project management resourcing. Harnessing and developing the considerable in-house expertise and knowledge that we have in order to deliver successful projects time and time again. In 2012 we turned to developing our Programme Management capability
Why Programme Management
Why Programme Management Small is beautiful – like super heroes their numbers are small but what we ask them to deliver is huge Success doesn’t just happen – In real life people aren‟t born super heroes Making the right sourcing decisions – there is a choice and we need to understand competencies for different programmes Gap in the market – No competency assessment tool
Getting help Recognised this was new – not adapting a tool but developing from scratch Known complexities in assessing Programme management competencies – broad and difficult to differentiate CITI – “Thoughts on Programme Management Competencies”
The End Game
The End Game Interventions Individual development Programme and role profiling Learning and development planning Outcomes Reduced sourcing costs Retention and succession planning Programme performance
Developing a Framework Competencies mapped to key activity and area of responsibility Accountable/ Responsible role definition Programme Sponsor Programme Manager Business Change Manager Description of key activities Actions to fulfil role Skills required for role Role competencies Multiple development options/opportunities Development Interventions Aggregation / characterisation
Peer Review Group Relevance beyond Leicestershire, across the public sector Critical Challenge Road testing – Pilot Sites Championing – Take Up
Next Stage Pilot in the new year – Jan/Feb Soft Launch – Spring
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