ECONOMIC GROWTH VALUE PROTECTION

GC Programme Management Office Target Operating Model (PMO TOM) focusses on embedding the operational mechanics and performance infrastructure, alongside the required PMO ways of working and value chain workflows to ensure excellence along the PMO value chain. Leveraging GC Business Transformation and Organizational design capability, core capabilities of the PMO value chain are established and the interoperability and sequence of effort required for optimization of processes defined for fast, efficient and effective outputs. Embedding the principles of flexibility and adaptability to accommodate for organic growth, our PMO TOM design approach allows for cross-functional teams with diverse skill sets to work together in an agile environment, leveraging data and analytics to drive Programme Performance and introducing automation and technology for continuous improvement. With a key focus on continuous learning and improvement, and to ensure PMO Capability accelerates into new ways of working that, we develop learning journeys that focus on developing the skills and behaviour required for successful PMO TOM operationalization, as well as develop the business partnership mindsets to enable an organization to stay ahead of the competition and keep delivering cutting-edge solutions.

Translated from the PMO TOM and the core capabilities embedded along the PMO value chain, PMO Capability development focusses on defining the functional capability architecture required for PMO value chain optimization and the people requirements for Programme high-performance delivery. To ensure PMO capability can optimally deliver to the quality standards aligned to Enterprise Performance Optimization, our GC PMO Capability development approach sets out to define the capability standards and frameworks, as well as key performance metrics for each respective capability of the PMO value chain. Leveraging our GC Business Transformation and People Effectiveness practices, we cluster the capabilities aligned to the sequence of effort and inter-dependencies that will achieve the most significant compound effect to deliver value across the PMO value chain. In order to ensure that the Programme and Project Management community has the right, skills, behaviours, knowledge and mindsets to operate in a high-performance community, aligned to the ways of working of a PMO TOM, we make use of our GC Learning and Leadership development Capability to close the future skills gap and accelerate the reskilling and upskilling of talent, linking talent to value and enhancing the organization's ability to maximize Programme Delivery Performance. 

In order to help Organizations accelerate their growth ambitions through Programme Management Capability, GC PMO is a strategic capability comprising of an elite GC Programme Engineering Delta team that act as an exclusive Programme execution arm of executive leadership teams to execute the high priority Programmes aligned to Enterprise strategy. As part of the GC PMO set-up, we set out to leverage high priority programmes for internal capability building, developing capability infrastructure for future sustainability. In order to achieve this, GC Business Transformation Capability is leveraged for PMO set-up, defining the functional capability architecture aligned to the core value generating elements of the business, with a Programme Management infrastructure embedded to enhance the organization's ability to execute on Strategic Programme initiatives and maximize capturing the value opportunities identified.  

 Determine the Net Present Value (NPV) of proposed programme investment, and the Potential Benefit to the Business (PBT) to provide a realistic estimate of the potential financial impact of the programme compared to the costs of implementation.

Determine if the proposed programme aligns to the overall enterprise strategic goals, target operating models and enterprise architecture, and the potential of the programme to improve enterprise performance through efficiency and effectiveness optimization. 

Determine the business’ ability and capacity to execute the programme, the key dependencies on other programmes and the level of risk and complexity associated with the implementation of the proposed programme. 

Determine if the proposed programme will have any impact on how customers interact with the business, the growth impact on Customer Value, the visibility of the programme to customers and the level of innovation the programme will bring to how customers do business with the organization. 

Determine the value loss or impact if the proposed programme is not implemented within a certain timeframe. 

 Determine the change absorption capacity of the organization and establish the change effort required for enterprise-wide change adoption. 

Time and effort estimate compared to past performance to determine probability of success for “on-time and within budget” delivery. 

Evaluating the possible environmental repercussions the proposed programme will have on the physical environment, with specific consideration given to the cultural, human-health and socio-economic factors.

Evaluating the impact of the proposed programme on people, groups, families and communities, with a specific reference to the change impact on the regional and local institutional structures, the local population, gender disparities, racial or ethnic makeup and politics, population numbers and economic status.

Evaluating the potential impact on community structures, with specific reference to political authority, alignment to applicable laws and regulations, family life structures, characteristics, networks, employment and services, as well as the health and safety of families in the area.

Evaluation of proposed programme events and actions that can cause a disruption to local business operations and finances, or foster growth and development.

Evaluating the potential social, environmental and economic performance impact, and identify opportunities to improve the CSR practices and mitigate any negative impacts.

Leveraging the insights derived from Programme Business Case development and the Programme case for change rationale, GC Programme Leadership Alignment makes a deliberate effort to involve executive leadership from the onset of Programme initiation, to ensure leadership remain resolutely faithful to the Programme vision and commits the organization to action. Through bespoke GC Leadership Alignment engagement frameworks and methodologies, high quality executive insight reporting, real-time impact tracking dashboards and executive strategic engagements are embedded in the Programme Management journey, to empower leadership to continuously be in the know and inspire organization-wide change adoption and execution excellence for the benefit of realizing the maximum NPV and PBT. 

As part of the integrated programme architecture, programme resources are matched to specific programme and project requirements, and deployed on a fit-for-purpose basis to provide SME capability and deliver against the project specific requirements. Applying an integrated way of work methodology, collaborative efforts between the core programme management team and designated project resources are facilitated to ensure successful execution and management of all functional elements associated with the project specific requirements. 

Translated from the Integrated Programme Architecture design, GC Programme Stakeholder Engagement Framework design leverages proprietary GC Stakeholder Assessment tools and methodologies to determine the specific needs and requirements from all respective Programme stakeholders. Based on these insights, the required level of contact, frequency of communication, engagement effort and reporting requirements are determined and stakeholder engagement strategies are engineered to ensure all stakeholder expectations are managed throughout end-to-end Programme execution. 

Translated from the project sizing category requirements, GC Integrated Programme Roadmap design leverages proprietary GC Programme sizing structuring methodologies that takes into account the duration, cost, complexity resourcing, executive level involvement, technology dependencies, and related contextual parameters considerations for end-to-end Programme execution. Based on these considerations, programme and project maturity phases are defined and the key milestones and deliverables are mapped according to the interrelated dependencies for integrated programme sequencing and scheduling.  

Ensuring that the dissemination of information is done in the right manner, to the right audience and at the most appropriate time, GC Programme Communication management leverages GC Programme Stakeholder Engagement Framework design to determine upfront who the impacted stakeholders are, and the level of information and engagement required at each level of the Enterprise. Making use of GC Communication Engineering and Strategic Change Management Capabilities, programme communication takes on a people-centred approach, creating personalized, authentic, and motivating experiences that engage stakeholders with two-way communications for the purposes of inclusivity and creating cohesion across the workforce. To ensure information flow is managed appropriately and stakeholder expectations are managed correctly, we align Programme Communication plans to the overall programme and project objectives, project maturity phases, key milestones, deliverables and project schedules, as outlined in the Integrated Programme Roadmap designs.  

In anticipation of the impact rapid transformation can have on business-as-usual structures, processes, and systems, GC Programme Change Management takes on a pro-active approach to put the right measures in place to preserve long-term value and protect shareholder value throughout the change process. To determine the maturity and readiness of the organization to transition to new change brought about by proposed Programmes, as well as the change impact and change effort required for change adoption, we conduct Change maturity assessments during key milestone phases of programmes. Based on the Change maturity assessments insights, the change effort required for change adoption is incorporated with the Integrated Programme Roadmap design, as well as Programme Tracking, measurement and reporting, to ensure change impact is measured, tracked and managed at every phase of the Programme and project execution. 

As a critical pillar to the Programme Management Strategy of Economic growth and value protection, GC Programme Risk Management seeks to ensure on the path to Economic Value creation, programme objectives are achieved within the agreed-upon timeframe, budget, and quality standards. To achieve this, GC Enterprise Risk Management practices and principles are deployed to identify and mitigate risks beforehand, in order to minimize adverse effects on programme success. Considering the pivotal role of Programme Risk Management to programme success, Risk mitigation planning is conducted upfront and integrated with the Integrated Programme Roadmap design and Programme Tracking, measurement and reporting methodology, to ensure risk impact is measured, tracked and managed at every phase of the Programme and project execution. 

Aligned to the Programme Architecture design, GC Programme Governance provides a framework that defines the decision-making structures and programme control standards and frameworks for managing programmes effectively. Partnering with the Organization’s Legal, Risk and Compliance teams, we apply bespoke GC governance criteria, as translated from the Programme Sizing category requirements, alongside key control measures and principles to ensure that programmes are aligned with the organization's strategic objectives and managed in a way that maximizes benefits, minimizes risks, and delivers value to stakeholders. To ensure the proper management measures are in place to guide how a programme will be managed, GC Management Approach Definition (MAD) is embedded as part of GC Programme Governance, outlining how a programme will be managed, executed, and controlled, as well as how risks, issues, decisions, actions and changes are logged, the escalation process to be followed and the Governance bodies which the Programme will comply with. To ensure information flow is controlled and confidential documentation is stored appropriately, firm Programme Management Governance controls are embedded in the way project artefacts are stored, accessed and archived, adhering to the organization’s Data Management frameworks and Data Privacy regulatory compliance requirements. Aligning to the overall GC Programme Engineering Strategy of enabling long-term sustainability and stability, we deploy a rigorous process of project Closure and Acceptance with clearly defined performance criteria, defined at the onset of a programme and measured and compared upon project closure. 

 Accountable to the overarching Programme Engineering Strategy of economic value protection, GC Programme Performance Management leverages proprietary GC performance infrastructure, tools and technologies to drive execution excellence. We do this by orchestrating programme delivery against the Operational Performance levers and Programme performance indices, which are defined for tangible Programme ROI demonstration. Leveraging our GC continuous improvement methodologies in conjunction with our Earned Value Management (EVM) programme management techniques, Programme and Project managers conduct daily comparative analysis of Programme performance against the CPI and SPI, to optimize project performance, reduce costs, and increase the likelihood of project success. Through our integrated programme architecture, comprising of interconnected projects led by GC SME capability teams, our high-performance coaching approaches are geared towards instilling execution-focused bottom-line driven mindsets in programme and project teams, developing the skills and mental resilience to drive continuous transformative growth and exceptional delivery along the programme journey. 

Applying a continuous improvement mindset, coupled with the application of GC Programme Management tools and technologies, GC Programme Delivery Methodology entails the integration of dynamic capabilities and cross-functional teams, working in an integrated fashion to deliver Programme initiatives in a timely, cost-effective, and high-quality manner. With a key focus on protecting shareholder capital, while balancing short-term economic gains with long-term sustainability and stability, our GC Programme Delivery Methodology embedment takes into consideration the bespoke environments of our clients. As part of our partnership apporach, embeddedin our Programme Delivery Methodology, we partner with organizations to build greater enterprise-wide agility, putting sustainable Programme management practices in place to improve organizational responsiveness and improve its resilience to unexpected future events.  

 Providing the Executive Steering Committee with a weekly snapshot view of risks, insights and progress at a strategic level. 

Providing Executive leadership teams with monthly and quarterly detailed insights at a strategic level for board level decision making.

 Providing the Advisory Board and Steering Committee with a monthly summative view of risks, insights and progress at a strategic level for Governance and Audit.  

Providing the Programme Leadership team with a snapshot view of progress made. Reports are a mix of strategic and tactical information that include risks, insights, progress and key metrics at a tactical operational level.

Providing Project Leadership and  Working Committee with tactical information required to progress. These include progress on deliverables as well as operational items such as engagements and upcoming activities.