Here Rod tells us how important benefits are and should therefore be at the top of the agenda, keep an eye out for vanishing benefits and look out for additional benefits. He also encourages program leaders to be upfront and accurate about disbenefits as they are identified.

Here Rod tells us how important benefits are and should therefore be at the top of the agenda, keep an eye out for vanishing benefits and look out for additional benefits. He also encourages program leaders to be upfront and accurate about disbenefits as they are identified.

Here Rod tells us about budgets you might have yet to think of, who to engage early with business cases, what the funding environment will be like and how to avoid double counting benefits.

Here Rod tells us about establishing a “guiding mind” to ensure consistency, transparency of performance changes, clear responsibilities for change, weighting benefits in the business case and monitoring changes in case they remove the need for the program.

Here Rod shares with us his extensive experience in reviewing other’s program visions, noting those that don’t work and one that particularly impressed him.

Here Rod tells us about the practicalities of being a program leader and what to do in some of the essential aspects of this role. From earning respect to hunting for talent, Rod tells us how to be politically astute and confident with changes in direction.

Here Rod tells us about communication between stakeholders, developing a culture of success and tips about managing information and key messages. He also explores what not to do regarding communication within programs.

Here Rod talks about how to develop a culture that is open to risks and issues, correctly connects to corporate management strategy and gives some tips that are designed to help leaders within programs effectively manage risks and issues.

Here Rod tells us about the practicalities of being a program leader and what to do in some of the essential aspects of this role. From earning respect to hunting for talent, Rod tells us how to be politically astute and confident with changes in direction.

Here Rod tells us about communication between stakeholders, developing a culture of success and tips about managing information and key messages. He also explores what not to do regarding communication within programs.

Here Rod shares with us his extensive experience in reviewing other’s program visions, noting those that don’t work and one that particularly impressed him.

Here Rod talks about how to develop a culture that is open to risks and issues, correctly connects to corporate management strategy and gives some tips that are designed to help leaders within programs effectively manage risks and issues.

Here Rod describes the development of P3M3 and looking for a level 5 organisation. While few organisations attain this level of maturity some get close, Rod talks about one and how it demonstrated it was very close.

Here Rod talks about two important documents that should be created at the beginning of a program, the vision and the blueprint. Rod describes the differences, the importance of each and some tips for a successful blueprint.

Here Rod talks about two important documents that should be created at the beginning of a program, the vision and the blueprint. Rod describes the differences, the importance of each and some tips for a successful blueprint.

Here Rod talks about programme planning and some tips he has learned that should help directors design successful plans and avoid common pitfalls.

Here Rod talks about programme planning and some tips he has learned that should help directors design successful plans and avoid common pitfalls.

Here Rod talks about common errors program leaders face and some principles to apply, from aligning corporate strategy to learning from experience. Every programme leader should use this as a checklist before starting.

Here Rod talks about common errors program leaders face and some principles to apply, from aligning corporate strategy to learning from experience. Every programme leader should use this as a checklist before starting.

As an original author of P3M3 Rod introduces us to each level of maturity and the purpose of the model, and how the 5 levels are separated into 7 areas including governance and control as the two core areas and 5 other topics.

Here Rod talks to us about front-line protection for senior management on a program, namely assurance. Rod tells us to start early, not rely on one source, test advice given and ensure actions are implemented.

Here Rod talks about how the organisation that requires the project interacts with the program and how as a leader, you can take some steps to ensure terms of reference are clear, the team is solid, prepared for changes and competent. Rod also suggests some cautions about the readiness of the org...

David Griffiths, a Project and Program Management Trainer, underscores the value of a program environment in managing projects. Such an environment offers enhanced coordination of all related projects. Moreover, it makes it more straightforward to advocate for necessary projects to senior managem...