Programme and Strategic Project Management (F2F Venue TBC)

Maximum Capacity: 15

Summary:

This advanced module moves beyond the management of individual projects to consider how practices and PCNs can manage multiple, competing and interdependent projects as part of wider organisational strategy. 

Delegates explore the distinction between projects, programmes and portfolios and consider how organisations can determine which projects should be started, continued, deferred or stopped when resources and capacity are constrained. 

The session introduces practical approaches to strategic alignment, prioritisation, interdependency management, programme governance and portfolio oversight, enabling senior managers to make more informed decisions about organisational change and investment.

Course content: 

• Distinguish between individual project management, coordinated programme management and strategic portfolio oversight and consider when each approach is appropriate
• Assess proposed projects against organisational priorities, patient impact, regulatory requirements, financial implications, risk, capacity and expected benefit
• Identify dependencies, competing resource requirements and sequencing decisions across multiple projects and consider their effect on organisational delivery
• Develop proportionate governance, escalation, reporting and assurance arrangements that enable senior leaders to maintain oversight without unnecessarily increasing bureaucracy
• Use programme and portfolio information to make evidence-informed Start ? Continue ? Defer ? Stop decisions and maintain organisational focus on projects that deliver the greatest strategic value

On completion of this course delegates will be able to (expected outcome):

• Distinguish etween project, programme and portfolio management and apply the appropriate level of oversight within a General Practice or PCN environment
• Evaluate and prioritise competing projects according to strategic alignment, impact, risk, benefit, dependencies and organisational capacity
• Establish proportionate programme governance and use portfolio information to support strategic decisions about which projects should start, continue, be deferred or stop