Public Company with a Market Capitalization Case Study - Management Assignment Help

Assignment Task

Background
You are currently employed by a public company with a market capitalisation of over $A3B, and which has almost tripled in size in the last five years. Currently, all strategic outcomes are implemented as projects using a standard project methodology based on either, the PMI Guide to the PM Body of Knowledge (PMBOK), or the Axelos (previously UK Office of Government Commerce) PRINCE2 guidelines. Because of their strategic nature, many of these projects are quite large (typically over $A200M), and not surprisingly consist of a large number of major tasks, which for want of a better description, the company refers to as “sub-projects”.
Recently a new CEO was appointed following the company’s mediocre performance over the past financial year culminating in the recent announcement of stagnant, or even declining, profit projections during this, and for the following financial year. The CEO’s first action is to initiate an independent study of the way in which strategic opportunities are managed within the organisation.
Among other things, the report was very critical of the company’s project management performance, citing numerous problems including:
the inability of several major projects to fully deliver the expected strategic outcomes,
failure to realise forecasted benefits, prolonged disruptions to operations during the transition of new products, services or capabilities into a ‘business as usual’ state,
haphazard coordination amongst ‘sub-projects’,
micro-management of “sub-projects” by project managers, and
serious shortcomings in stakeholder management, especially at the strategic level.
The report has precipitated the sacking of several senior ‘project managers’, who were deemed to lack the necessary leadership qualities, strategic foresight and management competencies. Fortunately, you are not amongst them. Ironically, the departure of these senior ‘project managers’ may even open up new career opportunities in the company.
One of the key recommendations of the independent report is for the company to introduce the discipline of “programme management”. The CEO is aware that you are nearing the completion of your Master of Project Management (MPM) degree at a top university and has asked you to spearhead this organisational change initiative. You are certainly interested but must decide on the offer within the next week. You’ve also discussed this with a couple of colleagues who weren’t particularly encouraging. Their reaction was that programme management is just another ‘management fad’ introduced by a CEO, who is trying to impress the Board of Directors, and more broadly the shareholders. Your colleague’s overview was that programme management gives the illusion of progress but lacks any real substance.
Your colleagues point to the definition of a programme quoted by the CEO from the PMI Standard for Program Management in her recent open email to the employees, namely:
A programme is defined as related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually. “They ask how this is different from the current arrangements, which consist of projects and sub-projects. Surely, they rail, programme management is merely a pompous name for project management.
Task
How do you respond to the arguments of your colleagues? Do you agree, or disagree, with their sentiments that programme management is just a fancy name for project management, and that there is no material difference between the two? Give reasons to justify your decision? If you think there are differences, what are they, and why are they important? If you don’t think there are any differences, explain why not.
The CEO has also asked the HR department to liaise with you in preparing selection criteria for several new programme management positions. So, prepare a list of attributes, both personal and professional, that should be addressed by the selection criteria. Do you believe these to be identical to those used in recruiting project managers, or are there actually some key differences? Give reasons for your views. In formulating your response, you should consult both the academic and practitioner literature.

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