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Aurecon 360 Issue 8 - Thinking in action

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Programme Management Building a human legacy by John Mason, Aurecon's Programme & Project Delivery, Leader The challenges many public and private sector owners face today are similar. Infrastructure is continuing to age. Project size and operational complexity is increasing and with an ever present need to demonstrate value for money to tax payers and shareholders alike when planning and delivering new or enhanced infrastructure. There is widespread recognition that as projects get larger, they become far more complex. Owners are becoming more sophisticated in the delivery models they select. Increasingly, stakeholder demands are becoming more diverse and challenging as supply chain partners refine their services to meet the emerging market requirements. "Programme owners frequently place great emphasis on the utilisation and development of the local supply chain, People Building the team Successful working relationships on large programmes are often characterised by factors such as organisational trust, openness and honesty. When all participants in a programme display these behaviours they are more likely to develop a common understanding of the task, the progress being made and give early warning of problems. When a programme operates in a supportive and open environment, it is more likely that decision makers will have access to the timely and the involvement of local and regional communities and promoting the 'buy-in' of businesses and local community from the outset," adds John. The sum of many parts Programmes are particularly complex undertakings. People, stakeholder and supply chain management impacts are critical factors in determining the successful outcome of the programme. These factors often increase the challenge of delivering an owner's objectives to a much higher level than where a single project is involved. All too often, insufficient consideration is given at the outset of a programme to the owner's strategic objectives in these areas, the governance around these critical interfaces and the strategy for addressing them. accurate information that allows them to make informed, value for money investment decisions. Establishing and sustaining the right cultural environment within a programme, as well as the projects within it, provides benefits around shared ownership of infrastructure outcomes; clarity of purpose and common understanding at all levels of the programme; a supportive and open corporate and programme environment; clear boundaries of authority and action, and clear linkages between corporate, programme and project governance. Stakeholders Creating consensus "Increasingly, stakeholder demands are becoming more diverse and challenging..." While it would be easy to see most programmes as the infrastructure they deliver, in practice most programmes are far more than this. The ability to demonstrate the wider benefits that a programme brings, is usually a key factor in keeping the scheme alive during the significant amount of scrutiny that normally follows the initial programme definition and establishment phases.

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