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Implementation planning must identify who is accountable for the realisation of benefits – particularly if the stakeholders concerned are external to departments or agencies. You are encouraged to consult the relevant policy area of PM&C in developing your approach to this. Be mindful that the milestones, tracked through the CIU reporting process, will focus on outcomes and benefits, such as the expected impacts or level of user take-up, as well as the development of products, services and programmes and their roll-out. The evaluation methodology should be designed having regard to the objectives and performance measures in your benefits statement | PROGRAMME MANAGING PROJECT MANAGEMENT PROCESS -PORTFOLIOS AND BUSINESSPROCESS -PORTFOLIOS IN THE ORGANISATIONAL VALUE CHAIN Synopsis Programme management of cross -functional process -portfolios and project-portfolios entailsserious responsibility trust andaccountability. Thebottom line is that as stewards of substantial corporate funds programme managers are accountable for the success of programmes in all aspects and need to have full responsibility and authority. How managers define structure and act regarding projects is critical to the successorfailure ofthose projects andconsequentlythesuccess or failure of the organisation Pennypacker 2002 . An effective learning culture is essential for effective programme management. Having an effective learning culture involves morethanimplementingthe science of project management italso involves theartofapplyingproject managementskillsand the ability to create the organisational changes that truly integrate the programme management philosophy. In SI similar ven Pennypacker 2002 states that culture is embodied in the organisation s policies practices procedures androutines . PieterSteyn 2004 adds the dimension of strategic leadership that forms thecatalyst tomanageo rganisations through process project- portfolios andprogrammes.This newparadigmhasbecome the integrative implementation linkbetween corporatestrategy.businessunit strategy and operations strategy. What prompted the programmemanagementrevolutio n where CEO s projectise their workand searchforfasterresponses tochangingmarketconditions Verzuh 2003 pvii suggests that the American economy is increasingly characterised by change and change implies projects. Clearly the project mind -set has moved from the little used industrial engineering and the IS InformationSystems departmentstothe corporate centre stage . Senge s Learning Organisation suggestsastrategicprogrammemanagement culture that embraces an environment quote where people continuallyexpand theircapacity to
