Beyond project management

In my early years as a Chief of Staff, I approached the role like a battlefield general—meticulously managing individual projects and ensuring they adhered to their scope, budget, and timeline. It was something that demanded attention to detail, and I took pride in it. However, as the web of interdependencies between projects grew denser, I realised that a higher vantage point was needed to navigate the evolving complexities of modern organisations. This recognition came as I had oversight of three major initiatives that were under way concurrently. Initially, I tackled these initiatives using a conventional project management approach, where each initiative operated independently, with its own plans and budgets. That meant, in practice, that each initiative pursued its objectives in isolation, often without considering the broader organisational context.

The difference between project and programme management is more than a step up in seniority and an increase in volume of responsibilities. It requires a broad perspective and a long-term view, able to take in what is going on in the different projects at the same time, but also to anticipate the impacts of each on the others, and how all contribute to the strategic objectives of the programme as a whole. It entails learning to be uncomfortable with uncertainty, shifting priorities while all the time keeping your eye on the long-term prize. For me, embracing programme management was akin to illuminating a path through the forest of complexity. Suddenly, I had a unified framework that allowed me to oversee the initiatives comprehensively. The framework provided the visibility and alignment of goals I desperately needed. I could now clearly see how the different projects were interconnected, and it became evident where optimisation opportunities lay. The newfound clarity was, without a doubt, my ‘ah-ha’ moment that guided the transition. With this new lens, I could then be collaborating closely with leadership to align portfolios. Redundant efforts were stripped away, and the hidden potential of synergies was unlocked. Pipelines became smoother, bottlenecks were cleared, and we transitioned from mere coordination to true integration. This was a profound shift from fragmented efforts to a cohesive and interconnected strategy.

Furthermore, the programme management approach reformed risk management practices. Instead of each project independently managing risks, I could address potential risks that had the potential to impact multiple initiatives cohesively, as well as hidden risks within individual projects that programme management brought to light. This proactive approach to risk mitigation drastically reduced vulnerability to unforeseen challenges amidst the ever-growing complexity of our operating environment. Our organisation is by no means alone in its complexity. Most organisations today resemble intricate tapestries, with threads of projects interwoven to create a larger, more complex picture. Chiefs of staff cannot afford to see initiatives as isolated entities. In this interconnected age, success hinges on reinforcing enterprise-wide goals and complementing each other. In my case, the rigid silos needed to be dismantled, resources required dynamic balancing based on need, and risks and issues had to be spotted and mitigated holistically across projects.