4.1 A LGUNAS NOTAS EN TORNO A LOS ESTUDIOS SOBRE LA MIGRACIÓN EN E SPAÑA

In the last couple of decades programme management has emerged and grown in prominence in a wide variety of sectors as an acknowledged, high profile approach to strategy implementation (Partington et al., 2005). They define programme management as,

“the structures and processes that are used to co-ordinate and direct the multiple inter- related projects that together constitute an organization’s strategy.”

The goals of project management as highlighted by Lycett et al. (2004) are: improved coordination, improved dependency management between projects, effective resource utilisation, effective knowledge transfer, greater senior management visibility, more coherent communication, improved definition of projects, and better drivers with business goals and strategies.

Lycett et al. (2004) contend that programme management should be viewed from three different viewpoints which are as follows: 1) Contextual - Appropriate programme structure, processes and organisation are strongly dependent on factors such as the degree to which the projects are interrelated, the characteristics of the constituent projects and the nature of the wider organisation. 2) Variable and concurrent in practice - Programme management may operate on several levels simultaneously. For example, small groupings of projects may be managed together in one type of programme whilst another type of programme may simultaneously extend across the entire organisation. 3) Evolutionary in sophistication - It is unrealistic to expect that the programme approach can be introduced in a big bang fashion due to the level of organisational change mandated by its

introduction. Consequently, it is more fruitful to accept that organisational sophistication in programme management will evolve and that it will not be possible to apply some of the more advanced features of programme management unless appropriate foundations exist.

Milosevic et al. (2007) presents the competence growth path for programme managers. Figure 2.5 presents the high level progression path for the programme managers.

Fig 2.5: Programme Manager Career Progression (Milosevic et al, 2007) (Figure presented in Shehu and Egbu, 2008)

Fern (1991) contend that the personal goals for a programme manager would be

• “To generate savings and maximize return by the coordination and effective

management of projects,

• To ensure that projects are delivered successfully, to predetermined scope, time,

cost and quality,

• To support project managers in their execution of projects, and

• To maintain project alignment with business objectives.”

Therefore, the programme managers’ competencies should be defined in light of these requirements on the programme.

Technical Competencies

Leadership competencies

Process and project management Competencies

Business, financial and customer competencies

Junior Programme Manager

Programme

Muller and Turner (2007) have classified 15 programme manager competences and have classified them into three categories: intellectual competence (IQ), managerial

competence (MQ), and emotional competence (EQ). IQ includes competences such as critical analysis and judgment, vision and imagination, and strategic perspective. MQ includes competences such as: engaging communication, managing resources,

empowering, developing, and achieving. EQ includes competences such as: self- awareness, emotional resilience, motivation, sensitivity, influence, intuitiveness, and conscientiousness.

Pellegrinelli (2002) have identified 9 competencies associated with programme

managers. These competencies are: understanding client objectives, project/programme organisation and management, approach and strategy for the project/programme, scope management, risk management, people and resource management, managing the client interface, cultural awareness, and commercial awareness. In another research Shehu and Akintoye (2008) have divided the programme manager’s competencies into six

categories. The first category is programme control which includes competencies such as planning programme, programme maintenance, controlling programme, forecasting, programme design, planning, identifying risks, managing changes, and managing critical interfaces. The second category is human resources and includes competencies such as quality control and assurance, employee welfare, employee counselling, negotiation, effective leadership, and managing project managers. The third category is programme planning and includes competencies such as: time management, team building, effective

communication, effective sequencing of projects, and conducting meetings. The fourth category is programme decision making and includes competences such as motivation (self and others), managing risks, decision making, and managing programme. The fifth factor is managing team and stakeholder and includes competencies such as management of stakeholders, managing political aspects of stakeholders, supervision of other,s and delegation. The last factor is resource and supply chain management and includes

competences such as resource control, resources allocation, management of suppliers and contractors, and financial/budgetary control.

In a comparative study Crawford and Nahmias (2010) have made a comparison between project management, programme management, and change management competencies. They have listed both the competencies for project managers that are similar to

programme managers and those that are different. Among the programme management competencies that are similar to that required of a project manager they have listed: leadership, team development/resource development, stakeholder management,

communication, cultural consideration, planning, governance management, commercial, risk and issues management, scope management, progress monitoring, and quality management. Among the competencies that are different for a programme manager they have listed: project management office consideration and benefits management. Although they do agree that both programme and project managers are facilitators of change. They also contend that for pure change management based endeavours one needs some

additional competencies that are not needed as project managers or programme managers. These competencies are: analysis and assessment, creativity and challenge, initiative and

self-management, coaching skills, facilitation skills, presentation skills, process design, learning and development, action orientation, strategic thinking, and motivating skills. In another research Partington et al. (2005) include 17 competencies that are essential for programme management. These competencies are: granularity of focus, emotional attachment, disposition of action, approach to role plurarity, relationship with team, approach to conflict and divergence, education and support, use of questions,

expectations of others, adaptive intent, awareness of organisational capability, approach to risk, approach to face to face communication, approach to governance, attitude to scope, attitude to time, and attitude to funding.