Define the programme |
 The Define process takes the detail in the Programme Brief and develops the scenarios and options that the business should consider to solve the challenge. The main pieces of information developed during this process are: a. The Blueprint or Target Operating Model which the programme will create b. Clear understanding of the Benefits that will come from the change c. The step changes in capability that will be produced at various stages of the programme lifecycle and the projects required to deliver them. |
Objective:
Take the outline Vision Statement from the Programme Brief and finalise the Vision Statement for the programme.
Detail:
This is an opportunity to extend the engagement on the vision for the programme and seek buy in from the stakeholder, it may require refinement to increase the support.
Governance Structure
Task:
The Portfolio Board should sign off the vision
Task:
The Portfolio Board should sign off the vision
Guidance:
Output:
Management Control
Task:
Place the vision under version control once agreed.
Task:
Place the vision under version control once agreed.
Guidance:
The Vision should be cross referenced against corporate objectives to ensure alignment, it may be appropriate to mention corporate objectives in the vision to help with context.
Output:
Benefits Management
Task:
Ensure the aspirational benefits are included.
Task:
Ensure the aspirational benefits are included.
Guidance:
Major benefits should be referenced in the Vision Statement to help sell the concept of the programme to stakeholders.
Output:
Stakeholder Management
Task:
Vision statement should now be promoted and included in communications plan.
Task:
Vision statement should now be promoted and included in communications plan.
Guidance:
The Vision Statement should be attractive to the major stakeholder groups that will be affected, but it may not please everyone. Establishing a brand name for the programme as part of the Vision Statement refinement will help with establishing the programme and the context.
Output:
Planning
Task:
Any major milestones should be included in the planning process.
Task:
Any major milestones should be included in the planning process.
Guidance:
The plan should not be part of the Vision Statement, but major time based events or constraints could be referenced and used as an input to the planning process. Vision Statement should be under change control and, ideally, this should be the final version.
Output:
Risk & Issue Management
Task:
Ensure known risks linked to the vision are logged.
Task:
Ensure known risks linked to the vision are logged.
Guidance:
Vision Statement offers opportunities to head off resistance by including clarification, equally avoiding key issues may avoid early resistance but this may return to haunt the programme. Acknowledging major risks in the vision will help the audience appreciate the reality of what is being aspired to.
Output:
Resource Management
Task:
Suitable skills to develop the vision into the operating model should be identified
Task:
Suitable skills to develop the vision into the operating model should be identified
Guidance:
Output:
Finance and Business Case
Task:
The case for change should be evident in the vision.
Task:
The case for change should be evident in the vision.
Guidance:
The Vision Statement will be a key consideration when evaluating options, as the Business Case completes.
Output:
Commercial
Task:
Any partner or supply chain aspirations should be tracked
Task:
Any partner or supply chain aspirations should be tracked
Guidance:
Input:
Output:
Vision & Blueprint
Task:
Check the vision can be used for blueprinting work.
Task:
Check the vision can be used for blueprinting work.
Guidance:
The Vision Statement will originate from the Programme Brief. If the need for the programme is mandated or compliance, then that needs to be part of the context. It is worth remembering a picture paints a thousand words. The Vision Statement should have enough detail to enable the programme Blueprint to be developed, so this is a test of the suitability of the Vision Statement. A key area to think about is justifying the need to change, not just talking about what the world will be like in the future. Reference the additional guidance on developing the Vision and the checklist that should be used.
Output:
Senior Responsible Owner
Task:
Check that the executive team are supporting you
Task:
Check that the executive team are supporting you
Guidance:
You are going to be accountable for this document so you must be comfortable with the contents.
It needs to be specific enough to give you and the programme direction but pliable enough to respond to changing circumstances.
The achievement of the Vision Statement should be one of your personal critical success factors. From now on, you will own the content and the aspirations of the Vision on behalf of the Sponsoring Group, so getting their endorsement would be very sensible.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
The Portfolio Board should sign off the vision
Guidance:
Inputs:
Links:
Outputs
Business Change Manager
Task:
Confirm that you can deliver this vision in your area
Task:
Confirm that you can deliver this vision in your area
Guidance:
You need to be comfortable that it fits the needs of your business area, which may be or not be mentioned explicitly. It will be your job to deliver the end state that is being defined, if it is too unrealistic it is better to say it now. The Vision should also provide you with enough contexts to enable you to develop the blueprint and the benefits. It has been known for people to mistake the vision for a blueprint.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Ensure the aspirational benefits are included.
Guidance:
Major benefits should be referenced in the Vision Statement to help sell the concept of the programme to stakeholders.
Inputs:
Documents:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Vision statement should now be promoted and included in communications plan.
Guidance:
The Vision Statement should be attractive to the major stakeholder groups that will be affected, but it may not please everyone. Establishing a brand name for the programme as part of the Vision Statement refinement will help with establishing the programme and the context.
Inputs:
Documents:
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Ensure that the final version is formally signed off
Task:
Ensure that the final version is formally signed off
Guidance:
You will need to facilitate the work to get everyone aligned and signed up to the Vision Statement, maintain version control and an audit trail of processed comments so if there is a need to re-visit this area there will be useful lessons and reference information.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Place the vision under version control once agreed.
Guidance:
The Vision should be cross referenced against corporate objectives to ensure alignment, it may be appropriate to mention corporate objectives in the vision to help with context.
Inputs:
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
Ensure known risks linked to the vision are logged.
Guidance:
Vision Statement offers opportunities to head off resistance by including clarification, equally avoiding key issues may avoid early resistance but this may return to haunt the programme. Acknowledging major risks in the vision will help the audience appreciate the reality of what is being aspired to.
Inputs:
Documents:
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Suitable skills to develop the vision into the operating model should be identified
Guidance:
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
The case for change should be evident in the vision.
Guidance:
The Vision Statement will be a key consideration when evaluating options, as the Business Case completes.
Inputs:
Links:
Finance & Business Case Techniques Page
Outputs
Portfolio Office
Task:
Establish the vision under change control
Task:
Establish the vision under change control
Guidance:
Input:
Output:
Theme tasks for Portfolio Office: