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:
Ensure that all project activity within the programme is contributing to the Vision Statement and enables on-going classification and alignment.
Detail:
Once the preferred outcomes have been developed it should be clear whether the existing projects are required. This will be the point to stop any that are not clear and plan to re-align others.
Governance Structure
Task:
Consult the project sponsors about the changes to project requirements
Task:
Consult the project sponsors about the changes to project requirements
Guidance:
This is an opportunity to increase resource and knowledge available to the programme. Project resources released from closed projects can be integrated into the programme team to help with other tasks.
Output:
Management Control
Task:
Define how each project will contribute to the operating model
Task:
Define how each project will contribute to the operating model
Guidance:
The criteria for culling projects should be set, with systematic analysis and alignment being undertaken. An independent check of each of the existing projects to assess their status and performance will help inform the decision making.
Output:
Benefits Management
Task:
Project realignment should include an impact assessment on their target benefits
Task:
Project realignment should include an impact assessment on their target benefits
Guidance:
Benefits identified in the Programme Brief should be a factor in selecting and aligning projects. If a project cannot clearly explain how it will be contributing to the benefits, its justification for continuing will be harder.
Output:
Stakeholder Management
Task:
Check for stakeholders who will be disadvantaged by changes
Task:
Check for stakeholders who will be disadvantaged by changes
Guidance:
Careful consultation will be required as some stakeholders could be alienated by the loss of projects important to them. Some stakeholders may well lose out, so some compromise will probably be required to keep them onside.
Output:
Planning
Task:
Re-align Project Plans and integrate into Programme Plan
Task:
Re-align Project Plans and integrate into Programme Plan
Guidance:
Projects that remain should be included in the plan and their dependencies identified. Projects will need to be categorised to show their contribution to the Blueprint and Benefits. At this moment, you only have headline information so some decisions may need to be deferred until the work on the Blueprint starts to bear fruit.
Output:
Risk & Issue Management
Task:
Re-assess the risk profile based on the changed dossier
Task:
Re-assess the risk profile based on the changed dossier
Guidance:
Culling of projects without proper understanding of value and impact may have long term implications for the programme, positive or negative. As such, these should be recorded as risks.
Output:
Resource Management
Task:
Re profile the resource plan for the projects
Task:
Re profile the resource plan for the projects
Guidance:
Output:
Finance and Business Case
Task:
Review project budgets to aggregate Business Case costs
Task:
Review project budgets to aggregate Business Case costs
Guidance:
Expenditure on projects avoided should be built into the Business Case and identified as an early benefit. Funds from closed projects can be used to resource priority initiatives.
Output:
Commercial
Task:
Undertake impact assessment on project commercial activities
Task:
Undertake impact assessment on project commercial activities
Guidance:
Input:
Output:
Vision & Blueprint
Task:
Begin closure of projects that cannot be aligned
Task:
Begin closure of projects that cannot be aligned
Guidance:
The Vision should provide context and priorities to help with the design work. These projects, and any existing ones, when completed must be able to achieve the Blueprint as it appears at this time.
Input:
Output:
Senior Responsible Owner
Task:
Engage the execs who may have projects stopped to explain the reasons
Task:
Engage the execs who may have projects stopped to explain the reasons
Guidance:
Realignment of projects will not be popular with some of your peers, this will need to be managed sensitively to avoid political resistance. The negative impact will need to be balanced against the benefit of clearing the decks of distracting projects and cost savings.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
Consult the project sponsors about the changes to project requirements
Guidance:
This is an opportunity to increase resource and knowledge available to the programme. Project resources released from closed projects can be integrated into the programme team to help with other tasks.
Inputs:
Links:
Outputs
Business Change Manager
Task:
Undertake impact analysis of project changes to anticipated outcomes
Task:
Undertake impact analysis of project changes to anticipated outcomes
Guidance:
You will need to do an impact analysis on the consequences of losing projects from your short term business requirements and needs. There will need sacrifices to be made and it may be good opportunity to draw a line in the sand around some ‘sacred cow’ projects in your business areas.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Project realignment should include an impact assessment on their target benefits
Guidance:
Benefits identified in the Programme Brief should be a factor in selecting and aligning projects. If a project cannot clearly explain how it will be contributing to the benefits, its justification for continuing will be harder.
Inputs:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Check for stakeholders who will be disadvantaged by changes
Guidance:
Careful consultation will be required as some stakeholders could be alienated by the loss of projects important to them. Some stakeholders may well lose out, so some compromise will probably be required to keep them onside.
Inputs:
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Lead the reconfiguration and existing project and new requirement for the blueprint
Task:
Lead the reconfiguration and existing project and new requirement for the blueprint
Guidance:
You should lead this activity and undertake the systematic analysis of the ongoing need for the project. Closed projects will provide you with much needed resources. You will need to set out the criteria and weighting schemes for projects continuing and those that will be culled. There will also be others that need to change direction. Establishing your credibility with Project Managers will be important, as they are likely to resist changes to their projects if they don't know what the future holds for them.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Define how each project will contribute to the operating model
Guidance:
The criteria for culling projects should be set, with systematic analysis and alignment being undertaken. An independent check of each of the existing projects to assess their status and performance will help inform the decision making.
Inputs:
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
Re-assess the risk profile based on the changed dossier
Guidance:
Culling of projects without proper understanding of value and impact may have long term implications for the programme, positive or negative. As such, these should be recorded as risks.
Inputs:
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Re profile the resource plan for the projects
Guidance:
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
Review project budgets to aggregate Business Case costs
Guidance:
Expenditure on projects avoided should be built into the Business Case and identified as an early benefit. Funds from closed projects can be used to resource priority initiatives.
Inputs:
Links:
Finance & Business Case Techniques Page
Outputs
Portfolio Office
Task:
Formalise project changes under change control
Task:
Formalise project changes under change control
Guidance:
You may have a set of criteria that are being used across different projects for this. Projects that are not required may go to a different programme. You should be supporting the Programme Office in establishing appropriate controls around projects up to the organisation's standards.
Input:
Output:
Theme tasks for Portfolio Office: