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:
Identify delivery options to achieve the programme blueprint
Define and justify the preferred approach.
Detail:
The different outcomes will require different projects and deliver different benefits, this is the point where the various options are considered and the preferred approach selected.
Identify the optimal ‘to be’ state and direction for the programme to maximise the benefits and maintain strategic alignment
Governance Structure
Task:
Ensure governance groups engage in the selection of the preferred approach.
Consider market consultation to assess options.
Impact assessment of the delivery strategy options.
Review of market options.
Confirm that the delivery strategy aligns with the relevant corporate strategies.
Task:
Ensure governance groups engage in the selection of the preferred approach.
Consider market consultation to assess options.
Impact assessment of the delivery strategy options.
Review of market options.
Confirm that the delivery strategy aligns with the relevant corporate strategies.
Guidance:
The different outcomes will require different projects and deliver different benefits, this is the point where the various options are considered and the preferred approach selected.
At this point, the programme will consider the options with their merits and select the optimal route.
There must be appropriate approval of the Delivery strategy by the programme board and any other influential bodies.
This work should be led by the Programme Manager with external subject matter knowledge and expertise to assist with the selection should be considered.
Input:
Market options
Draft delivery strategy
Tranche Plan
Documents:
Setting Up Governance how2guide
Links:
Output:
Approved delivery strategy
Management Control
Task:
Refine the programme controls to reflect the preferred option.
How the preferred delivery strategy will integrate with framework controls should
Refine the programme controls to reflect the preferred option.
Maintain audit trails of how the strategy is selected.
Develop strategy selection decision criteria.
Identify options and undertake analysis.
Impact assessment of preferred strategy on future programme controls.
Impact assessment of delivery strategy on physical assets.
Impact assessment of delivery strategy on project delivery.
Task:
Refine the programme controls to reflect the preferred option.
How the preferred delivery strategy will integrate with framework controls should
Refine the programme controls to reflect the preferred option.
Maintain audit trails of how the strategy is selected.
Develop strategy selection decision criteria.
Identify options and undertake analysis.
Impact assessment of preferred strategy on future programme controls.
Impact assessment of delivery strategy on physical assets.
Impact assessment of delivery strategy on project delivery.
Guidance:
The focus should be defined and managing the control of the decision making process to select the strategy.
A decision making criteria should be established prior to the start of the evaluation process.
An audit trail of the decision and all input information should be held under Configuration management.
The selection of the strategy will be preferred at this point as there will be issues that may take time to resolve.
The delivery strategy should enable the optimisation of physical assets that may be impacted by the programme.
Each of the strategies will have different control requirements, this should be factored into the decision process and the assurance arrangements.
There will be issues that need to be tracked, many of which will include the impact of the strategy on existing projects.
Output:
Delivery strategy under change control
Impact assessment on programme controls
Impact assessment projects
Updated programme issue log
Project change requests
Benefits Management
Task:
Analyse the effect of the delivery options on the benefits achievement.
Impact assessment of preferred approach on benefit profiles and plans.
Task:
Analyse the effect of the delivery options on the benefits achievement.
Impact assessment of preferred approach on benefit profiles and plans.
Guidance:
The value of the benefits for various options should underpin this activity. They will be different for each option and enable selection of the optimum strategy.
The benefit profiles and plan should be a key factor in selecting the delivery strategy, there may be many different options available to delivering the change.
Their timing and impact will be worked through during this milestone, as such an impact assessment of the benefit profiles and plans will be needed as the preferred approach is likely to have had an impact.
Now that the approach is known, it should be easier to allocate specific activities and responsibilities for benefits realisation within the benefit profiles.
Input:
Benefit Profiles
Documents:
Links:
Output:
Updated benefit profiles
Updated benefits realisation plan
Stakeholder Management
Task:
Key stakeholders should be consulted about the issues for each delivery option.
Undertake impact assessment of each option on each of the major stakeholder groups.
Develop the communications activities needed to gather information to make the decision.
Ensure that feedback is being managed and processed.
Project stakeholder impact assessment.
Task:
Key stakeholders should be consulted about the issues for each delivery option.
Undertake impact assessment of each option on each of the major stakeholder groups.
Develop the communications activities needed to gather information to make the decision.
Ensure that feedback is being managed and processed.
Project stakeholder impact assessment.
Guidance:
Stakeholders who will be heavily affected need to be part of the decision making process wherever possible.
Different options will have different impacts and consequences so careful management is required.
There may be a requirement to start early engagement with external stakeholders or the market as potential suppliers to test the viability of the delivery strategy.
Communications with project stakeholders will need to be managed carefully if they are negatively impacted by this strategy.
Output:
Updated stakeholder profiles
Updated communications plan
Planning
Task:
Tranches and plans should be refined to reflect the preferred option.
The assessment of length and resilience of the delivery timetable for each option should be auditable.
Undertake an impact assessment on the projects of the preferred delivery strategy.
Task:
Tranches and plans should be refined to reflect the preferred option.
The assessment of length and resilience of the delivery timetable for each option should be auditable.
Undertake an impact assessment on the projects of the preferred delivery strategy.
Guidance:
An outline plan with Tranches should be available for each option that is being considered. The speed of delivery may be a key element in the decision making process.
The delivery strategy may impact the way some projects are being run or who runs them, as the strategy may well have an impact on governance and the use of the supply chain.
As such, there should be an impact assessment on each project to determine the best way forward in terms of delivery and governance.
Output:
Risk & Issue Management
Task:
The programme Risk Register can now be updated to reflect reduced ambiguity.
Supply chain and operational risks should be included based on preferred option.
Task:
The programme Risk Register can now be updated to reflect reduced ambiguity.
Supply chain and operational risks should be included based on preferred option.
Guidance:
The impact of each delivery strategy option should be assessed for the impact on the risk profile of the programme.
Normally each option will have its own strengths and weaknesses but the overall impact on the risk profile will be a key element of the selection of the preferred option.
One of the areas to be captured will be opportunities that are lost as a result of selecting a particular option, so the focus should not just be on negative risk.
If these are logged in the Risk Register then an opportunity may arise to capture the benefit later through some tactical change.
The programme Risk Register can now be updated to reflect reduced ambiguity.
Input:
Delivery approach options
Documents:
Links:
Output:
Resource Management
Task:
Refine resource plans to reflect the programme strategy approach.
An Internal resource impact assessment should be conducted.
Task:
Refine resource plans to reflect the programme strategy approach.
An Internal resource impact assessment should be conducted.
Guidance:
The preferred strategy for achieving the Blueprint should remove some of the ambiguity around resourcing that would have existed while there were a number of options for end state and delivery.
Now that the strategy has been defined, the resource plan for the ‘Design the Programme’ stage can have more detail and a schedule added to it. This provides a gap analysis of the skills that are currently available and any new or additional resources that will be required to meet the end state.
The broader programme resource management strategy for the whole programme can now take shape. You will know the types of resources needed to cover the wider delivery, through the various Tranches, so preparation work can now be undertaken for this.
Output:
Completed Resource Management Strategy
Finance and Business Case
Task:
Cost estimates can now be finalised for the preferred approach.
There should be a cost analysis of each of the options.
Task:
Cost estimates can now be finalised for the preferred approach.
There should be a cost analysis of each of the options.
Guidance:
The analysis should form the Options Appraisal section of the Business Case. Do nothing should also be included as one of the options.
Output:
Commercial
Task:
Initiate procurement and market analysis.
Task:
Initiate procurement and market analysis.
Guidance:
This will depend on the nature of the programme, but the delivery strategy will define how the programme will achieve the goals, so there could be a need to procure programme delivery resources or investigate the capability of the market to deliver what is needed.
There may be existing frameworks that can effectively be utilised to address immediate needs.
Input:
Programme Vision Statement
Blueprint for the Programme
Output:
Delivery strategy impact assessment on the Programme Blueprint
An Updated Blueprint for the Programme
Vision & Blueprint
Task:
Update the Blueprint to the preferred option and archive the others.
Identify the optimal ‘to be’ state and direction for the programme to maximise the benefits and maintain strategic alignment
Task:
Update the Blueprint to the preferred option and archive the others.
Identify the optimal ‘to be’ state and direction for the programme to maximise the benefits and maintain strategic alignment
Guidance:
The Vision Statement should guide the option selection; options that are not in line with the Vision should be discounted.
The costs of the projects to achieve the Blueprint will have different cost profiles. It is likely that the Processes element of the Blueprint (the P in ‘POTI’) will remain consistent but there will be other volatile elements.
A number of other considerations are needed, such as commercial strategy.
For the Blueprint, the consideration should be the viability of the strategy to achieve the optimal end state and intermediate states.
Output:
Senior Responsible Owner
Task:
Assurance of the options will reduce your personal risk at this point
Task:
Assurance of the options will reduce your personal risk at this point
Guidance:
You should lead this process and fully satisfy yourself that the recommendations are deliverable and meet the needs of the Sponsoring Group. This is a good point to de-select the least attractive options and select a front runner.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
Ensure governance groups engage in the selection of the preferred approach.
Consider market consultation to assess options.
Impact assessment of the delivery strategy options.
Review of market options.
Confirm that the delivery strategy aligns with the relevant corporate strategies.
Guidance:
The different outcomes will require different projects and deliver different benefits, this is the point where the various options are considered and the preferred approach selected.
At this point, the programme will consider the options with their merits and select the optimal route.
There must be appropriate approval of the Delivery strategy by the programme board and any other influential bodies.
This work should be led by the Programme Manager with external subject matter knowledge and expertise to assist with the selection should be considered.
Inputs:
Documents:
Setting Up Governance how2guide
Links:
Outputs
Business Change Manager
Task:
Test that the preferred option is best for delivering your benefits.
Task:
Test that the preferred option is best for delivering your benefits.
Guidance:
You will be a key player in this, ensure you balance the needs of the programme with the needs of your business. You should be looking to keep your Sponsor informed of the progress and consult them as part of the appraisal process.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Analyse the effect of the delivery options on the benefits achievement.
Impact assessment of preferred approach on benefit profiles and plans.
Guidance:
The value of the benefits for various options should underpin this activity. They will be different for each option and enable selection of the optimum strategy.
The benefit profiles and plan should be a key factor in selecting the delivery strategy, there may be many different options available to delivering the change.
Their timing and impact will be worked through during this milestone, as such an impact assessment of the benefit profiles and plans will be needed as the preferred approach is likely to have had an impact.
Now that the approach is known, it should be easier to allocate specific activities and responsibilities for benefits realisation within the benefit profiles.
Inputs:
Documents:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Key stakeholders should be consulted about the issues for each delivery option.
Undertake impact assessment of each option on each of the major stakeholder groups.
Develop the communications activities needed to gather information to make the decision.
Ensure that feedback is being managed and processed.
Project stakeholder impact assessment.
Guidance:
Stakeholders who will be heavily affected need to be part of the decision making process wherever possible.
Different options will have different impacts and consequences so careful management is required.
There may be a requirement to start early engagement with external stakeholders or the market as potential suppliers to test the viability of the delivery strategy.
Communications with project stakeholders will need to be managed carefully if they are negatively impacted by this strategy.
Inputs:
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Ensure that there are tangible options presented to the programme board.
Task:
Ensure that there are tangible options presented to the programme board.
Guidance:
You should look to organise this work, make sure the right stakeholders are involved and ensure there is a systematic approach to drawing conclusions. You should be looking to bring structure to the process to ensure the right selection is made with good records being maintained for later reference.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Refine the programme controls to reflect the preferred option.
How the preferred delivery strategy will integrate with framework controls should
Refine the programme controls to reflect the preferred option.
Maintain audit trails of how the strategy is selected.
Develop strategy selection decision criteria.
Identify options and undertake analysis.
Impact assessment of preferred strategy on future programme controls.
Impact assessment of delivery strategy on physical assets.
Impact assessment of delivery strategy on project delivery.
Guidance:
The focus should be defined and managing the control of the decision making process to select the strategy.
A decision making criteria should be established prior to the start of the evaluation process.
An audit trail of the decision and all input information should be held under Configuration management.
The selection of the strategy will be preferred at this point as there will be issues that may take time to resolve.
The delivery strategy should enable the optimisation of physical assets that may be impacted by the programme.
Each of the strategies will have different control requirements, this should be factored into the decision process and the assurance arrangements.
There will be issues that need to be tracked, many of which will include the impact of the strategy on existing projects.
Inputs:
Documents:
Quality Management Strategy template
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
The programme Risk Register can now be updated to reflect reduced ambiguity.
Supply chain and operational risks should be included based on preferred option.
Guidance:
The impact of each delivery strategy option should be assessed for the impact on the risk profile of the programme.
Normally each option will have its own strengths and weaknesses but the overall impact on the risk profile will be a key element of the selection of the preferred option.
One of the areas to be captured will be opportunities that are lost as a result of selecting a particular option, so the focus should not just be on negative risk.
If these are logged in the Risk Register then an opportunity may arise to capture the benefit later through some tactical change.
The programme Risk Register can now be updated to reflect reduced ambiguity.
Inputs:
Documents:
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Refine resource plans to reflect the programme strategy approach.
An Internal resource impact assessment should be conducted.
Guidance:
The preferred strategy for achieving the Blueprint should remove some of the ambiguity around resourcing that would have existed while there were a number of options for end state and delivery.
Now that the strategy has been defined, the resource plan for the ‘Design the Programme’ stage can have more detail and a schedule added to it. This provides a gap analysis of the skills that are currently available and any new or additional resources that will be required to meet the end state.
The broader programme resource management strategy for the whole programme can now take shape. You will know the types of resources needed to cover the wider delivery, through the various Tranches, so preparation work can now be undertaken for this.
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
Cost estimates can now be finalised for the preferred approach.
There should be a cost analysis of each of the options.
Guidance:
The analysis should form the Options Appraisal section of the Business Case. Do nothing should also be included as one of the options.
Inputs:
Documents:
Identifying and Controlling Costs how2guide
Links:
Finance & Business Case Techniques Page
Outputs
Head of Business Architecture
Task:
Confirm that the Business Architecture Team is sufficiently engaged in the decision processes.
Task:
Confirm that the Business Architecture Team is sufficiently engaged in the decision processes.
Guidance:
Input:
Output:
Theme tasks for Head of Business Architecture:
Portfolio Office
Task:
Ensure there is a record of the decision and the justification.
Task:
Ensure there is a record of the decision and the justification.
Guidance:
Options should take into account any other changes within the Portfolio and broader business environment. You may have a standard approach to options appraisal that could be relevant to the programme.
Input:
Output:
Theme tasks for Portfolio Office:
Head of Business Change
Task:
Confirm that the Business Change Team is sufficiently engaged in the decision processes.
Task:
Confirm that the Business Change Team is sufficiently engaged in the decision processes.
Guidance:
The main involvement should be involvement in the impact of change requests change plans and benefits release activities.
Input:
Output:
Theme tasks for Head of Business Change: