Design the programme |
 This process will develop the Governance controls that will keep the programme on track. Once completed, the programme will have: a. A fully defined Business Case b. Organisational structure for the delivery c. A set of strategies for maintaining control during delivery |
Objective:
Create a coherent control Framework that assures the delivery of the programme to meet strategic needs of the business.
Detail:
This activity is where you design how the programme will function and maintain control. This includes how it will maintain visibility and control of the projects and operational change that will be delivered by the programme. It should be standard practice.
Governance Structure
Task:
Ensure adherence to corporate standards that may be affected by the programme.
Adapt the programme board governance model to reflect the new governance arrangements.
Review the current project governance and identify opportunities for improvement.
Task:
Ensure adherence to corporate standards that may be affected by the programme.
Adapt the programme board governance model to reflect the new governance arrangements.
Review the current project governance and identify opportunities for improvement.
Guidance:
The authority of the Portfolio Board, Programme Board and Project Boards should be clearly defined and put within the broader organisational context of these strategies.
Responsibilities and accountabilities of key individuals should be defined, and how their success will be measured.
The governance of each theme will be affected, these will need to be tested and approved.
Corporate standards and policies should be scanned to ensure compliance.
The theme management strategies will be largely statements of compliance to this framework with explanations of exceptions, this should be tested as part of quality review.
It is important to monitor dependencies and developments on other programmes for opportunities to improve or problems that can be avoided.
Input:
Corporate policies and standards
Governance strategies from other programmes
Links:
Output:
Approved governance arrangements for the programme
Management Control
Task:
Complete the programme Management and Control strategy.
Complete the programme Quality and Assurance Strategy.
Complete the Issue Management Strategy.
Place other theme strategies under version control.
Undertake assurance review of theme strategy alignment to the framework.
Impact assessment of the Monitoring and Control Strategy on project and programme controls.
Impact assessment of Quality and Assurance Strategy on existing arrangements.
Impact assessment of the Issue Management Strategy on existing arrangement.
Impact assessment of the information management strategy on existing arrangements.
Task:
Complete the programme Management and Control strategy.
Complete the programme Quality and Assurance Strategy.
Complete the Issue Management Strategy.
Place other theme strategies under version control.
Undertake assurance review of theme strategy alignment to the framework.
Impact assessment of the Monitoring and Control Strategy on project and programme controls.
Impact assessment of Quality and Assurance Strategy on existing arrangements.
Impact assessment of the Issue Management Strategy on existing arrangement.
Impact assessment of the information management strategy on existing arrangements.
Guidance:
The governance arrangements are now being assembled for the programme, so a key point is to establish them under version control and assure them for alignment to the framework.
The Issue Management Strategy should be based on the framework approach, so it should be straight forward and identify any specific variations that the programme may need to deploy.
Quality and Assurance strategy should cover how independence of the programme will work once it moves into delivery, and how the quality of programme management will be established, maintained and evaluated. As with other strategies a key component is alignment to the framework and explanation of deviations that are needed specifically for the programme.
The Monitoring and Control Strategy primarily sets out how the programme will monitor and control the projects in terms of setting controls, tolerance and evaluating performance for projects. This should provide quality and success criteria for projects within the programme.
The Information Management Strategy should include information on how the programme will align with the corporate information security policies as well as including details on any variations from the framework standards. This will be particularly an issue when external partners are involved in delivery strategy.
Input:
Existing project controls
Existing programme controls
Project Dossier
Programme assurance plan
Quality and Assurance Management Strategy
Documents:
Links:
Output:
Issue Management Strategy
Monitoring and Control Strategy
Quality and Assurance Management Strategy
Theme strategies under change control
Benefits Management
Task:
Complete the benefits management strategy.
Task:
Complete the benefits management strategy.
Guidance:
The strategy should set out how benefits will be identified and delivered. It should explain what types of benefits are important, how they will be calculated and what will be measured to assure delivery.
The framework currently sets out the standards, types and approaches to delivery. So this could be a straight forward activity to confirm using the standards approach and any deviations to that approach to accommodate any unique aspects of a specific programme.
There should be clarity about the process for managing the change to realise the benefits as an on-going activity.
The BCMs will have a big role in this, but it should be clear how line management roles fit into this as well, as they will be a big responsibility when it comes to delivery.
Input:
Benefits Realisation Plan
Benefit Profiles
Documents:
Links:
Output:
Completed Benefits Management Strategy
Stakeholder Management
Task:
Complete the Stakeholder Management Strategy.
Ensure that project teams are clear on their boundaries for communicating.
Ensure appropriate approval routes for project communications are clearly defined.
Task:
Complete the Stakeholder Management Strategy.
Ensure that project teams are clear on their boundaries for communicating.
Ensure appropriate approval routes for project communications are clearly defined.
Guidance:
The development of the Stakeholder Management Strategy should include input from any organisational communications or public relation groups and their support sought to help with delivery of the actual communications. Their expertise and staff are potentially a valuable resource that the programme can call on.
A set of standards should be put in place to ensure that there is appropriate change control on communications from projects and, also, operational areas.
The strategy development should be relatively straightforward as the framework covers much of the content, the main issue is to identify where the standard needs to be adapted for the needs of this programme.
Output:
Completed Programme Stakeholder Management Strategy
Planning
Task:
Complete the project control strategy.
The project controls and reporting arrangements should be included for all areas of governance.
Migrate existing projects into governance framework.
Task:
Complete the project control strategy.
The project controls and reporting arrangements should be included for all areas of governance.
Migrate existing projects into governance framework.
Guidance:
There will be a number of key strategies to be developed around planning. The Monitoring and Control Strategy will define how the programme will maintain internal control of itself and the standards that it will adhere to. Equally important is that it will be setting the standards which the projects will work to, and how they will be monitoring and controlled. Standards for planning will also need to be defined, to ensure that there is consistency particular for projects. Without a consistent approach you cannot have a reliable Dependency Network. The other area of governance is around Resources, where are they going to come from and what you will need.
For each of the Governance Strategies (e.g. risk management) there should be specific guidance on how the programme level controls interface with the projects, this is a very important element of the governance model. So each strategy should include procedures for managing escalations and allocations and how the tolerance will be set and managed.
All the strategies will be based on this framework, so much of the common standards that programmes will use should already be in place, but there might be specific differences for individual programmes. The criteria for measuring the success of projects for each theme should be defined.
The projects should be migrated into the specific control mechanisms for individual programmes and formally signed off.
Output:
Risk & Issue Management
Task:
Complete the risk management strategy.
Consult corporate risk team on the programme approach.
Task:
Complete the risk management strategy.
Consult corporate risk team on the programme approach.
Guidance:
Risk Management Strategy should be designed to define how risks will be managed during delivery, the needs and environment may be different to the design and define stages.
This could be quite a simple step, as the framework guidance should already be in place, the strategy should state this and explain any deviations specific to this programme.
The corporate risk management team should be consulted as part of the strategy development.
This may be integrated into one approach. A key area to focus on is how escalations will work, to ensure that risks are not buried too deeply, and also how risks from the programme will cascade risks down to projects. The other area should be to focus on how aggregation will be measured and monitored.
Output:
Completed Programme Risk Management Strategy
Resource Management
Task:
Complete the Resource Management Strategy
Task:
Complete the Resource Management Strategy
Guidance:
The development of the resource management strategy should have been going on for some time, as it begins to emerge once the Blueprint takes shape.
At this point, the formal strategy should be completed, as mentioned before. It needs to take into account resources, other than people that are common across the programme.
One of the key decisions will be whether the programme manages a resource pool for the projects or whether projects take responsibility for their own. The second approach reduces overheads but also reduces the programme control.
Performance metrics on how resource effectiveness will be measured should be defined in the strategy.
Input:
Resource Management Strategy
Programme Delivery Strategy
Links:
Output:
Completed Resource Management Strategy
Finance and Business Case
Task:
Complete the Monitoring and Control Strategy
Task:
Complete the Monitoring and Control Strategy
Guidance:
Financial controls and approvals within which the programme will work and function should be included within the Monitoring and Control Strategy. These should define how budgets will be allocated and managed and the levels of authority for individuals within the programme and Project Managers.
Output:
Completed Monitoring and Control Strategy
Commercial
Task:
Complete the Commercial Management Strategy.
Task:
Complete the Commercial Management Strategy.
Guidance:
Up to this point the focus has been on procurement, there may be a wider need to have a strategy to address a range of commercial opportunities and threats.
This may include contract changes or terminations, for example.
The commercial management strategy should be aligned to the corporate policies.
Input:
Output:
Completed Commercial Management Strategy
Vision & Blueprint
Task:
Check that the governance arrangements are adequate to deliver the Vision and Blueprint.
Task:
Check that the governance arrangements are adequate to deliver the Vision and Blueprint.
Guidance:
Change control arrangements should be put into place to ensure that any project or operational changes have an impact assessment on the Blueprint. This is often underestimated and is the source of problems when the programme goes into delivery. This could be embedded into the risk and issue management arrangements as an alternative.
Any changes to the Blueprint should be undertaken in liaison with the business architecture team.
The Blueprint itself should be the basis of change control for the programme, with impact assessments of changes being assessed against the programme.
Change control arrangements should be put into place to ensure that any project or operational changes have an impact assessment on the Blueprint. This is often underestimated and is the source of problems when the programme goes into delivery. This could be embedded into the risk and issue management arrangements as an alternative.
Any changes to the Blueprint should be undertaken in liaison with the business architecture team.
The Blueprint itself should be the basis of change control for the programme, with impact assessments of changes being assessed against the programme.
Output:
Impact assessment on draft Monitoring and Control Strategy
Impact assessment on draft Benefits Management Strategy
Senior Responsible Owner
Task:
Check that all the roles have clear defined authority limits and objectives.
Task:
Check that all the roles have clear defined authority limits and objectives.
Guidance:
The Governance arrangements must give you adequate control and visibility of opportunities and potential threats from all directions. If the strategies are well defined and the processes work, your job will be a lot easier. You should also make sure that it is clear how far your accountability goes, and how much of it can be shared with your colleagues on the Sponsoring Group.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
Ensure adherence to corporate standards that may be affected by the programme.
Adapt the programme board governance model to reflect the new governance arrangements.
Review the current project governance and identify opportunities for improvement.
Guidance:
The authority of the Portfolio Board, Programme Board and Project Boards should be clearly defined and put within the broader organisational context of these strategies.
Responsibilities and accountabilities of key individuals should be defined, and how their success will be measured.
The governance of each theme will be affected, these will need to be tested and approved.
Corporate standards and policies should be scanned to ensure compliance.
The theme management strategies will be largely statements of compliance to this framework with explanations of exceptions, this should be tested as part of quality review.
It is important to monitor dependencies and developments on other programmes for opportunities to improve or problems that can be avoided.
Inputs:
Links:
Outputs
Business Change Manager
Task:
Ensure that the governance arrangements support your objectives.
Task:
Ensure that the governance arrangements support your objectives.
Guidance:
This is largely Programme Manager territory, but you must be comfortable your needs will be met by these arrangements. Your role is a key element of the governance arrangements and each strategy should define how you and your part of the business will contribute. Make sure you understand the role of the Change Team.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Complete the benefits management strategy.
Guidance:
The strategy should set out how benefits will be identified and delivered. It should explain what types of benefits are important, how they will be calculated and what will be measured to assure delivery.
The framework currently sets out the standards, types and approaches to delivery. So this could be a straight forward activity to confirm using the standards approach and any deviations to that approach to accommodate any unique aspects of a specific programme.
There should be clarity about the process for managing the change to realise the benefits as an on-going activity.
The BCMs will have a big role in this, but it should be clear how line management roles fit into this as well, as they will be a big responsibility when it comes to delivery.
Inputs:
Documents:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Complete the Stakeholder Management Strategy.
Ensure that project teams are clear on their boundaries for communicating.
Ensure appropriate approval routes for project communications are clearly defined.
Guidance:
The development of the Stakeholder Management Strategy should include input from any organisational communications or public relation groups and their support sought to help with delivery of the actual communications. Their expertise and staff are potentially a valuable resource that the programme can call on.
A set of standards should be put in place to ensure that there is appropriate change control on communications from projects and, also, operational areas.
The strategy development should be relatively straightforward as the framework covers much of the content, the main issue is to identify where the standard needs to be adapted for the needs of this programme.
Inputs:
Documents:
Communications Strategy template
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Produce the governance model with the supporting processes and controls.
Task:
Produce the governance model with the supporting processes and controls.
Guidance:
The Governance arrangements must give you adequate control and visibility of opportunities and potential threats from all directions. If the strategies are well defined and the processes work, your job will be a lot easier. You may be able to use the documentation that has been created by previous programmes and adapt it for your needs.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Complete the programme Management and Control strategy.
Complete the programme Quality and Assurance Strategy.
Complete the Issue Management Strategy.
Place other theme strategies under version control.
Undertake assurance review of theme strategy alignment to the framework.
Impact assessment of the Monitoring and Control Strategy on project and programme controls.
Impact assessment of Quality and Assurance Strategy on existing arrangements.
Impact assessment of the Issue Management Strategy on existing arrangement.
Impact assessment of the information management strategy on existing arrangements.
Guidance:
The governance arrangements are now being assembled for the programme, so a key point is to establish them under version control and assure them for alignment to the framework.
The Issue Management Strategy should be based on the framework approach, so it should be straight forward and identify any specific variations that the programme may need to deploy.
Quality and Assurance strategy should cover how independence of the programme will work once it moves into delivery, and how the quality of programme management will be established, maintained and evaluated. As with other strategies a key component is alignment to the framework and explanation of deviations that are needed specifically for the programme.
The Monitoring and Control Strategy primarily sets out how the programme will monitor and control the projects in terms of setting controls, tolerance and evaluating performance for projects. This should provide quality and success criteria for projects within the programme.
The Information Management Strategy should include information on how the programme will align with the corporate information security policies as well as including details on any variations from the framework standards. This will be particularly an issue when external partners are involved in delivery strategy.
Inputs:
Documents:
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
Complete the risk management strategy.
Consult corporate risk team on the programme approach.
Guidance:
Risk Management Strategy should be designed to define how risks will be managed during delivery, the needs and environment may be different to the design and define stages.
This could be quite a simple step, as the framework guidance should already be in place, the strategy should state this and explain any deviations specific to this programme.
The corporate risk management team should be consulted as part of the strategy development.
This may be integrated into one approach. A key area to focus on is how escalations will work, to ensure that risks are not buried too deeply, and also how risks from the programme will cascade risks down to projects. The other area should be to focus on how aggregation will be measured and monitored.
Inputs:
Documents:
Risk Management Strategy template
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Complete the Resource Management Strategy
Guidance:
The development of the resource management strategy should have been going on for some time, as it begins to emerge once the Blueprint takes shape.
At this point, the formal strategy should be completed, as mentioned before. It needs to take into account resources, other than people that are common across the programme.
One of the key decisions will be whether the programme manages a resource pool for the projects or whether projects take responsibility for their own. The second approach reduces overheads but also reduces the programme control.
Performance metrics on how resource effectiveness will be measured should be defined in the strategy.
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
Complete the Monitoring and Control Strategy
Guidance:
Financial controls and approvals within which the programme will work and function should be included within the Monitoring and Control Strategy. These should define how budgets will be allocated and managed and the levels of authority for individuals within the programme and Project Managers.
Inputs:
Documents:
Links:
Finance & Business Case Techniques Page
Outputs
Portfolio Office
Task:
Each element of the governance model should be formally released and under version control.
Task:
Each element of the governance model should be formally released and under version control.
Guidance:
This is largely Programme Manager territory, but you must feel comfortable that your needs will be met by these arrangements. Your role is a key element of the governance arrangements and each strategy should define how you and your part of the business will contribute. Make sure you understand the role of your Change Team.
Input:
Output:
Theme tasks for Portfolio Office: