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:
Deliver a coherent set of plans that will enable the programme Vision to be achieved and for the timescales to be met.
Detail:
Developing the Programme Plan is an extensive and complex piece of work. There are a number of plans that can be integrated into an overarching Programme Plan, or be kept separate. For example, Risk, Change, Resource, Information Management, Quality/Assurance etc.
The value of the Tranches is that you can plan in detail for the first tranche and take a lighter touch to plans for changes that are further down the line.
Governance Structure
Task:
Build assurance reviews formally into the plan and align with Corporate Plans.
Review plans for alignment with the achievement of the programme blueprint.
Update the dependency network.
Update the Tranche gates in the plan.
Task:
Build assurance reviews formally into the plan and align with Corporate Plans.
Review plans for alignment with the achievement of the programme blueprint.
Update the dependency network.
Update the Tranche gates in the plan.
Guidance:
There should be a plan to schedule the recruitment and procurement of personnel to fill the programme structure. This may prove to be a significant constraint that affects the timetable.
At this milestone all the plans should be approved, they will be coming from each of the themes, so the key activity from the governance perspective is to review their viability and interdependencies to ensure that they all fit together and then the programme board should approve them.
A key element of this plan will be the Tranches and ensuring that there are adequate stop/go decisions to enable control to be maintained during delivery.
It is important to monitor dependencies and developments on other programmes for opportunities to improve or problems that can be avoided.
Input:
Programme plans from other programmes
Project Dossier
Tranche Plan
Benefits Management Strategy
Risk Management Strategy
Resource Management Strategy
Stakeholder Management Strategy
Monitoring and Control Strategy
Links:
Output:
Approved programme plans
Management Control
Task:
Ensure there are control gates for projects.
Set the tolerance allocation process for projects.
Establish the reporting processes for existing projects.
Establish version control for theme plans.
Create the Quality and Assurance Plan.
Create the information management plan.
Include the programme controls into the programme plan.
Task:
Ensure there are control gates for projects.
Set the tolerance allocation process for projects.
Establish the reporting processes for existing projects.
Establish version control for theme plans.
Create the Quality and Assurance Plan.
Create the information management plan.
Include the programme controls into the programme plan.
Guidance:
There should be plans to mobilise and manage the Quality and Assurance, Issue Management, Information Management and Monitoring and control strategies.
It is key that the plan includes critical review/break points at which the programme can be checked for business alignment, so that progress and performance can be reviewed.
Theme plans will now be put under change control with regular check points to cover effectiveness and reviews.
The full programme information set should now exist and be under version control.
The Tranche Plan and other plans will merge into the overarching programme plan, which may be a single or multiple documents.
The role of assurance at this point is to ensure that the plans will achieve the blueprint, benefits and meet the standards of the framework.
Input:
Theme strategies
Theme plans
Blueprint for the Programme
Tranche Plan
Dependency network
Links:
Output:
Information Management plan
Quality and assurance plan
Programme Issue Register
Programme plans under version control
Benefits Management
Task:
Review and finalise the benefit profiles.
Review the risk and time aspects of the benefits achievement.
Review the project dossier and individual project plans for timescales.
Create the programme transition plan.
Task:
Review and finalise the benefit profiles.
Review the risk and time aspects of the benefits achievement.
Review the project dossier and individual project plans for timescales.
Create the programme transition plan.
Guidance:
A Benefits Realisation Plan should be constructed from the Benefit Profiles and project dossier
It should take account of project timetables and recognise the lead time between projects delivering and benefits being achieved.
The programme plan will need a transition plan which will be driven by the benefits delivery timescales so should be completed at this point.
Input:
Benefits Realisation Plan
Benefit Profiles
Project Dossier
Documents:
Links:
Output:
Final benefits realisation plan
Transition plan
Stakeholder Management
Task:
Update stakeholder profiles and complete programme communications plans.
Allocate communications activities for the engagement of specific stakeholders.
Develop the programme communications plan to cover future tranches.
Task:
Update stakeholder profiles and complete programme communications plans.
Allocate communications activities for the engagement of specific stakeholders.
Develop the programme communications plan to cover future tranches.
Guidance:
To get to this point there has probably been a communications plan active.
At this point it is formalising the plan as part of the programme plan.
It should now be looking into the future with a high level plan to address future tranches.
Project communications plans should now be integrated into the programme communications plan formally.
The project should be complaint to the Stakeholder and Communications standards in the framework and how the stakeholder cycle will be used by the project.
There should be a definition of how these standards will be achieved and an explanation for any deviation from the standards where this is necessary.
The communications plan should be built from the stakeholder map and for larger or more volatile projects there may be a need to have stakeholder profiles for key groups.
The communication plan should define how stakeholders will be engaged and how their input will be handled.
Input:
Programme Stakeholder Management Strategy
Stakeholder profiles
Communications plan
Documents:
Links:
Output:
Programme communications plan
Planning
Task:
Finalise overarching Programme Plan.
Create the programme Dependency Network.
Align the project plans to the requirements from the programme plans.
Task:
Finalise overarching Programme Plan.
Create the programme Dependency Network.
Align the project plans to the requirements from the programme plans.
Guidance:
The Programme Plan could encapsulate the other plans, but must include details of the Project Dossier delivery. It is essential that a Dependency Network is defined to provide a tool that can be used to track the relationships between projects going forward, without this, it will be very difficult to maintain an overarching picture.
The programme plan will be the dominant factor, it isn’t an assembly of project plans. The programme plan will include the information for the tranches and other contributing information, so the project plans will be developed around the tranches, only the projects in the first tranche will be need to have detailed plans at this stage.
The benefits realisation plan will be a key factor in setting milestones and deadlines for specific project outputs that will enable benefits.
The project plans should be based on the project lifecycle milestones and wherever possible, the project stages should be tied to the end of a programme tranches, as this enables the alignment of controls between the programme and the projects, so if the programme changes direction there are stage control points for the constituents projects.
Output:
Dependency Network
Risk & Issue Management
Task:
Risk management plan should be finalised.
Identify and assess any new risks.
Validate current risk profile.
Task:
Risk management plan should be finalised.
Identify and assess any new risks.
Validate current risk profile.
Guidance:
There will be a lot of interaction with the development of the programme plans from other themes as these will be affecting the risk profile, so the risk mitigation plans are likely to be finalised after the other plans.
There should be a plan to fully mobilise and manage risk and issues for the programme.
Output:
Risk mitigation plans
Resource Management
Task:
Resource management plan should now be finalised.
Allocate resources to initiate specific projects.
Task:
Resource management plan should now be finalised.
Allocate resources to initiate specific projects.
Guidance:
This task specifically requires the output of the programme resource management plan.
This is a very important input to the business case, as it will provide the schedule of resource expenditure over the foreseeable lifetime of the programme.
If this is a long term programme, the level of detail around later Tranches is likely to be vague, however, a resource management plan for the first Tranche is essential.
The plan should be clear on where the resources are coming from and what their management arrangements will be.
A key area of planning should be the dependencies on key resources - physical or human.
The dependency network will illustrate how the project outputs fit together, this will provide the analysis to show where key resources will be required and highlight potential hotspots that will need to be managed.
Output:
Training plans
Finance and Business Case
Task:
Financial management plan should now be finalised.
Task:
Financial management plan should now be finalised.
Guidance:
There should be a financial plan that outlines how and when funds will be made available to the programme. Availability of funds could be a key constraint around which you have to work.
Output:
Commercial
Task:
Procurement plans should now be finalised.
Task:
Procurement plans should now be finalised.
Guidance:
The procurement plan will outline how the commercial strategy will be delivered, this should include procurement of services and assets along with how existing commercial arrangements with suppliers will be changed.
The impact of this on corporate procurement teams and other resources should be clear.
Input:
Output:
Finalise Procurement Plan
Vision & Blueprint
Task:
Ensure that the programme plans are clearly aligned to the Blueprint.
Ensure that there are multiple Tranches defined to enable control
Task:
Ensure that the programme plans are clearly aligned to the Blueprint.
Ensure that there are multiple Tranches defined to enable control
Guidance:
The Vision and the Blueprint can be used as quality control checks to sense check whether the plans will actually deliver the defined capabilities.
The programme plan should be defining how the Blueprint will be developed and how the outcomes will be achieved.
It is often tempting for the programme plan to focus on projects, this must be balanced with plans to release outcomes and benefits during the lifecycle.
These plans should be inherently .linked to the achievement of Blueprint, in particularly, transition and benefits realisation plans.
Output:
Impact assessment on programme blueprint
Senior Responsible Owner
Task:
The plans need to be balanced and coherent, ensure they reflect reality and risk
Task:
The plans need to be balanced and coherent, ensure they reflect reality and risk
Guidance:
You need to be comfortable that the plans are realistic, achievable, and based on good estimation. Make sure there is no optimistic bias based on over enthusiasm. Using reference sites that have done similar programmes before can provide a useful benchmark and sense check. Plans are invariably over optimistic or fail to make allowance for risks and of course, your time, so be cautious about the plan and the estimates that are used to establish it.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
Build assurance reviews formally into the plan and align with Corporate Plans.
Review plans for alignment with the achievement of the programme blueprint.
Update the dependency network.
Update the Tranche gates in the plan.
Guidance:
There should be a plan to schedule the recruitment and procurement of personnel to fill the programme structure. This may prove to be a significant constraint that affects the timetable.
At this milestone all the plans should be approved, they will be coming from each of the themes, so the key activity from the governance perspective is to review their viability and interdependencies to ensure that they all fit together and then the programme board should approve them.
A key element of this plan will be the Tranches and ensuring that there are adequate stop/go decisions to enable control to be maintained during delivery.
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 benefits and business change plans are built into the Programme Plan.
Task:
Ensure that the benefits and business change plans are built into the Programme Plan.
Guidance:
It is critical that enough time is allowed for transition and that realistic benefit realisation timescales are in place. Commitments made now will be expected to be kept once you move into delivery.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Review and finalise the benefit profiles.
Review the risk and time aspects of the benefits achievement.
Review the project dossier and individual project plans for timescales.
Create the programme transition plan.
Guidance:
A Benefits Realisation Plan should be constructed from the Benefit Profiles and project dossier
It should take account of project timetables and recognise the lead time between projects delivering and benefits being achieved.
The programme plan will need a transition plan which will be driven by the benefits delivery timescales so should be completed at this point.
Inputs:
Documents:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Update stakeholder profiles and complete programme communications plans.
Allocate communications activities for the engagement of specific stakeholders.
Develop the programme communications plan to cover future tranches.
Guidance:
To get to this point there has probably been a communications plan active.
At this point it is formalising the plan as part of the programme plan.
It should now be looking into the future with a high level plan to address future tranches.
Project communications plans should now be integrated into the programme communications plan formally.
The project should be complaint to the Stakeholder and Communications standards in the framework and how the stakeholder cycle will be used by the project.
There should be a definition of how these standards will be achieved and an explanation for any deviation from the standards where this is necessary.
The communications plan should be built from the stakeholder map and for larger or more volatile projects there may be a need to have stakeholder profiles for key groups.
The communication plan should define how stakeholders will be engaged and how their input will be handled.
Inputs:
Documents:
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Pull the various plans together into the definitive document.
Task:
Pull the various plans together into the definitive document.
Guidance:
This is major piece of work for you, and you will need the support of the team around you. Ensure that dependencies are identified and factored into the schedule, risks and external dependencies must also be factored in. You will need to challenge the optimism of the planning to the projects and get a really clear understanding of dependencies, internal and external.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Ensure there are control gates for projects.
Set the tolerance allocation process for projects.
Establish the reporting processes for existing projects.
Establish version control for theme plans.
Create the Quality and Assurance Plan.
Create the information management plan.
Include the programme controls into the programme plan.
Guidance:
There should be plans to mobilise and manage the Quality and Assurance, Issue Management, Information Management and Monitoring and control strategies.
It is key that the plan includes critical review/break points at which the programme can be checked for business alignment, so that progress and performance can be reviewed.
Theme plans will now be put under change control with regular check points to cover effectiveness and reviews.
The full programme information set should now exist and be under version control.
The Tranche Plan and other plans will merge into the overarching programme plan, which may be a single or multiple documents.
The role of assurance at this point is to ensure that the plans will achieve the blueprint, benefits and meet the standards of the framework.
Inputs:
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
Risk management plan should be finalised.
Identify and assess any new risks.
Validate current risk profile.
Guidance:
There will be a lot of interaction with the development of the programme plans from other themes as these will be affecting the risk profile, so the risk mitigation plans are likely to be finalised after the other plans.
There should be a plan to fully mobilise and manage risk and issues for the programme.
Inputs:
Documents:
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Resource management plan should now be finalised.
Allocate resources to initiate specific projects.
Guidance:
This task specifically requires the output of the programme resource management plan.
This is a very important input to the business case, as it will provide the schedule of resource expenditure over the foreseeable lifetime of the programme.
If this is a long term programme, the level of detail around later Tranches is likely to be vague, however, a resource management plan for the first Tranche is essential.
The plan should be clear on where the resources are coming from and what their management arrangements will be.
A key area of planning should be the dependencies on key resources - physical or human.
The dependency network will illustrate how the project outputs fit together, this will provide the analysis to show where key resources will be required and highlight potential hotspots that will need to be managed.
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
Financial management plan should now be finalised.
Guidance:
There should be a financial plan that outlines how and when funds will be made available to the programme. Availability of funds could be a key constraint around which you have to work.
Inputs:
Documents:
Identifying and Controlling Costs how2guide
Links:
Finance & Business Case Techniques Page
Outputs
Portfolio Office
Task:
Start the reporting and control procedures based on these plans.
Task:
Start the reporting and control procedures based on these plans.
Guidance:
Lessons from other programmes and any standard tools for estimating should be provided to the programme team.
Input:
Output:
Theme tasks for Portfolio Office: