Delivering the Tranches |
 Managing the Tranches is the combination of processes and activities which keeps the balance between the rates of potential change being delivered by projects with the ability of the organisational to absorb that change. The activities are designed to ensure that controls are in place and working. They also focus on ensuring that the programme remains aligned to the organisations strategic direction. Problems with projects and realising the benefits are managed at this level. |
Objective:
Ensure that the right projects are being delivered, using the most effective and efficient approaches, to enable the delivery Blueprint and timely release of benefits.
Detail:
This Managing the Tranche activity is where the escalations from Delivering the Capability will appear and reports from the projects will be reviewed.
This activity may well cover interventions, scope changes or even realignment of work streams. The focus is to ensure optional delivery of projects.
Governance Structure
Task:
Ensure that project governance complies with corporate and programme standards.
Review the internal governance arrangements and action lessons learned.
Ensure that the programme board is maintaining alignment with strategic goals.
Assure that the business change plans are in place and effective.
Identify opportunities for framework improvement.
Schedule and manage gate reviews for projects.
Track gate review trends.
Organise assurance reviews of the programme.
Ensure that project and programme lessons learned are being actioned.
Update corporate standards to reflect the new operating status.
Task:
Ensure that project governance complies with corporate and programme standards.
Review the internal governance arrangements and action lessons learned.
Ensure that the programme board is maintaining alignment with strategic goals.
Assure that the business change plans are in place and effective.
Identify opportunities for framework improvement.
Schedule and manage gate reviews for projects.
Track gate review trends.
Organise assurance reviews of the programme.
Ensure that project and programme lessons learned are being actioned.
Update corporate standards to reflect the new operating status.
Guidance:
Project teams should be in place and the control arrangements for projects should be integrated with the programme structures.
Roles and responsibilities for managing the programme should be clearly in place. There will inevitably be people coming and going, this will need to be managed and improvement and adjustments to the Organisational Design made as appropriate.
If any transitional risks were being monitored, then these should now be mitigated.
Preparation for any contract migrations and consolidation should be considered along with warranty arrangements.
Input:
Programme governance arrangements
Project gate reviews
Gate reviews from other programmes
Blueprint for the Programme
Programme plans
Links:
Output:
Approval of the achievement of the major capability
Changes to governance arrangements during the transition to the outcome
Management Control
Task:
Initiate quality reviews of project outputs and performance.
Review and identify lessons from effect of the programme controls.
Manage project escalations.
Manage the dependency network to track the programme critical path.
Manage project escalations.
Track effectiveness of project controls and compliance to framework standards.
Track and control inter programme dependencies.
Undertake an assurance review of the testing plan to confirm all elements are in place.
Maintain configuration and change controls.
Monitor impact on physical assets performance.
Task:
Initiate quality reviews of project outputs and performance.
Review and identify lessons from effect of the programme controls.
Manage project escalations.
Manage the dependency network to track the programme critical path.
Manage project escalations.
Track effectiveness of project controls and compliance to framework standards.
Track and control inter programme dependencies.
Undertake an assurance review of the testing plan to confirm all elements are in place.
Maintain configuration and change controls.
Monitor impact on physical assets performance.
Guidance:
The programme will need to satisfy itself that the quality of the output from the projects meets the quality criteria and that the performance of suppliers is to the required level.
The programme should be initiating Quality Reviews and health checks of the projects to ensure that the standards are being met and the delivery is optimised.
The programme processes should be monitored to ensure they are operating optimally. It is easy for programmes to start to drift towards autonomy as the drive to deliver takes over.
Reviews of all aspects of governance should be undertaken on a regular basis to ensure that the programme is using the latest tools and techniques, staff competencies are adequate and the processes provide adequate but efficient control.
Information audits should be undertaken to ensure that the integrity and accuracy is being maintained to ensure the programme can make timely decisions.
Additionally, reviews should check the quality of the release processes for documents and that the stakeholders have the right versions.
The new capability should now be in place and working. The management of defects should now be taken on by the corporate, specialist or operational teams for resolution with the supplier.
Review issues to ensure all operational issues have been resolved. Once transition is completed and outcome performance has been achieved, it is necessary to consider what will happen to outstanding issues.
Ownership will need to be allocated to residual members of the project team, corporate contracts or the operations depending on how the capability will be managed.
Input:
Programme governance strategies
Business performance reports
Project definition information
Project controls document
Project quality reports
Programme Issue Register
Programme plans
Project progress reports
Dependency network
Links:
Output:
Project assurance reviews
Programme issue register
Dependency network
Programme plans
Change requests for projects
Benefits Management
Task:
Track the benefit impact of deliverables and business change.
Review the effectiveness of business performance metrics and benefits forecast confidence.
Ensure that the change plans minimise the potential dis-benefits during transition.
Track the business performance metrics for evidence of benefits being released or risk increasing.
Review the effectiveness of requirements management within projects.
Record benefits achieved at this point and validate future plans.
Task:
Track the benefit impact of deliverables and business change.
Review the effectiveness of business performance metrics and benefits forecast confidence.
Ensure that the change plans minimise the potential dis-benefits during transition.
Track the business performance metrics for evidence of benefits being released or risk increasing.
Review the effectiveness of requirements management within projects.
Record benefits achieved at this point and validate future plans.
Guidance:
Most of the focus up to this point will have been on project delivery, now that the capability has been achieved the transition plans will now be activated to realise the benefits
The progress of projects should be monitored with close reference to the Benefits Realisation Plan and Benefits Register. Business transition will be dependent on key outputs rather than the whole project being on time, so having a good understanding of the project schedule will be key to benefit realisation activities.
The project close reports will help identify issues that could impact on the benefits realisation during this tranche.
Much of the realisation activity will be taking place within the Realising Benefits process. At the programme level there should be monitoring of the progress of change. The focus will change as the tranche progresses from monitoring current performance, to assessing stability and on to tracking improvements. At this point the effectiveness of the Benefits Management Strategy and the alignment to the plan should be managed. Deviations should be escalated.
The achievement of the outcomes and re-stabilised operations means that the focus should now move to ensuring that the benefits are identified and actions taken to release them.
Ensure that all positive effects have been recorded, it is possible that some of the benefits will not be achieved, so it is important to record any benefits achieved at this point.
Input:
Project close reports
Benefits Realisation Plan
Benefit Profiles
Transition Plan
Links:
Output:
Benefit achievements approved
Stakeholder Management
Task:
Ensure project and programme communications plans are synchronised.
Review the effectiveness of stakeholder tracking and impact of the communications plan.
Maintain regular bulletins.
Deliver launch or major announcement events.
Track stakeholder profiles and perceptions.
Monitor and action stakeholder feedback.
Activate communications to acknowledge the achievements to date.
Task:
Ensure project and programme communications plans are synchronised.
Review the effectiveness of stakeholder tracking and impact of the communications plan.
Maintain regular bulletins.
Deliver launch or major announcement events.
Track stakeholder profiles and perceptions.
Monitor and action stakeholder feedback.
Activate communications to acknowledge the achievements to date.
Guidance:
Stakeholders should be notified of project progress as there will be good news stories that will help maintain programme commitment. Care should be taken that programme communications integrate with the local project communications activities to ensure there is no overlap or conflict in the messages being sent.
Key stakeholders can get burn out if they are over communicated with.
The Stakeholder Profiles should be maintained and reviewed. The individual stakeholder group profiles will be changing and information about them should be updated on a regular basis, a monthly review would be appropriate.
The information to maintain these profiles needs to be tested for accuracy.
The Communications Plan should be active, with clear and consistent messages being delivered effectively.
Feedback should be monitored for levels of resistance changing or reflecting ineffective communications.
The feedback from stakeholders to communications should be monitored to check perceptions - a successful project delivery does not necessarily equate to happy stakeholders.
The achievement of the outcomes is a reason for positive communications and heralding of achievements, but be sensitive to stakeholder perceptions.
Input:
Programme Stakeholder Management Strategy
Stakeholder profiles
Communications plan
Links:
Output:
Updated Programme communications plan
Updated stakeholder profiles
Planning
Task:
Monitor and optimise delivery schedules and manage dependencies.
Review accuracy of planning and project tolerances. Adjust if necessary.
Monitor the effectiveness of the planning standards for project.
Identify opportunities for project delivery optimisation.
Ensure risks relating to the schedule are being mitigated.
Develop transition plans.
Confirm acceptance of relevant project outputs.
Review schedule and product descriptions to ensure the full capability has been delivered.
Task:
Monitor and optimise delivery schedules and manage dependencies.
Review accuracy of planning and project tolerances. Adjust if necessary.
Monitor the effectiveness of the planning standards for project.
Identify opportunities for project delivery optimisation.
Ensure risks relating to the schedule are being mitigated.
Develop transition plans.
Confirm acceptance of relevant project outputs.
Review schedule and product descriptions to ensure the full capability has been delivered.
Guidance:
Ensure progress reporting into the programme against key milestones and, in particular, against the delivery of the outputs on which other projects are dependent. The programme should be part of the project gate reviews; these should be linked to the major outputs required by the programme if possible. Escalations and decisions from the projects should only occur when they are going out of tolerance or impact the Dependency Network and overall schedule.
The programme controls should be in place and generating progress reports which enable the programme to be steered in the right direction. Monitoring of projects to ensure they are remaining within tolerance should be part of the regular routine of the programme. Ensure internal specialist roles are providing the added value anticipated. Resources should be procured in line with the Resource Management Strategy and the activities being undertaken to manage the supply chain should be in line with the Resources Management Plan.
This is the point where the project delivery is coming to an end, so the Project Plan should now be completed as the capability moves into usage. Lessons learned should be documented and submitted to the Portfolio/Programme Office.
Output:
Risk & Issue Management
Task:
Track programme level impacts of aggregating project risks.
Review risk management effectiveness and implement improvements.
Regular review of strategic risk for new or changing causes.
Review the effectiveness of project risk processes.
Update the programme risk profile at each programme board.
Close off risks relating to transitional service stability.
Task:
Track programme level impacts of aggregating project risks.
Review risk management effectiveness and implement improvements.
Regular review of strategic risk for new or changing causes.
Review the effectiveness of project risk processes.
Update the programme risk profile at each programme board.
Close off risks relating to transitional service stability.
Guidance:
Most of the energy will be focused on project risks and issues. It is important that the programme focuses on aggregating risk and monitoring for similar risks developing across the projects or threats to interdependencies developing. For example, operational risks will be developing that threaten the need or timescales of the projects.
The monitoring of risk should be a continuous process which scans the environment from 4 perspectives - programme, project, operational and strategic (threats and opportunities). Fluctuations of individual risks should be monitored against aggregated threats to the programme. Issue and change control should use the same four perspectives and the focus on resolution must be maintained to stop the programme being overrun with issues.
The project related risks should now be closing down but there will still be those which affect working practices, operational stability and performance. These should be moved to the operational Risk Register.
The corporate Risk Register may also be updated as the achievement of the new way of working may mitigate a corporate risk that was part of the Business Case justification.
Output:
Risk management effectiveness review
Resource Management
Task:
Track and optimise the use of resources across the projects and programme.
Review effectiveness of resource management, productivity and optimise.
Monitor the quality and provision of in-house resources.
Monitor the performance of teams and assets against projections.
Intervene as needed on performance issues.
Conduct regular supply chain reviews and identify improvement opportunities.
Balance resources between projects to maintain momentum
Task:
Track and optimise the use of resources across the projects and programme.
Review effectiveness of resource management, productivity and optimise.
Monitor the quality and provision of in-house resources.
Monitor the performance of teams and assets against projections.
Intervene as needed on performance issues.
Conduct regular supply chain reviews and identify improvement opportunities.
Balance resources between projects to maintain momentum
Guidance:
This is a major delivery point for projects, so it may be a point where there is a reallocation of resources between projects.
The lead up to this point will involve the day to day management of resources within the programme, so there will now be information on productivity and effectiveness of teams and individuals.
This information should be factored into the resource management review at this point to identify lessons and what the impact of those are likely to be on future Tranches.
Most of the lessons at this stage are likely to be related to project resources. The focus will now shift to transition resources and the services change to achieve the outcomes. Therefore carefully check transition plans to minimise potential performance risks.
Input:
Supplier performance data
Individual and team performance data
Resource Management Plan
Resource Management Strategy
Links:
Output:
Resource Management Strategy review
Transition plans authorised
Finance and Business Case
Task:
Track and optimise the use of finances across the projects and programme.
Review effectiveness of financial forecasting and address causes of weakness.
Monitor and manage project financial performance.
Programme business progress should be reported to each programme board.
Monitor for opportunities to optimise financial performance.
Update budget information to reflect actual costs at this stage.
Task:
Track and optimise the use of finances across the projects and programme.
Review effectiveness of financial forecasting and address causes of weakness.
Monitor and manage project financial performance.
Programme business progress should be reported to each programme board.
Monitor for opportunities to optimise financial performance.
Update budget information to reflect actual costs at this stage.
Guidance:
The tolerances for achieving the Projects will be set within the Business Case and these will need to be regularly managed and reviewed. In addition, there should be regular liaison with the financial functions to ensure that anticipated funds are going to be available in accordance with the plan, or to make adjustments if this is the case.
The budget for the programme will be defined within the Business Case. Tight controls of expenditure at the programme and project levels should be maintained and approvals for expenditure should be in line with organisational approval levels. The monitoring should be of the aggregated performance against expenditure as well as the individual projects. It is critical that expenditure is measured in line with achievements, under spends can be as serious as overspends.
Final transition costs should now be available and reflect the total cost of the projects.
Output:
Commercial
Task:
Track and optimise the utilisation of the supply chain across the projects and programme.
Monitor commercial performance of suppliers for compliance to contracts
Activate supplier release plans.
Monitor project quality reviews for supplier performance.
Task:
Track and optimise the utilisation of the supply chain across the projects and programme.
Monitor commercial performance of suppliers for compliance to contracts
Activate supplier release plans.
Monitor project quality reviews for supplier performance.
Guidance:
This is the day to day management of two sets of suppliers.
For those that are core to delivery of the projects and programmes, this could be monitoring in terms of resource and services of any kind.
The other is monitoring the performance of existing suppliers to ensure that services are maintained during the delivery of the outcomes.
Input:
Output:
Vision & Blueprint
Task:
Undertake independent review of project output alignment to the Blueprint for deviation.
Deliver an effective capability through the control and optimisation of projects.
Task:
Undertake independent review of project output alignment to the Blueprint for deviation.
Deliver an effective capability through the control and optimisation of projects.
Guidance:
The Vision Statement should be monitored - the programme should not change the statement but ensuring the programme remains aligned and true to the vision is essential. If the vision is no longer viable, then the existence of the programme should be challenged. The environment around the programme will be changing, this will cause changes in the direction of the organisation and as such the Blueprint should be under occasional review (quarterly) to ensure that intermediate and end Blueprints are still valid and required. Business opportunities to change the programme, including exploitation of new opportunities to increase or decrease the ambition of the organisation, would require a formal change to the Blueprint and an impact assessment of the consequences.
The capability is likely to come through a number of projects and includes the creation of the business capability to cope with the change and transition that is pending.
There should be careful reviews of transition plans and how outcomes were achieved to identify opportunities for improvement
Input:
Blueprint for the Programme
Business Performance Data
Project Gate Reviews
Output:
Senior Responsible Owner
Task:
Ensure appropriate decision making is in place and you are authorising major changes.
Ensure that appropriate controls are working optimally to maintain control.
Task:
Ensure appropriate decision making is in place and you are authorising major changes.
Ensure that appropriate controls are working optimally to maintain control.
Guidance:
It is most likely that the programme costs will run out of control at the project level. You should not be involved with the day to day activities of the projects, but you should be keeping a close eye on costs in relation to the delivery of the outputs to construct the blueprint. Maintain sight of the direction of travel for the programme to ensure it is in line with business strategy.
It is important that you do not get dragged down into the detail as problems will be arising. The Programme Manager should resolve day to day delivery issues (however you being available to offer support is key). A weekly briefing from the Programme Manager and the BCM's is good practice and will help you keep your finger on the pulse of the programme.
Input:
Output:
Theme tasks for Senior Responsible Owner:
Governance Structure
Task:
Ensure that project governance complies with corporate and programme standards.
Review the internal governance arrangements and action lessons learned.
Ensure that the programme board is maintaining alignment with strategic goals.
Assure that the business change plans are in place and effective.
Identify opportunities for framework improvement.
Schedule and manage gate reviews for projects.
Track gate review trends.
Organise assurance reviews of the programme.
Ensure that project and programme lessons learned are being actioned.
Update corporate standards to reflect the new operating status.
Guidance:
Project teams should be in place and the control arrangements for projects should be integrated with the programme structures.
Roles and responsibilities for managing the programme should be clearly in place. There will inevitably be people coming and going, this will need to be managed and improvement and adjustments to the Organisational Design made as appropriate.
If any transitional risks were being monitored, then these should now be mitigated.
Preparation for any contract migrations and consolidation should be considered along with warranty arrangements.
Inputs:
Links:
Outputs
Business Change Manager
Task:
Track project changes for impact on the benefit release plans.
Ensure that change plans are in place and being managed by the Change Teams.
Task:
Track project changes for impact on the benefit release plans.
Ensure that change plans are in place and being managed by the Change Teams.
Guidance:
You should stay in close contact with the business representatives on the various project boards or steering groups to ensure you are maintaining your intelligence about what the operational issues are. You should also be actively preparing the business for the changes that the projects will be delivering for you.
Your key focus should be on preparing the organisation for change by ensuring effective stakeholder engagement, monitoring of the business stability and ensuring that the future state for the organisation is achievable and desirable. The Governance framework should be providing you with the information to enable your decision making and identify problems.
Input:
Output:
Theme tasks for Business Change Manager:
Benefits Management
Task:
Track the benefit impact of deliverables and business change.
Review the effectiveness of business performance metrics and benefits forecast confidence.
Ensure that the change plans minimise the potential dis-benefits during transition.
Track the business performance metrics for evidence of benefits being released or risk increasing.
Review the effectiveness of requirements management within projects.
Record benefits achieved at this point and validate future plans.
Guidance:
Most of the focus up to this point will have been on project delivery, now that the capability has been achieved the transition plans will now be activated to realise the benefits
The progress of projects should be monitored with close reference to the Benefits Realisation Plan and Benefits Register. Business transition will be dependent on key outputs rather than the whole project being on time, so having a good understanding of the project schedule will be key to benefit realisation activities.
The project close reports will help identify issues that could impact on the benefits realisation during this tranche.
Much of the realisation activity will be taking place within the Realising Benefits process. At the programme level there should be monitoring of the progress of change. The focus will change as the tranche progresses from monitoring current performance, to assessing stability and on to tracking improvements. At this point the effectiveness of the Benefits Management Strategy and the alignment to the plan should be managed. Deviations should be escalated.
The achievement of the outcomes and re-stabilised operations means that the focus should now move to ensuring that the benefits are identified and actions taken to release them.
Ensure that all positive effects have been recorded, it is possible that some of the benefits will not be achieved, so it is important to record any benefits achieved at this point.
Inputs:
Links:
Benefits Management Techniques Page
Outputs
Stakeholder Management
Task:
Ensure project and programme communications plans are synchronised.
Review the effectiveness of stakeholder tracking and impact of the communications plan.
Maintain regular bulletins.
Deliver launch or major announcement events.
Track stakeholder profiles and perceptions.
Monitor and action stakeholder feedback.
Activate communications to acknowledge the achievements to date.
Guidance:
Stakeholders should be notified of project progress as there will be good news stories that will help maintain programme commitment. Care should be taken that programme communications integrate with the local project communications activities to ensure there is no overlap or conflict in the messages being sent.
Key stakeholders can get burn out if they are over communicated with.
The Stakeholder Profiles should be maintained and reviewed. The individual stakeholder group profiles will be changing and information about them should be updated on a regular basis, a monthly review would be appropriate.
The information to maintain these profiles needs to be tested for accuracy.
The Communications Plan should be active, with clear and consistent messages being delivered effectively.
Feedback should be monitored for levels of resistance changing or reflecting ineffective communications.
The feedback from stakeholders to communications should be monitored to check perceptions - a successful project delivery does not necessarily equate to happy stakeholders.
The achievement of the outcomes is a reason for positive communications and heralding of achievements, but be sensitive to stakeholder perceptions.
Inputs:
Links:
Stakeholder Management Techniques Page
Outputs
Programme Manager
Task:
Track the dependency network for cross project impacts.
Manage exceptions and ensure impact assessments are being managed.
Task:
Track the dependency network for cross project impacts.
Manage exceptions and ensure impact assessments are being managed.
Guidance:
It is important that you do not become the senior Project Manager and fixer, it is your job to stay above the detail and monitor the environment, the Dependency Network is your key tool for managing progress and the inter relationships between the projects which will enable you to maintain the direction of the programme in line with the plan.
The governance strategies should be underpinning much of what you do. There is a temptation to abandon the well thought out processes when the pressure comes, however, process prevents panic and you have a leadership role to play in keeping the team focused on using a structured approach to deliver the programme goals.
Input:
Output:
Theme tasks for Programme Manager:
Management Control
Task:
Initiate quality reviews of project outputs and performance.
Review and identify lessons from effect of the programme controls.
Manage project escalations.
Manage the dependency network to track the programme critical path.
Manage project escalations.
Track effectiveness of project controls and compliance to framework standards.
Track and control inter programme dependencies.
Undertake an assurance review of the testing plan to confirm all elements are in place.
Maintain configuration and change controls.
Monitor impact on physical assets performance.
Guidance:
The programme will need to satisfy itself that the quality of the output from the projects meets the quality criteria and that the performance of suppliers is to the required level.
The programme should be initiating Quality Reviews and health checks of the projects to ensure that the standards are being met and the delivery is optimised.
The programme processes should be monitored to ensure they are operating optimally. It is easy for programmes to start to drift towards autonomy as the drive to deliver takes over.
Reviews of all aspects of governance should be undertaken on a regular basis to ensure that the programme is using the latest tools and techniques, staff competencies are adequate and the processes provide adequate but efficient control.
Information audits should be undertaken to ensure that the integrity and accuracy is being maintained to ensure the programme can make timely decisions.
Additionally, reviews should check the quality of the release processes for documents and that the stakeholders have the right versions.
The new capability should now be in place and working. The management of defects should now be taken on by the corporate, specialist or operational teams for resolution with the supplier.
Review issues to ensure all operational issues have been resolved. Once transition is completed and outcome performance has been achieved, it is necessary to consider what will happen to outstanding issues.
Ownership will need to be allocated to residual members of the project team, corporate contracts or the operations depending on how the capability will be managed.
Inputs:
Links:
Management Control Techniques Page
Outputs
Risk & Issue Management
Task:
Track programme level impacts of aggregating project risks.
Review risk management effectiveness and implement improvements.
Regular review of strategic risk for new or changing causes.
Review the effectiveness of project risk processes.
Update the programme risk profile at each programme board.
Close off risks relating to transitional service stability.
Guidance:
Most of the energy will be focused on project risks and issues. It is important that the programme focuses on aggregating risk and monitoring for similar risks developing across the projects or threats to interdependencies developing. For example, operational risks will be developing that threaten the need or timescales of the projects.
The monitoring of risk should be a continuous process which scans the environment from 4 perspectives - programme, project, operational and strategic (threats and opportunities). Fluctuations of individual risks should be monitored against aggregated threats to the programme. Issue and change control should use the same four perspectives and the focus on resolution must be maintained to stop the programme being overrun with issues.
The project related risks should now be closing down but there will still be those which affect working practices, operational stability and performance. These should be moved to the operational Risk Register.
The corporate Risk Register may also be updated as the achievement of the new way of working may mitigate a corporate risk that was part of the Business Case justification.
Inputs:
Links:
Risk & Issue Management Techniques Page
Outputs
Resource Management
Task:
Track and optimise the use of resources across the projects and programme.
Review effectiveness of resource management, productivity and optimise.
Monitor the quality and provision of in-house resources.
Monitor the performance of teams and assets against projections.
Intervene as needed on performance issues.
Conduct regular supply chain reviews and identify improvement opportunities.
Balance resources between projects to maintain momentum
Guidance:
This is a major delivery point for projects, so it may be a point where there is a reallocation of resources between projects.
The lead up to this point will involve the day to day management of resources within the programme, so there will now be information on productivity and effectiveness of teams and individuals.
This information should be factored into the resource management review at this point to identify lessons and what the impact of those are likely to be on future Tranches.
Most of the lessons at this stage are likely to be related to project resources. The focus will now shift to transition resources and the services change to achieve the outcomes. Therefore carefully check transition plans to minimise potential performance risks.
Inputs:
Links:
Resource Management Techniques Page
Outputs
Finance and Business Case
Task:
Track and optimise the use of finances across the projects and programme.
Review effectiveness of financial forecasting and address causes of weakness.
Monitor and manage project financial performance.
Programme business progress should be reported to each programme board.
Monitor for opportunities to optimise financial performance.
Update budget information to reflect actual costs at this stage.
Guidance:
The tolerances for achieving the Projects will be set within the Business Case and these will need to be regularly managed and reviewed. In addition, there should be regular liaison with the financial functions to ensure that anticipated funds are going to be available in accordance with the plan, or to make adjustments if this is the case.
The budget for the programme will be defined within the Business Case. Tight controls of expenditure at the programme and project levels should be maintained and approvals for expenditure should be in line with organisational approval levels. The monitoring should be of the aggregated performance against expenditure as well as the individual projects. It is critical that expenditure is measured in line with achievements, under spends can be as serious as overspends.
Final transition costs should now be available and reflect the total cost of the projects.
Inputs:
Links:
Finance & Business Case Techniques Page
Outputs
Project Executive
Task:
Authorise the achievement of the Programme Blueprint being in place.
Task:
Authorise the achievement of the Programme Blueprint being in place.
Guidance:
This is the point where the operational change has been delivered and the organisational is now stabilising.
The outcomes are when the blueprint comes to life.
You will be expected to sign off releasing staff from the project to move back into business as usual.
This is an opportunity to communicate the achievements that should not be missed, or if the outcomes have been disappointing acknowledge the situation and be upfront about it.
Input:
Output:
Theme tasks for Project Executive:
Senior User
Task:
Sign off the final acceptance of the operating model on behalf of the business operations and ensure that the new working practices and processes are in place to meet the objectives.
Task:
Sign off the final acceptance of the operating model on behalf of the business operations and ensure that the new working practices and processes are in place to meet the objectives.
Guidance:
Ensure that the new working practices and processes are in place and stable.
When you sign off this step the support resources will begin to be withdrawn.
This is a big step for you as you are accepting that the operating model has been achieved and things are working as designed in the operating model.
Seek to include as many of the operational managers in the consultation process that leads to you signing this off.
Ensure that if there are outstanding issues that they are captured in the issue register with a plan to resolve.
Input:
Output:
Theme tasks for Senior User:
Project Manager
Task:
You should focus on formal sign off that the objectives of the project have been achieved so far.
Task:
You should focus on formal sign off that the objectives of the project have been achieved so far.
Guidance:
The major parts of the project are now completed and there will be a stabilising period.
Once signed off, you should be looking to re allocate staff to other projects or releasing them back to the business operations.
Ensure that appropriate HR procedures are being followed and records relating to staff are updated.
Structured closure of the project and effective communication is an effective way of snatching victory from the jaws of defeat, so proceed with care.
All lessons should be documented and included in the closure report.
Input:
Output:
Theme tasks for Project Manager:
Senior Supplier
Task:
Complete acceptance sign off for the services and assets.
Schedule any defect rectification with guaranteed timescales.
Task:
Complete acceptance sign off for the services and assets.
Schedule any defect rectification with guaranteed timescales.
Guidance:
The capability you have supplied should now be in service and stable.
You should look to provide a managed transition into business as usual support and ensure that your organisation provide the service levels as agreed.
You should seek to share any lessons learned with the project team to ensure they are aware for future projects in both organisations.
Input:
Output:
Theme tasks for Senior Supplier:
Portfolio Office
Task:
Track project progress and manage exceptions and dependencies.
Track governance effectiveness and raise issues where needed.
Check business performance.
Task:
Track project progress and manage exceptions and dependencies.
Track governance effectiveness and raise issues where needed.
Check business performance.
Guidance:
You have a key role to play in providing assurance and quality reviews of the projects performance and their outputs to ensure the organisation is getting what it pays for and that they are complying with the organisation's standards.
You will be involved with collecting, sifting and analysing the performance data as well as supporting the reporting process. It is important to continually seek to improve the quality of the way this information is communicated. Less can be worth more!
The Programme/Portfolio Office should be checking that the project has achieved its objectives and the business requirements have been delivered, this review will be the trigger to start the closure so all parties should be satisfied with the results.
Input:
Output:
Theme tasks for Portfolio Office:
Head of Business Change
Task:
Business change team should sign off completion of their transition plans.
Task:
Business change team should sign off completion of their transition plans.
Guidance:
The transition should now be completed and there should be a withdrawal plan for the resources.
Input:
Output:
Theme tasks for Head of Business Change: