Programme Manager Tasks

Design the governance model based on your organisations standard model.

There is a standard model for programme and project structures that should be applied. There may need to be adjustment, liaise with the PMO to check how this can be achieved.

You should also update the Brief documentation to reflect the governance model.

Ensure that the final version of the brief is ready for sign off. 

If the project is being run external of a programme then the control arrangements will need to be put into place.

You will need to facilitate the work to get everyone aligned and signed up to the Vision Statement and brief, maintain version control and an audit trail of processed comments so if there is a need to re-visit this area there will be useful lessons and reference information.

Receive the recommendation from the review, provide any additional information and ensure the schedule to address recommendations is agreed.

You may well need to support the Project Executive with presentation material if they have to present to the Portfolio Board, or additional information about the project.

Once completed the PMO will advise the result of the gate and any issues or recommendations that will need to be dealt with.

Organise the governance for project that may continue beyond the programme closure

Closing the programme is likely to be a project in itself as there will be a lot of information reviewing and closing documentation. You may need a different skill set to the team that delivered the programme. It is important that a good quality Closure Plan is developed, as this will ensure gaps do not appear and critical tasks are undertaken. Finding suitable resources to support the reviews will normally require you to cast your net broadly and you will need the help of the SRO and BCM to find the contributors.

Ensure programme assets are based to appropriate ownership.

You may well have your mind on your next challenge, but the quality of a well-managed programme can be judged by its legacy to the organisation and its stakeholders. As such, you need to apply maximum rigor to delivering a good closure, your reputation depends on it!

It isn't totally unknown for there to be no process for this within the organisation so you will need to research what you need to do as programmes produce lots and lots of data, if you are lucky the Information Management Strategy will already have this element covered.

The big issue to manage is the legal obligations around HR and finances, but you will also need to check out the situation with GDPR if you are holding personal data as a result of the programme.

Ensure that the final version is formally signed off

You will need to facilitate the work to get everyone aligned and signed up to the Vision Statement, maintain version control and an audit trail of processed comments so if there is a need to re-visit this area there will be useful lessons and reference information.

Focus on co-ordinating the work of the various specialist and business groups.

You will need to facilitate this activity and organise any specialist input, e.g. IT or HR. You also need to do the work to pull that documentation together, but the responsibility for the content sits with the BCMs, your role in this is principally co-ordination and conflict resolution. There may also be key requirements developing which apply to all Blueprints.  These need to be captured and base-lined.

Lead the reconfiguration and existing project and new requirement for the blueprint

You should lead this activity and undertake the systematic analysis of the ongoing need for the project. Closed projects will provide you with much needed resources. You will need to set out the criteria and weighting schemes for projects continuing and those that will be culled.  There will also be others that need to change direction. Establishing your credibility with Project Managers will be important, as they are likely to resist changes to their projects if they don't know what the future holds for them.

Create the high level schedule, identifying the critical dependencies and reconfigure the requirements for the Blueprint.

You should lead this activity and undertake the systematic analysis of the ongoing need for the projects. Closed projects will provide you with much needed resources. You will need to set out the criteria and weighting schemes for projects continuing and those that will be culled.  There will also be others that need to change direction. Establishing your credibility with Project Managers will be important, as they are likely to resist changes to their projects if they don't know what the future holds for them.

Ensure that there are tangible options presented to the programme board.

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.

Lead the work to prepare for the decision gate with supporting evidence

If authorised, you will need to start to implement the Design Plan. You will need to ensure that all elements of the decision are auditable and maintained.

Prepare the high level requirements for each project and how it links to the blueprint.

You should be able to develop the Dependency Network so that there is a clear understanding of how the projects fit together and the design is optimised. It is your responsibility to ensure that you have a clear understanding of what projects are required and who is developing them amongst the team. Some Project Managers may start to see the writing on the wall for their projects, so open dialogue is important.

Produce the governance model with the supporting processes and controls.

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.

Pull the various plans together into the definitive document.

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.

Check that the operating model is still valid after the assessment.

Some key checks are that the information in the Blueprint is current, the starting point is still the same or have the goal posts already moved?  Checking that funds are going to be available and that control points for the programme are clearly defined will also help assure delivery.

Formalise the mobilisation arrangements to ensure momentum. 

The mobilisation will largely focus on activating Governance and launching early projects, some may already be in flight. It is worth seeing the launch and establishing of the programme as a project in itself, allocating a Project Manager to ensure it is well run.

Appoint the Project Manager and approve the Project Plans.

You should be appointing the Project Managers and actively engaging with them to ensure that you establish rapport and control of the project. Make sure they understand not only what they have to deliver but also their obligations to the programme.

Track the dependency network for cross project impacts.

Manage exceptions and ensure impact assessments are being managed.

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.

Ensure that options for changes of direction are analysed against the operating models and project dossier.

Provide recommended improvements in process effectiveness and decision making.

Formalise the mobilisation arrangements to ensure momentum.

You will have a key role in managing this review. This is mainly about the direction of the programme which is the domain of the SRO and the BCM. You should look to the SRO and BCM to re-affirm their commitment to the blueprint, Business Case and benefits as part of this review of direction.

This is a very important review for you. As you are responsible for the governance arrangements, this is a good opportunity to stand back and decide if you are using the right approach. What lessons can be learned and how can the governance be improved for the future?

The re-mobilisation will largely focus on activating Governance and launching early projects, some may already be in flight. It is worth seeing the launch and re-establishing of the programme as a project in itself, allocating a Project Manager to ensure it is well run.

Lead the work to prepare for the decision gate with supporting evidence

If authorised, you will need to mobilise the next Tranche programme and deal with any issues that come out of the review.