Managing successful programmes 2011

Managing Successful Programmes......Page 1
 Contents......Page 5
 List of figures......Page 9
 List of tables......Page 11
 Foreword......Page 12
 Acknowledgements......Page 13
 Part 1 Introduction and programme management principles......Page 15
  1.2 What is a programme?......Page 19
  1.3 What is programme management?......Page 20
  1.5 The programme management environment......Page 21
  1.6 Types of programme......Page 22
  Figure 1.4 Programme impact matrix......Page 23
  1.8 When to use MSP......Page 24
  Figure 1.5 MSP’s relationship with other Best Management Practice guides......Page 25
  1.10 Some MSP terminology......Page 26
  1.11 How to use this guide......Page 27
   2.2.1 Remaining aligned with corporate strategy......Page 31
   2.2.2 Leading change......Page 32
   2.2.4 Focusing on the benefits and threats to them......Page 34
   2.2.6 Designing and delivering a coherent capability......Page 35
   2.2.7 Learning from experience......Page 36
 Part 2 The governance themes......Page 37
  Figure 3.1 The MSP governance themes overview......Page 41
  3.2 Integrating programme management into the organization control framework......Page 42
  Table 3.1 Relationship between programme management strategies and delivery mechanisms......Page 43
  Table 3.2 Interaction between governance themes and transformational flow – Identifying a Programme......Page 44
  3.5 The key roles......Page 45
  Figure 4.1 Overview of how programme organization fits into MSP......Page 49
  4.4 Programme structure......Page 50
   4.5.2 Responsibilities of the sponsoring group......Page 51
   4.6.1 Responsibilities of the senior responsible owner......Page 52
   Figure 4.3 Senior responsible owner and the programme board......Page 53
   4.8.1 Responsibilities of the programme manager......Page 54
  4.9 Business change manager......Page 55
   Figure 4.4 Multiple BCMs reporting to the SRO......Page 56
   4.9.2 Key attributes of the business change manager......Page 57
   Figure 4.5 Business change authority representing multiple BCMs......Page 58
  Figure 4.6 Complex structure with BCA and BCM reporting to the SRO......Page 59
  4.13 Additional governance roles......Page 60
   Figure 4.7 Integrating project organizations......Page 61
  4.15 Programme organization within the transformational flow......Page 62
   4.15.3 Managing the Tranches......Page 63
  Table 4.1 Programme organization and the key roles......Page 64
  5.1 Introduction......Page 67
  5.3 Developing and maintaining the vision statement......Page 68
   5.4.2 Defining a Programme......Page 69
  Table 5.1 Vision and the key roles......Page 70
  6.1 Introduction......Page 73
  6.3 Leadership......Page 74
  6.4 Business change management......Page 75
  6.5 Comunications with the projects and other programmes......Page 76
   Figure 6.3 Stakeholder engagement cycle......Page 77
   6.6.2 Creating and analysing stakeholder profiles (‘Why?’ and ‘What?’)......Page 78
   Table 6.3 Example of a stakeholder map for a sports complex programme......Page 79
   6.6.3 (Re)defining the stakeholder engagement strategy (‘How?’)......Page 80
   6.6.4 Planning the engagements (‘When?’)......Page 81
   6.6.6 Measuring effectiveness (‘Results’)......Page 83
   6.7.4 Delivering the Capability......Page 84
  6.8 The key roles......Page 85
  Table 6.5 Leadership and stakeholder engagement and the key roles......Page 86
  7.1 Introduction......Page 89
  Figure 7.2 Strategic context of benefits management within a programme......Page 90
  Figure 7.3 Benefits management interfaces......Page 91
  7.3 Benefits categorization......Page 92
   7.3.1 Value......Page 93
   7.3.4 Stakeholder impact......Page 94
   7.3.6 Level of risk......Page 95
   7.4.1 Identify benefits......Page 96
   Figure 7.7 Benefits map: new HR system example......Page 97
   7.4.2 Plan benefits realization......Page 99
   7.4.3 Deliver benefits realization......Page 100
   7.4.4 Benefits reviews......Page 101
   7.6.2 Defining a Programme......Page 102
  7.7 The key roles......Page 103
  Table 7.3 Benefits management and the key roles......Page 104
  8.1 Introduction......Page 107
  8.2 Blueprint design......Page 108
   Figure 8.2 Relationship between blueprint, outputs and outcomes......Page 109
  8.3 Designing the blueprint delivery......Page 110
   8.3.2 Optimizing the approach......Page 111
   8.3.3 Step changes through tranches......Page 112
   Figure 8.5 How the final blueprint is delivered via step changes in tranches......Page 114
   Figure 8.6 Example of a programme schedule......Page 115
   8.4.3 Managing the Tranches......Page 116
  8.5 The key roles......Page 117
  Table 8.1 Blueprint design and delivery and the key roles......Page 118
   9.1.1 Programme planning......Page 121
   Figure 9.2 Contributions to the programme plan......Page 122
   9.2.2 Resource management strategy and plan......Page 123
   9.2.4 Projects dossier......Page 124
   9.2.6 Scheduling......Page 125
  9.3 Programme control......Page 126
   9.3.1 Monitoring and control strategy......Page 127
   9.3.3 Starting projects......Page 128
   9.3.5 Progress monitoring......Page 129
   9.3.7 Planning and controlling transition......Page 130
   Figure 9.4 Simple example showing outputs, transition management and benefits realization......Page 131
   9.4.4 Delivering the Capability......Page 132
  Table 9.1 Planning and control and the key roles......Page 133
  10.1 Introduction......Page 137
   Figure 10.2 Genesis of a programme business case......Page 138
  10.3 Contents of the business case......Page 139
   10.3.1 Net benefit line......Page 140
  10.4 Reviewing the business case......Page 141
  10.5 Managing the business case......Page 142
   10.6.2 Defining a Programme......Page 143
  10.7 The key roles......Page 144
  Table 10.2 The business case and the key roles......Page 145
  11.1 Introduction......Page 149
   Figure 11.2 Interrelationships between different organizational perspectives......Page 150
   11.2.1 Risk management strategy......Page 151
   11.2.5 Early-warning indicators......Page 152
   11.2.8 Evaluating risks......Page 153
   11.2.9 Risk aggregation......Page 154
  11.3 Risk management framework......Page 155
   Figure 11.4 Programme risk management cycle......Page 156
   11.4.1 Issue definition......Page 157
   Table 11.1 Threat and opportunity responses......Page 158
   11.5.1 Monitor and control......Page 159
   Figure 11.5 Issue management cycle......Page 160
  11.6 Change control......Page 161
   11.7.1 Configuration management steps......Page 162
   11.8.2 Defining a Programme......Page 163
  11.9 The key roles......Page 164
  Table 11.2 Risk and issue management and the key roles......Page 165
  12.1 Introduction......Page 169
   12.2.1 Quality and the programme management principles......Page 171
   12.2.2 Scope of programme quality......Page 172
   Figure 12.2 Scope of programme quality......Page 173
   12.3.1 Assurance management principles......Page 176
   12.3.2 Assurance management techniques......Page 177
   Figure 12.3 P3M3 model......Page 179
   12.4.1 Identifying a Programme......Page 181
   12.4.5 Realizing the Benefits......Page 182
  12.5 The key roles......Page 183
 Part 3 The transformational flow......Page 185
  Figure 13.1 Overview of the transformational flow......Page 189
  13.3 Structure of the transformational flow chapters......Page 191
  14.2 Sponsoring the programme......Page 195
  14.4 Appoint the SRO and programme board......Page 196
  14.5 Produce the programme brief......Page 197
  14.8 Approval to proceed......Page 198
  Table 14.1 Typical responsibilities for Identifying a Programme......Page 199
  15.3 Establish the team to define the programme......Page 203
  15.4 Identify and analyse the stakeholders......Page 204
  15.6 Develop the blueprint......Page 205
  Figure 15.2 Developing the basis of an acceptable business case......Page 206
  15.8 Model the benefits and refine the profiles......Page 207
  15.11 Identify tranches......Page 208
  15.13 Develop the governance arrangements......Page 209
  15.18 Approval to proceed......Page 210
  Table 15.1 Typical responsibilities for Defining a Programme......Page 211
  Figure 16.1 Overview of Managing the Tranch......Page 215
   16.2.6 Communications......Page 216
  16.6 Undertake audits and assurance reviews......Page 217
  16.11 Monitor, report and control......Page 218
  16.12 Transition and stable operations......Page 219
  Figure 16.2 Example of a programme where Tranche 1 is a pilot to test the strategy......Page 220
  Table 16.1 Typical responsibilities for Managing the Tranches......Page 221
  17.2 Start projects......Page 225
  Figure 17.2 Briefing projects......Page 226
   17.6.1 Monitor and control progress......Page 227
  17.7 Close projects......Page 228
  Table 17.1 Typical responsibilities for Delivering the Capability......Page 229
   18.2.1 Establish benefits measurements......Page 233
   18.2.2 Monitor benefits realization......Page 234
   18.2.5 Assess readiness for change......Page 235
   18.3.4 Review transition......Page 236
   18.4.4 Monitor and report benefits realization......Page 237
  Table 18.1 Typical responsibilities for Realizing the Benefits......Page 238
  19.2 Confirm ongoing support is in place......Page 241
  19.4 Notify programme is about to close......Page 242
  19.9 Responsibilities......Page 243
  Table 19.1 Typical responsibilities for Closing a Programme......Page 244
 Part 4 Appendices, further information and glossary......Page 245
  A.3 Programme information evolution......Page 249
   A.4.2 Benefits management strategy......Page 250
   Table A.2 Document management over the programme lifecycle......Page 251
   A.4.4 Benefits realization plan......Page 252
   A.4.7 Information management plan......Page 253
   A.4.9 Issue management strategy......Page 254
   A.4.11 Monitoring and control strategy......Page 255
   A.4.14 Programme communications plan......Page 256
   A.4.17 Programme plan......Page 257
   A.4.20 Quality and assurance plan......Page 258
   A.4.22 Resource management plan......Page 259
   A.4.24 Risk management strategy......Page 260
   A.4.26 Stakeholder engagement strategy......Page 261
  A.5 Programe information responsibilities......Page 262
  Table A.3 Programme information responsibilities......Page 263
  Table B.1 Drivers for change......Page 267
  B.3 Business alignment......Page 268
  B.4 Governance integration......Page 269
   B.5.3 Process......Page 270
  B.6 Assesment using P3M3......Page 271
  Table B.3 Summary of P3M3 (a best-practice maturity model)......Page 272
  Figure C.1 Programme management environment......Page 275
   C.2.3 Information management......Page 276
  C.3 Programme office structures......Page 277
   C.5.1 Overview of the role of the programme office function......Page 278
   C.5.2 Programme office skillsets......Page 279
   D.1.4 Analyse review findings......Page 283
   D.2.1 Governance themes......Page 284
   D.2.2 Transformational flow......Page 286
 Further information......Page 293
 Glossary......Page 297
 Index......Page 305