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10.2 Programme and Project Management

 

Programme Management
10.2.1Programme management is a structured framework for defining and implementing change within an organisation. It provides a framework for implementing business strategies and initiatives through the management of a portfolio of projects that give organisations the capability to achieve benefits that are of strategic importance. All large programmes should have recognised programme management methodologies with relevant governance and responsibilities defined.
10.2.2Programmes consist of a number of projects and Programme Management provides the means for managing and co-ordinating project outputs and capabilities to deliver benefits.
10.2.3Programmes require a mandate from a senior management Sponsoring Group and the personal ownership and accountability of a single Senior Responsible Owner (SRO). A Programme Manager should be appointed to drive the proposed change forward and oversee the links and dependencies between the programme's individual projects. The establishment of a Programme Management Office (PMO) is recommended to support the programme and act as an information hub.
10.2.4Programmes should set out how it is intended to address a number of key areas and usually require strategies for the management of benefits, communications, risks, issues and for the engagement of stakeholders. They should also engage with the NI Gateway Review process and plan a series of Gate 0 reviews at appropriate points. The justification for a programme should also be fully documented in a programme business case.
10.2.5

Post-Review is an important part of effective programme management. Reviews should be carried out at appropriate points along the programme as well as at programme closure.

Project Management
10.2.6Effective management of projects is an essential element of resource control. It is vital that Departments have in place robust, proactive systems for project management, to ensure that projects are managed satisfactorily and within budget. Evidence of effective project management systems under implementation will be a factor in considering projects for approval and in setting revised delegated limits.
10.2.7Adopting a structured approach to project management helps focus energy and resources to provide the most effective outcome. Commensurate effort should be applied at all times relative to the scope, size, and complexity of a project including engagement with the NI Gateway Review Process.
10.2.8Governance arrangements relative to the scale of the project must be put in place including a Project Board, Senior Responsible Owner (SRO), Project Manager and Project Team. Important information including the project objectives, agreed scope, an initial plan and projected benefits, should be written down in the Project Initiation Document (PID). Where the project is construction-related, reference should be made to the Achieving Excellence (AE) principles, as outlined in Section 10.3 below.
10.2.9

Once up and running, careful monitoring and control of project activity is required. Action is necessary to manage risks, issues, quality and configuration. Upon completion the project should be closed in a controlled manner and a Post Project Review must be carried out to confirm the realisation of project benefits. An End Project Report should also be completed including Lessons Learned.

Relevant Advice and Guidance
10.2.10

DFP expects Departments to manage programmes and projects according to the latest good practice guidance. This includes the guidance at:
10.2.11

There are several strands to this guidance, including:-

  • The principles and procedures set out in the current Achieving Excellence in Construction guidance. These are designed specifically for use in construction or capital works projects, and DFP recommends their use in such cases.
  • The principles and procedures as set out in the latest PRINCE (Projects In a Controlled Environment) documentation. These principles apply to projects in general, including construction projects and all others.
  • The concept of Gateways and Gateway Reviews.
  • Performance Measurement, Management and Monitoring.
  • Benefits Management and Realisation.
10.2.12Brief elaboration of these principles and concepts is given below. For further detail, Departments should seek advice from DFP's Central Procurement Directorate (CPD) and, where appropriate, refer to the Successful Delivery (NI) website and the relevant Cabinet Office guidance.

Read on to Construction (or Capital Works) Projects

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