Topics
Programme Management - Detail
Typically Programmes consist of a number of Projects and Programme Management provides the means of managing and coordinating Project outputs and capabilities in order to deliver business benefits. Unlike most Projects, Programmes can be difficult to define and scope. Quite often at the outset of a Programme an idea of the final destination exists but the precise means of getting there is unclear. Programmes and Projects differ in a number of ways, a few of which are illustrated below.
Attribute |
Programme |
Project |
|---|---|---|
Failure |
Significant impact on the whole organisation | Confined to a section or part of the organisation |
Objectives |
Likely to change during the programme | Usually fixed & clear |
Planning |
Long term, several years | Short to medium term |
Benefits |
Benefits delivered during the lifetime of the programme from a portfolio of inter-related projects | Benefits (capability) delivered from a single project with benefits delivered usually after project closure |
Change |
Strategic, complex, high & wide, large volume and effect | Variable, but usually well focussed & bound |
Ownership |
Senior Executive/Board level | Senior/middle Management |
Management |
Broad range of skills | Well defined skill set |
The following are some of the key documents usually associated with a properly managed programme:
- Programme Mandate (not always written down in a structured way);
- Programme Brief; and
- Programme Definition including:
- Vision Statement & Blueprint
- Risk, Issue logs & management strategy
- Benefit Profiles & management strategy
- Stakeholder Map & engagement strategy
- Business Case (Strategic Outline/Outline Business Case)
- Quality & Resource Management strategies
- Plans for Programme. Communications & Benefits realisation.
Programmes by nature are complex. Programme Management methods have been developed to help apply a structured framework to managing programmes and to aid successful delivery. In government, the Office of Government Commerce’s (OGC’s) Managing Successful Programmes (MSP) method is the recommended standard. How programmes fit within the overall organisational change environment is illustrated at Figure 1 below.
Diagram above illustrating the typical context within which Programmes (and Projects) are initiated in NICS. If this diagram is not accessible or you require an alternative format, please contact us at coe@dfpni.gov.uk
The main Programme Management Roles and rRsponsibilities are illustrated below.
| Role | Responsibility |
|---|---|
| Sponsoring Group | Senior level sponsorship of the Programme providing the investment decision and top-level endorsement of the rationale and objectives for the Programme. May be known as the ‘Programme Board’ |
| Senior responsible Owner (SRO) | The individual who is ultimately accountable for successful delivery ie the achievement of desired outcomes & realisation of expected benefits from the Programme |
| Investment Decision Maker (IDM) | The IDM's main responsibility is to commit funds for the Programme or Project. The role represents senior management’s commitment to the Programme or Project and the requirements for regularity, propriety and value for money. |
| Programme Board | Group that may be established to assist with the direction setting and leadership of the programme. The Sponsoring Group may fulfil the role of Programme Board |
| Programme Director | Optional role introduced in several large NICS programmes, typically occupies a role between the SRO and the Programme Manager. May carry out some of the functions of both or may act as a ‘super-programme’ manager if there is a lot of complexity or there are several programmes within a larger overarching programme |
| Programme Manager | Responsible for the set-up, management and delivery of the Programme. Oversees the Programme’s Projects on a day-to-day basis |
| Business Change Manager | Responsible for benefits realisation from start to finish and ensuring the implementation & embedding of the new capabilities delivered by the projects. Typically may be more than one individual and may also be known as the ‘change agent’ |
| Programme Office | Provides an information hub for the Programme. Supports the Programme Manager in day-to-day management of the Programme |
| Project Managers | Report project progress on delivery of agreed capabilities to Programme Manager |
