Workbook 2 Flashcards
What is a programme?
A temporary, flexible organisation created to coordinate, direct and oversee
the implementation of a set of related projects and activities in order to deliver
outcomes and benefits related to the organisation’s strategic objectives.
What are the key points in the definition of a programme?
- Temporary – a programme is undertaken to achieve given
organisational objectives after which it is closed down. However this
does not mean it is a quick process. A programme may take several
years to complete. - Flexible – a programme is not a fixed plan – it is constantly under
development and must be capable of accommodating changing
circumstances. At regular stages the programme is reviewed, the
key documentation is updated, and the future plans are adjusted to
ensure the overriding strategic goal will be achieved. - Coordinated – a key skill in programme management is deciding
which projects should be carried out in which order. - Related projects and activities – the outputs from a range of
different projects and activities will be required to realise each of the
programme benefits. - Outcomes and benefits – a project is designed to produce a specific
set of outputs. The aim of a programme is to achieve an overriding
strategic goal. - Strategic – a programme is a significant, whole organisation
undertaking. It is because of the size and complexity of the process
that it is not undertaken within the normal operational business of the
organisation but is instead run as a separate temporary structure.
What is a project?
A project is designed to produce a specific output or series of outputs to
bring about a tangible change in an organisation’s capabilities.
What is the aim of a programme?
The aim of a programme is to use those capabilities, in combination with the
outputs from a range of other projects, to deliver a change in the way the
organisation does business, and so realise the overall strategic objectives of
the firm i.e. programmes deliver transformational change.
What are two differences between a project and a programme?
- A project has a clear start and end date for completed delivery of
the outputs. The end date for a programme, which must realise
objectives, will be less clear. - A programme will run for longer than individual projects. The outputs
from a number of projects will be delivered during a programme.
Note that a large project is not the same as a programme. A large project
may have lots of parts and require significant management skills but it still
delivers outputs – products or services – and the project manager is not
expected to realise organisational goals.
What is stakeholder engagement?
Ensuring that the entirety of the programme is co-designed and coproduced by a coalition of key stakeholders to achieve positive supported
outcomes and so realise the intended benefits.
Which full of support of stakeholders are needed to allow for a programme to be successful?
- The programme sponsors- who must approve all major decisions
including the ongoing financial investment. - Other organisations -involved in the change. This could include
partners in the programme (where for example the programme is
undertaken as a joint venture), or subsidiary organisations within
the group structure that will be affected by the changes, as well as
supplier and customer organisations. - The operational staff- who will need to implement the changes and
adopt the new working practices. They will need to be led and kept
motivated throughout the change process. - The public -who must engage with the new version of the
organisation if the benefits are to be realised.
Please see figure 1 pg 16 (wb2) to see the way in which a programme serves to deliver corporate objectives.
What is Corporate Objectives?
Long term strategic goals of the organisation
What is a Programme Vision statement?
A high-level picture of the better future that the programme will deliver.
What is Benefits?
Quantifiable, measurable improvements in organisational performance
perceived as positive by the stakeholders. The full range of benefits required
from the project will be described in the programme vision statement
(discussed further below). Taken as a whole the benefits will ensure
achievement of the corporate objective.
What is a Programme Blueprint?
A description or model of the future environment that will be needed to deliver
the benefits. This will include details of the skills, working practices, systems,
structures, information systems and infrastructure that will be needed.
What are Outcomes?
The practical manifestations of the new state the programme is designed to
bring about. The outcomes will be changes in behaviour or circumstances
which create the organisational environment envisaged by the programme.
The programme blueprint (also discussed further below) will define the
outcomes the projects must deliver.
What are Outputs?
The results of projects and activities. They do not result directly in
organisational benefits. The capabilities they deliver must be harnessed to
bring about the outcomes needed to generate benefits.
What are Capabilities?
Services, functions and operations that the organisation can exploit to
realise benefits.
What will a programme require?
A programme will require sponsorship at the highest organisational level if
it is to succeed. The senior executives responsible for achieving the strategic
goal the programme is designed to achieve will form the sponsoring group
for the programme.
Who leads the sponsoring group?
The sponsoring group will be led by the senior responsible owner (SRO)
who will have overall responsibility for ensuring the programme meets its
objectives and delivers the required benefits.
What is the first role of the sponsoring group?
The first role of the sponsoring group will be to develop the programme
mandate. This must be done in collaboration with the key stakeholders to
the programme.
What is essential from the very beginning of the process?
It will be essential from the very beginning of the process that key
stakeholders are consulted to ensure that the programme mandate has their
full support. The importance of ensuring stakeholder engagement cannot be
overstated. Without the support of those who will be working within or with
the newly designed organisation the benefits will not be realised.
What is a Programme Mandate?
A programme mandate is an initial high-level description of the strategic
aims of the programme. Its approval triggers the initiation of the overall
programme management process.
What should the mandate provide and incorporate?
A programme will have a high level and significant impact on the way an
organisation carries out its business. The mandate should provide the basis
for the development of the programme business case and incorporate:
* The strategic objectives of the programme.
* How the programme fits into the organisation’s strategic framework
including a summary of the ‘as is’ state that the programme is being
commissioned to address, and a summary of the drivers for change.
* The critical success factors against which its performance will
be measured.
* Anticipated initiatives for inclusion and possible strategies for delivery
* The improvements or capabilities that are expected.
* An initial (and highly estimated) budget.
There are several stages in the management of a programme as shown in the diagram below (figure 2, pg24, wb2).
What is leading a programme include?
Leading a programme is not simply about controlling the projects and activities within it, but is a larger role and includes:
* Providing clear direction
* Actively engaging with stakeholders at all stages in the process
* Managing uncertainty and risk
* Supporting the transition to the new state and the realisation of the
benefits it brings
