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MSP Blueprint
MSP Blueprint - example
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MSP example documents
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Management Summary
III
This document is the 6lueprint for the programme :)mplementation of a professional pro;ect<based
wor=ing method>, which is part of a :"ath to "rofit> programme ?"."@
The :"ath to "rofit> programme aims to improAe profitability of the organisation within a short term
The :)mplementation of a professional pro;ect<based wor=ing method> programme should contribute to
this ob;ectiAe, howeAer long term effects are not disregarded
0 6lueprint is a description of the way the organisation will deliAer the capabilities described in the
Bision &tatement The 6lueprint document is used to maintain the programme>s focus on deliAering the
reCuired transformation and benefits during the lifetime of the programme
)n this document the new capabilities are described in terms of the 6usiness +odel ?+&" and "$),CE.
based@, the *ata +odel, the %rganisation, &ystems and )nfrastructure and finally the &erAice &upport
iii
Introduction
1
1.1 Purpose of this Document
The purpose of this document is to describe the way the organisation will deliAer the capabilities
described in the Bision &tatement ?""+<"rog+<+&"<DD.@ The document is used to maintain the
programme>s focus on deliAering the reCuired transformation and benefits during the lifetime of the
programme
1.2 Guide to this Document
This document contains 1 chapters after the introduction9
! the 6usiness +odel ?of functions, processes and decision<ma=ing operations@ is described;
. the data and information reCuirements for the transformed organisation are described;
/ the organisation structure, staffing leAels, roles and s=ills for the transformed organisation are
described;
- the information systems, tools, eCuipment and other facilities reCuired for the transformed
organisation are described;
1 the support serAices, costs, performance, serAice leAels to enable the transformed organisation
operate efficiently and effectiAely
1.3 Contact Information
Cap Gemini Ernst & Young ,ederland 6B
Company Name
#treet !ddress -ostal !ddress
"apendorpseweg !DD "ost %ffice 6ox .141
/1.E 65 #trecht /1DD G, #trecht
,etherlands ,etherlands
"elephone
Num/er
+a0 Num/er
F/! /D 2EG 22 22 F/! /D 2EG G1 -.
CGE&Y Contacts
Name +un1tion E2mail
+r (C ten Hweege +anager CC "+ IoI christenJweegeKcgeynl
+r (,
3
0uthor of document christenJweegeKcgeynl
-
Introduction
1
1.4 Signature
Name (,3
-osition &ector General &erAices
Company Cap Gemini Ernst & Young ,ederland 6B
(ate .4 %ctober .D!-
#ignature
1.5 eferences
Cap Gemini Ernst & Young, Programme Brief (PPM-ProgM-MSP-001), HN
, !" #$to%er &&&&
Cap Gemini Ernst & Young, Bision &tatement ?""+<"rog+<+&"<DD.@, (,
3, .4 %ctober .D!-
#'$e of Go(ernment Commer$e (#GC), Managing Su$$essfu) Programmes, *irst
Pu%)is+e, 1--- . *ourt+ /mpression !000, 1+e Stationar& #'$e, on,on !000
%ffice of GoAernment Commerce ?%GC@, +anaging &uccessful "ro;ects with "$),CE., Third Edition
.DD. L &econd )mpression .DD., The &tationary %ffice, 3ondon .DD.
1
!usiness Mode"
2
This chapter contains a description of the business models of functions, processes and operations,
including operational costs and performance leAels, of the reCuired :future> state
2.1 Introduction
The business functions, processes and operations within the scope of the :)mplementation of a
professional pro;ect<based wor=ing method> programme are those related to the "rogramme 3ife Cycle
?"3C!@ or "ro;ect 3ife Cycle ?"3C.@
0ll actiAities to improAe running operations andLor launch new business are performed either within a
programme or a pro;ect ?a programme consists of one or more pro;ects@
Differences #et$een Programmes and Pro%ects
0lthough there is no formally accepted definition of "rogramme +anagement, authoritatiAe Aiews on
the sub;ect ?such as the #8 CCT0@ will generally describe it as9
a coherent control framewor= for successfully implementing high<impact business strategies to
maximise business benefits;
inAolAing the co<ordinated management and integration of a number of pro;ects and serAices in a
complex, large<scale and diAerse enAironment;
encompassing, in a complementary manner, change to both business operations and to )T systems
which achieAes transformation within the organisation;
characterised by success being dependent on achieAement of business benefits, rather than
completing deliAerables on time and within budget
0 summarised definition of "rogramme +anagement is9
Programme Management is the management of a coherent process of significant business and IT
change, across business areas, invoving mutipe pro!ects and services, to achieve common
business aims, "here success is measured by reaisation of significant business benefits#
)t is useful to distinguish between programmes and pro;ects in simple terms through what they deliAer9
programmes deliAer a business vision; they are focused on managing change, complexity, and
integration and they achieAe business benefits measured in tangible and intangible terms
pro;ects deliAer products through a structured ife cyce and the resulting deliAerables are measured
against a specification through a defined acceptance process
)n the end it is decided by senior management, whether the initiatiAe becomes a programme or a
pro;ect
)n case a programme is started the "rogramme 3ife Cycle becomes Aalid; this is the complex of
processes and principles from the idea to start the programme until the programme is closed )n case of
a pro;ect, the "ro;ect 3ife Cycle becomes actiAe; pro;ects can be started from a programme
2
!usiness Mode"
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2.2 Programme &ife Cyc"e
The "rogramme 3ife Cycle is the complex of processes and principles from the idea to start the
programme until the programme is closed These 2 +&" processes are implemented at the end of the
programme9
The first process, )dentifying a "rogramme is triggered by a need for change in the form of some sort of
"rogramme +andate, which proAides the high leAel reCuirements of the programme 0 "rogramme
6rief is prepared which defines the aim and enAisaged benefits to the organisation
)f the programme appears to be ;ustified and senior management agrees to proceed to the *efining a
"rogramme process then the initial Aision is refined into the Bision &tatement and the 6lueprint
prepared 0t the same time strategies and procedures are deAeloped for managing people, progress,
costs, benefits, ris=s, issues, Cuality and communications The programme is thereby clearly defined
and the &ponsoring Group decide whether to formally commit to the programme or not
4
!usiness Mode"
2
)f they giAe approAal to proceed, then the next process, GoAerning a "rogramme, is used to appoint
indiAiduals to "rogramme +anagement and support roles and to set procedures and infrastructure
The programme then runs The purpose of the process, +anaging the "ortfolio, is to proAide an
effectiAe monitoring and management regime for the pro;ects within the programme such that they
deliAer according to plan There are lin=s to "$),CE., the "ro;ect +anagement method
The programme will deliAer new capabilities, serAices or business operations The purpose of the
process +anaging 6enefits is to trac= the specific benefits, which were identified at the start of the
programme and driAe through the process of realising these benefits throughout the programme and at
the end This process also manages the transition between old and new ways of wor=ing
The actiAities in Closing a "rogramme ensure that the programme does not :drift on> and there is a clear
focus on achieAing the :end<goal>
The processes aboAe are described in detail9
Identifying a Programme
Purpose
The purpose of :)dentifying a "rogramme> is to analyse the "rogramme +andate and to structure and
formalise the ideas and concepts into a "rogramme 6rief such that9
the programme can be identified in terms of what must be achieAed and what the anticipated
benefits for the organisation?s@ inAolAed will be;
management decisions can be made on whether the programme is ;ustified and whether a
commitment should be made to proceed to the next process of :*efining a "rogramme>
:)dentifying a "rogramme> is typically a short process, ta=ing only a few wee=s to complete
'cti(ities
The strategic issues facing an organisation will driAe the initial scoping of a programme9 the
programme ta=es on a range of actiAities and pro;ects designed to address these strategic issues
)n the process :)dentifying a "rogramme> seAeral actiAities ta=e place9
accepting the "rogramme +andate;
appointing the &enior $esponsible %wner;
producing the "rogramme 6rief;
creating the Terms of $eference for *efining a "rogramme;
gaining approAal to proceed
!11epting the -rogramme andate3
The "rogramme +andate defines the oAerall ob;ectiAes for the programme and positions the
programme within the organisation>s corporate mission, goals, strategies and other initiatiAes
E
!usiness Mode"
2
The "rogramme +andate is the input for the process :)dentifying a "rogramme>; it could be a single
cohesiAe document, but it could also be the result of facilitated wor=shops or interAiews with =ey
members of the organisation?s@
The "rogramme +andate should be a short, but clear, management leAel statement containing the
following information9
what the programme is intended to deliAer in terms of new serAices andLor operational capability;
how the organisation?s@ inAolAed will be improAed as a result of deliAering the new
serAicesLcapability;
how the programme fits into the corporate mission and goals and any other initiatiAes that are
already underway or planned during the lifetime of the programme
The "rogramme +andate represents the high<leAel business reCuirements for the programme
!ppointing the #enior %esponsi/le '4ner
0 programme reCuires top<leAel sponsorship in order to gain, and maintain, the necessary commitment
to the expenditure, resources, timescales, and impact of change, that will be inAolAed The &ponsoring
Group represents those who haAe a ma;or interest in the programme and who will be its =ey
sta=eholders "roAiding the "rogramme +andate is the responsibility of the &ponsoring Group
The &enior $esponsible %wner has ultimate responsibility for the successful outcome of the
programme The &enior $esponsible %wner should be appointed as soon as possible to proAide
leadership, direction and a focal point for the programme, particularly during the initial planning
discussion The &enior $esponsible %wner should be appointed from within the &ponsoring Group
-rodu1ing the -rogramme Brie5
The "rogramme 6rief is the first main deliAerable of the programme )t proAides the basis for a formal
management decision whether or not to start with the programme
The "rogramme 6rief is prepared from the initial information proAided in the "rogramme +andate and
with significant input from the &ponsoring Group and other senior management from the
organisation?s@ The &enior $esponsible %wner is responsible for preparing the "rogramme 6rief
Creating the "erms o5 %e5eren1e 5or (e5ining a -rogramme
The process :*efining a "rocess> inAolAes the detailed planning and definition of all aspects of the
programme Terms of $eference for this wor= should be produced, together with a plan for the amount
of resources reCuired and the estimated duration
Gaining appro6al to pro1eed
The "rogramme 6rief and the Terms of $eference and plan for :*esigning a "lan>, must be formally
endorsed and approAed by the &ponsoring Group to confirm their understanding of and oAerall
commitment to the programme>s Aision, its expected benefits, ris=s, issues, timescales, resources and
costs
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"rogramme +andate )nput The trigger for the programme, that defines the oAerall
G
!usiness Mode"
2
ob;ectiAes for the programme
"rogramme 6rief %utput "roAides the basis for deciding whether the programme is
;ustified
Terms of $eference and plan for
:*efining a "rogramme>
%utput *escription of the wor= needed to deAelop a detailed
definition of the programme
0ppointment of &enior $esponsible
%wner
%utput 0ppointed from within the &ponsoring Group
0pproAal to proceed or stop *ecision 'ormal commitment from the &ponsoring Group to proceed
into :*efining a "rogramme> or stop or consider another
course of action
esponsi#i"ities
%ole %esponsi/ility
&enior $esponsible %wner $esponsible for deAeloping the "rogramme 6rief and Terms of $eference
for wor= on programme definition
&ponsoring Group "roAides the "rogramme +andate $esponsible for giAing formal
commitment and approAal to proceed with the programme
Defining a Programme
Purpose
0 programme is a ma;or underta=ing for most organisations, )neAitably it will mean significant funding
and change to the organisation inAolAed
The actiAities of :*efining a "rogramme> proAide the detailed information that establishes the definition
of the new capabilities and the way they will be deliAered9
how will the programme be managed and run;
what changes will be implemented within the organisation;
what benefits will be deliAered and when;
how much it will costM
The total set of information about the programme is the -rogramme (e5inition
The "rogramme>s &ponsoring Group must giAe their approAal for the "rogramme *efinition before the
programme proceeds This approAal will be conditional on whether the programme presents a sound
basis for the inAestment
'cti(ities
)n the process :*efining a "rogramme> seAeral actiAities ta=e place9
establishing a team to define the programme;
deAeloping the Bision &tatement;
deAeloping the programme>s 6lueprint;
deAeloping the 6usiness "rofiles;
designing the "rogramme>s %rganisation &tructure;
designing the "ro;ect "ortfolio;
!
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2
identifying and analysing the &ta=eholders;
deAeloping the Communications &trategy and Communications "lan for the programme;
defining the 6enefits +anagement &trategy and 6enefits "lan;
defining the 7uality +anagement &trategy;
defining the $is= +anagement &trategy and deAeloping the $is= 3og;
deAeloping the "rogramme "lan;
preparing the programme>s 'inancial "lan;
deAeloping the programme>s 6usiness Case;
gaining approAal to proceed
Esta/lishing a team to de5ine the programme
The &enior $esponsible %wner usually reCuires the support of a small team to help deAelop the
"rogramme *efinition +embers of this team may fulfil formal roles defined in the programme>s
organisation structure )n particular the "rogramme +anager may already be appointed at this time
?recommendation@
(e6eloping the Vision #tatement
The outline Bision &tatement deAeloped in the "rogramme 6rief should be further refined to coAer9
a detailed description of the future business capability;
details of the operational measures for future costs, performance and serAice leAels that will be
achieAed
The Bision &tatement is a business<focused definition of what to expect from the transformed
organisation, its serAice leAels, costs, and etcetera The Bision &tatement is used to communicate the
end<goal of the programme to the sta=eholders
(e6eloping the programme7s Blueprint
The 6lueprint defines the structure and composition of the changed organisation that after deliAery
should exhibit the capabilities in the Bision &tatement The 6lueprint is a detailed description of what
the organisation loo=s li=e in terms of its business processes, people, information systems and facilities
and data )t is used to maintain the focus of the programme on the deliAery of the new capability
*etailed business analysis and design and design may be helpful to fully explore the opportunities and
options for the 6lueprint; this wor= may be carried out as a feasibility study or small pro;ect in its own
right
)n this process an initial Aersion of the 6lueprint is created; the 6lueprint is maintained and refined
throughout the programme )t should coAer the following information9
business models of the new functions, processes and operations;
organisation structure, staffing leAels, roles and s=ill reCuirements necessary to support the future
business operations;
information systems, tools, eCuipment, buildings, reCuired for the future business operations;
the data reCuired for the future business operations;
costs, performance and serAice leAels for the support reCuired for the future business operations
!
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(e6eloping the Business -ro5iles
0 6enefit "rofile defines when a specific benefit can start to be realised following the deliAery of a new
capability and the reCuirements for the business operations in order to actually realise that benefit
0 6enefit "rofile should be deAeloped for each identified benefit ?and dis<benefit@; the 6enefit "rofile is
deriAed from the Bision &tatement and the 6lueprint To assess the success of benefit realisation, each
benefit will also reCuire a mechanism for measuring the improAement as a result of its realisation
(esigning the -rogramme7s 'rganisation #tru1ture
The organisation structure for managing a programme must enable effectiAe decision<ma=ing on the
programme and efficient communication flows around the Aarious members of the programme team
Ihat roles can be distinguished in a programme is described in the principle :"rogramme +anagement
%rganisation>
Each role on the "rogramme %rganisation &tructure should be defined with the specific responsibilities
reCuired, the indiAiduals who will ta=e on these roles and responsibilities should be identified, and the
amount of wor= reCuired for each role needs to be balanced against the amount of time that the
indiAidual assigned to that role is able to contribute to the programme
(esigning the -ro8e1t -ort5olio
The "ro;ect "ortfolio is a list of the pro;ects that together will deliAer the capability described in the
6lueprint The pro;ects may be existing, ongoing wor= that will need to be adopted into the programme,
or they may be new initiatiAes that will reCuire commissioning by the programme at the appropriate
moment
"rioritising the pro;ects into the "ortfolio is a ma;or tas= The effect on staff and the organisation of
delaying or bringing forward a pro;ect can be significant Therefore in this actiAity an outline schedule
showing the estimated relatiAe timescales for the pro;ects should be deAeloped and included into the
"ro;ect "ortfolio
)t is li=ely not all pro;ects can be identified at this point yet, therefore in this process only the outline
"ro;ect "ortfolio is created; the "ro;ect "ortfolio is maintained and updated throughout the programme
?as part of the "rogramme "lan@
"ro;ects outside the scope of the programme may conflict with the programme>s ob;ectiAes These
should be recognised at this point and the potential conflict with the programme defined so that
appropriate action can be ta=en when the programme is formally approAed
&denti5ying and analysing the #ta9eholders
The programme will ineAitably affect the wor=ing liAes of many indiAiduals and groups Each of these
should be identified, together with their particular interest in the programme )t is also important to
identify any sta=eholders who are li=ely to be worse off as a result of the programme, as their interest
may lie in preAenting the programme>s successful outcome
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The analysis of the &ta=eholders will identify information needs and communication flows that should
be established as part of the programme communications 0 &ta=eholder +ap is a useful way to capture
and manage information about a large number of sta=eholders
)t is li=ely not all sta=eholders can be analysed at this point yet, therefore in this process the initial
Aersion of the &ta=eholder +ap is created; the &ta=eholder +ap is maintained and updated throughout
the programme
The members of the pro;ect teams within the programme must be included as sta=eholders in the
programme
(e6eloping the Communi1ations #trategy and Communi1ations -lan 5or the programme
The Communications &trategy for the programme should coAer information flows outward ?from the
programme@ and inward ?into the programme@ The programme will need input from Aarious
sta=eholders to inform and influence the programme during implementation
The Communications "lan indicates when, what, how and with whom information flows between the
programme and the sta=eholders will be established and maintained; in this process the initial Aersion of
the Communications "lan is created; the Communications "lan is maintained and updated throughout
the programme
(e5ining the Bene5its anagement #trategy and Bene5its -lan
The 6enefits +anagement &trategy describes how the programme>s benefits will be managed from
initial identification and definition through to deliAery and realisation
The 6enefit "rofiles are used to deAelop an oAerall 6enefits "lan, showing how the total set of benefits
will be realised during the programme The full cooperation and support of the 6usiness Change
+anagers during the identification and planning of these benefits is an important criterion for the
ultimate success of the programme
)n this process the initial Aersion of the 6enefits "lan is created; the 6enefits "lan is maintained and
updated throughout the programme ?as part of the "rogramme "lan@
(e5ining the :uality anagement #trategy
The 7uality +anagement &trategy defines the approach the programme will ta=e to ensure that Cuality
is built into the programme>s processes and the "ro;ect "ortfolio from the outset
'urthermore the strategy should coAer the way Cuality will be assured in the programme>s deliAerables
The "rogramme "lan should include when assurance actiAities will be underta=en and by whom
(e5ining the %is9 anagement #trategy and de6eloping the %is9 )og
The $is= +anagement &trategy defines how ris=s to the programme will be identified, analysed,
monitored and controlled "rogramme ris=s include the ris=s from the pro;ects within the "ro;ect
"ortfolio The programme reCuires a central $is= 3og
)n this process a $is= 3og with the initial ris=s is created
(e6eloping the -rogramme -lan
!
!usiness Mode"
2
"rogramme planning is an ongoing process throughout the programme The "rogramme "lan is a ma;or
control document for the programme
The "rogramme "lan is a liAing document, updated as the programme processes The )nitial "rogramme
"lan, which is created in this process, should contain9
the list of pro;ects ?"ro;ect "ortfolio@;
the costs associated with each pro;ect;
the benefits expected ?6enefit "rofiles and 6enefits "lan@;
the ris=s identified ?the $is= 3og@;
the resources reCuired to manage, support and proAide assurance to the programme;
the oAerall schedule for the "ro;ect "ortfolio ?in outline@
-reparing the programme7s +inan1ial -lan
The initial estimates of costs and expenditure outlined in the "rogramme 6rief need to be fully
deAeloped into a detailed 'inancial "lan for the programme The 'inancial "lan proAides details of the
oAerall financial management of the programme, including budget information, and how the financial
spend on the programme will be managed and controlled, together with a profile of the expected costs
and when they will be incurred
(e6eloping the programme7s Business Case
The 6usiness Case represents the programme>s costs, benefits and ris=s, so that the oAerall Aiability of
the programme can be assessed and appropriate management decisions made about whether to continue
with the programme or not
The leAel of detail reCuired in the 6usiness Case will depend on the particular programme and its
business enAironment
The )nitial 6usiness Case is created in this process The 6usiness Case is reAiewed regularly throughout
the programme to confirm the continued releAance and Aiability of the programme
Gaining appro6al to pro1eed
The "rogramme *efinition must be formally endorsed and approAed by the &ponsoring Group to
confirm that it meets their expectations and reCuirements The programme>s Bision &tatement,
6lueprint and 6usiness case proAide the basement for the endorsement, other documents as the
"rogramme "lan may also be reCuired
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"rogramme 6rief )nput 0pproAed by the &ponsoring Group at the end of :)dentifying
a "rogramme
"rogramme *efinition containing9 %utput
6lueprint
%utput *escription of how the new capability will be deliAered by
the programme
Bision &tatement
%utput *escription of the :end<goal> of the programme
6usiness Case
%utput *escription of the costs, ris=s and benefits of the programme
!
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6enefit +anagement &trategy
%utput *escription of how the benefits of the programme will be
managed from identification through deliAery
6enefits "lan
%utput %Aerall schedule for monitoring when benefits are expected
to be realised
6enefits "rofile
%utput Control Tools for trac=ing the progress of each benefit and
dis<benefit identified
$is= +anagement &trategy
%utput *escription of how ris=s will be identified, assessed and
monitored during the programme
$is= 3og
%utput Central documentation on all =nown programme ris=s
7uality +anagement &trategy
%utput *escription of how the programme will build Cuality into its
deliAerables and processes, and how Cuality will be reAiewed
and assessed during the programme
'inancial "lan
%utput *escription of how the programme>s financial management
and expenditure control procedures, budgets and pro;ected
costs are defined
"rogramme "lan
%utput *escription of the ma;or planning and control information
about the programme that includes the "ro;ect "ortfolio
Communications &trategy
%utput *escription of how the programme will establish and
maintain communication flows with all the sta=eholders
&ta=eholder +ap
%utput +atrix of sta=eholders and their specific interests
Communications "lan
%utput &chedule of how the programme will achieAe the
communication flows reCuired
"rogramme %rganisation
&tructure
%utput *escription of the tailored %rganisation &tructure for
managing the programme
0pproAal to proceed or stop *ecision 'ormal commitment from the &ponsoring Group to proceed
into :Establishing a "rogramme> or stop or consider another
course of action
esponsi#i"ities
%ole %esponsi/ility
&enior $esponsible %wner %Aerall responsible for directing the wor= of defining the programme and
for proAiding the interface with the &ponsoring Group and other
sta=eholders
"rogramme *efinition Team 0ssistants to the &enior $esponsible %wner to define and document all the
information about the programme
&ponsoring Group Endorsement and commitment to the programme
Go(erning a Programme
Purpose
The purpose of :GoAerning a "rogramme> is to appoint the indiAiduals to the Aarious management and
support roles reCuired for the programme and to ensure the procedures, infrastructure and support
mechanisms are set<up
"rogrammes need co<ordination and manage large Cuantities of data 0n efficient management and
support regime will enable management attention to focus on deliAering the 6lueprint
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'cti(ities
)n the process :GoAerning a "rogramme> seAeral actiAities ta=e place9
setting up the organisation and people<related elements of the programme;
setting up the processes and procedures reCuired to manage the programme;
establishing the benefits measurements processes;
setting up the infrastructure and tools reCuired to help manage the programme;
establishing the communications channel
#etting up the organisation and people2related elements o5 the programme
The &enior $esponsible %wner should appoint the "rogramme +anager ?if not already done in the
process :*efining a "rogramme>@ and ensure the other indiAiduals identified as part of the organisation
structure for the programme are appointed
The "rogramme &upport %ffice is established by appointing the necessary personnel to administer the
programme>s document management system, proAide support for the programme>s planning and
management processes, and proAide management information on the status and progress of the
programme
0ny training needs for the indiAiduals appointed are identified and appropriate training courses
scheduled
The &ta=eholder +ap may be updated at this point
#etting up the pro1esses and pro1edures re;uired to manage the programme
"rocedures are defined that will be implemented and managed by the "rogramme &upport %ffice using
existing or tailored corporate standards if aAailable
The "rogramme &upport %ffice procedures should include9
configuration management, coAering all deliAerables;
planning, defining the content and leAel of detail reCuired for the plans;
trac=ing and reporting, including mandatory pro;ect planning;
communications management;
Cuality management;
ris= management;
issues management, both the issue log and issue management;
resource management, coAering resource selection and allocation
0lso programme standards are set up and confirmed9
(uman $esource policies;
technology standards;
procurement and contract management standards;
general business practices
Esta/lishing the /ene5its measurements pro1esses
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The programme must be able to measure the benefits achieAed as a result of deliAering the new
capability The 6enefit "rofiles define how the benefit will be measured The mechanism for measuring
the benefits should be set up so that the :before state> can be captured as well as the improAed situation
achieAed as a result of the programme
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#etting up the in5rastru1ture and tools re;uired to help manage the programme
Tools to support the "rogramme &upport %ffice functions need to be acCuired and implemented such as9
websites;
planning and scheduling tools;
estimating tools
Esta/lishing the 1ommuni1ations 1hannel
The Communications &trategy defines the mechanisms the programme will use to inform the
sta=eholders about the programme and to encourage feedbac= into the programme The reCuired
mechanisms are set up for communicating to all identified sta=eholders in the programme
)t is useful to begin using the programme>s communication channels by proAiding details to the
sta=eholders of all indiAiduals appointed to specific roles on the programme as early as possible
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
6enefit +anagement &trategy and
6enefit "rofiles
)nput *escription of how measurement mechanisms are set up and
the :before state> metrics are established
$is= +anagement &trategy and
$is= 3og
)nput *escription of how document management and control
mechanisms are established
7uality +anagement &trategy )nput *escription of how document management and control
mechanisms are established
"rogramme "lan )nput *escription of the ma;or planning and control information
about the programme that includes the "ro;ect portfolio
Communications &trategy and
&ta=eholder +ap
)nput *escription of how the programme will establish and
maintain communication flows with all the sta=eholders
"rogramme %rganisation &tructure )nput *escription of the tailored %rganisation &tructure for
managing the programme used to appoint and train personnel
"rogramme &upport %ffice tools
and procedures
%utput Tools and procedures that will be managed and controlled by
the "rogramme &upport %ffice
)ssues 3og %utput 3og used to capture and assess issues raised at the
programme leAel
"rogramme standards, policies and
procedures
%utput &tandards, policies and procedures established by the
"rogramme &upport %ffice
esponsi#i"ities
%ole %esponsi/ility
&enior $esponsible %wner 0ppointment of the "rogramme +anager and ensuring the other roles for
managing the programme are appointed
"rogramme +anager $esponsible for establishing the "rogramme &upport %ffice and the
programme>s procedures and standards
"rogramme &upport %ffice 0cting to establish the support tools and infrastructure for the programme
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Managing the Pro%ect Portfo"io
Purpose
The deliAery from the pro;ects within the "ro;ect "ortfolio proAides the organisation with the new
capabilities defined in the 6lueprint
The purpose of :+anaging the "ro;ect "ortfolio> is to proAide an effectiAe monitoring and management
regime for the pro;ects so that their benefits are deliAered according to the "rogramme "lan
The actiAities of this process are repeated as necessary for each trance of pro;ects
'cti(ities
)n the process :+anaging the "ro;ect "ortfolio> seAeral actiAities ta=e place9
delineating the pro;ect;
scheduling the pro;ect;
refining the "rogramme "lan;
starting up the pro;ect;
monitoring the progress;
closing the pro;ect;
communicating
(elineating the pro8e1t
The pro;ects within the "ro;ect "ortfolio are scoped and defined This means that for new pro;ects a
"ro;ect 6rief is deAeloped and for existing pro;ects the pro;ect documentation is reAiewed and possibly
these pro;ects are re<scoped to align them with the 6lueprint
The ob;ectiAe is for each pro;ect to haAe a clear scope and boundary and a measurable definition of its
reCuired deliAerables 'or each of these pro;ects within the "ro;ect "ortfolio the following should be
identified9
brief description of the deliAerable;
dependencies on other pro;ects;
target deliAery date;
cost profile;
resource profile;
6enefit "rofile?s@
The *ependency ,etwor= is deAeloped, showing how each pro;ect>s inputs and outputs are related to
each other ?see the principle :"rogramme "lanning and Control>@
#1heduling the pro8e1t
The pro;ects are grouped into tranches ?see the principle :"rogramme "lanning>@ and the deliAerables
scheduled into the "rogramme "lan
The pro;ects are scheduled by considering all their interfaces with other pro;ects and any opportunities
for sharing or pooling resources
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Each tranche should complete at an identifiable point such as that the programme can demonstrate
deliAery of some of the expected benefits :Early wins> often help the programme achieAe stronger
commitment and support
)t may be useful to schedule a formal "rogramme 6enefits $eAiew at some of these points to assess the
success or failure of the benefits identification, management and realisation processes and ma=e any
ad;ustments necessary
The end of each tranche also proAides a management control point for assessing the continued Aiability
of the programme>s 6usiness Case Therefore a formal decision<point must be scheduled, on which a
decision may be ta=en whether to proceed with the next tranche, or suspend the programme to allow for
realignment or redesign, or abandon the programme and reallocate the resources on the remaining
pro;ects
%e5ining the -rogramme -lan
0ny appropriate tolerances against the time and cost Aariances are built into the "rogramme &chedule
and the "rogramme "lan is refined
The "rogramme "lan is updated as the programme progresses with actual completion and deliAery dates
for the pro;ect
#tarting up the pro8e1t
The "rogramme +anager is responsible for commissioning pro;ects within the "ro;ect "ortfolio and
should ensure the appropriate indiAiduals are appointed to the "ro;ect 6oard The "ro;ect 6oard is
ultimately accountable to the programme for the successful completion of the pro;ect within specified
time, costs and Cuality parameters
0s each pro;ect begins, the "rogramme +anager discusses the "ro;ect 6rief with the "ro;ect
+anagement Team
The "rogramme &upport %ffice proAides assistance to the pro;ects in the deAelopment of their plans and
reporting mechanisms to the programme9 Each "ro;ect "lan should include a schedule of regular
progress reporting to allow trac=ing of the pro;ects against a "rogramme "lan
onitoring progress
"rogress against the "rogramme "lan is monitored and trac=ed, using information proAided by the
pro;ects "ro;ect $eports should align with the information held at the programme leAel
0ny deAiations from the pro;ect plans are assessed for impact on the rest of the programme, and the
impact of any change within a pro;ect on the rest of the programme is managed
+onitoring is based on ?at least@9
deliAerables ?customer expectations, Cuality@;
time completion;
ris=s;
estimates ?remains to be done@
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0s the programme progresses, and at least at the end of each tranche, the programme>s documentation
is updated and maintained
Closing the pro8e1t
The process of closure is supported, reflecting any lessons learned across subseCuent pro;ects The
pro;ect teams are assisted in the closure of their pro;ects, including the hand<oAer of the deliAerables or
outcome The "ost "ro;ect $eAiews should be scheduled to fit into the "rogramme 6enefit $eAiew
process
Communi1ating
Throughout the running of the programme, it is Aital to maintain communications across the pro;ects
and with the Aarious sta=eholders
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
6lueprint )nput The 6lueprint is updated and refined as the programme
progresses
"rogramme "lan )nput The "rogramme "lan is updated with the detailed schedule of
pro;ects and refined as the programme progresses
6enefit "rofiles )nput The 6enefit "rofiles are updated and monitored as the
programme progresses
3essons 3earned $eports %utput The 3essons 3earned $eports from the pro;ects are
distributed across the remaining pro;ects within the "ortfolio
"ro;ect 6riefs %utput "ro;ect 6riefs are used for commissioning new pro;ects
within the "ro;ect "ortfolio
$is= 3og )nput 3og used to monitor ris=s associated with pro;ect deliAery,
updated as pro;ects deliAer
"rogress $eports )nput "ro;ect $eports are used to monitor progress and to update
the "rogramme "lan and 6lueprint
End of Tranche $eAiew *ecision End of Tranche $eAiew is a management decision to proceed,
re<align or potentially abandon the programme
Communication "lan )nput The Communication "lan is updated as the programme
progresses
esponsi#i"ities
%ole %esponsi/ility
&ponsoring Group )nput at ma;or decision points on the programme, such as End of Tranche
$eAiews
&enior $esponsible %wner %ngoing decision<ma=ing for the programme and adAising the "rogramme
+anager
"rogramme +anager $esponsible for the oAerall progress of the "ro;ect portfolio and
monitoring against the "rogramme "lan and 6lueprint
6usiness Change +anager $esponsible for ensuring the pro;ects> deliAerables can be readily
integrated into the operational areas concerned so that benefit realisation
can be achieAed
"rogramme &upport %ffice %perating the programme information management system and proAiding
adAice and support to the "rogramme +anager 0dAise to pro;ects on
planning and reporting
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"ro;ect 6oard *eliAery of pro;ect to the programme
Managing !enefits
Purpose
The programme will deliAer new capabilities, serAices or business operations
The purpose of :+anaging 6enefits> is to trac= the specific benefits that were identified at the start of
the programme and driAe through the process of realising benefits from the new capabilities, serAice or
operations in measurable terms
This process reCuires the management of the transition between the :old> and :new> ways of wor=ing
'cti(ities
)n the process :+anaging 6enefits> seAeral actiAities ta=e place9
monitoring benefits;
measuring benefits;
communicating;
realising benefits;
managing a transition;
updating the 6lueprint
onitoring /ene5its
The pro;ect teams are briefed on their benefit responsibilities and reporting reCuirements for the
programme
Throughout the programme, progress against the "rogramme "lan is reAiewed and deliAery of the
6lueprint trac=ed, to identify changes to benefits achieAement The 6enefits "rofiles and 6enefits "lan
are ad;usted to reflect any such changes; ad;ustments may be identified from a range of different eAents,
such as9
pro;ects are not progressing to plan;
the business operations that will use the pro;ect>s deliAerables are unstable;
forward plans are no longer realistic based upon experience to date;
external circumstances haAe changed affecting the future course of the programme;
the perception of the programme>s ob;ectiAes has changed
easuring /ene5its
The 6enefits +anagement &trategy and the indiAidual 6enefit "rofiles define how each benefit will be
measured +easuring benefits should focus on assessing the improAement in performance of the
business operations ?comparing :before> and :after>@
Communi1ating
)t is Aital to maintain communications across the pro;ects and with the Aarious sta=eholders about the
benefits expected from the programme
%ealising /ene5its
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0s each pro;ect approaches its closure, the Cuality of the outcome and its fitness for purpose are
confirmed
,ot eAery pro;ect within the "ro;ect "ortfolio will deliAer outcomes directly contributing to the
6lueprint &ome pro;ects are proAiding pre<reCuisites for other pro;ects; by definition these pro;ects are
not directly lin=ed to benefits realisation
anaging a transition
The releAant business operations are prepared for deliAery of the pro;ect>s outcome and the pro;ect>s
handoAer to the business operations facilitated
"erformance measurement of the releAant business operations should be established, to assess
improAements made as a result of the deliAery change
$pdating the Blueprint
0s a new capability is deliAered into the business operations, the 6lueprint and 6enefits "lan should be
updated to reflect the change and assess any impact on future benefits realisation
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
6enefit "rofiles )nput The 6enefit "rofiles are updated to reflect changes
"rogramme "lan )nput The "rogramme "lan is used to monitor the progress
"rogress $eports and 3essons
3earned $eports
)nput The "rogress $eports and 3essons 3earned $eports from the
pro;ects are used to identify the impact on benefits
6enefits "lan )nput The 6enefits "lan is used to monitor progress and updated to
reflect achieAements
)mproAements to the business
operations
%utput )mproAements as a result of deliAery of new capability are
measured
6lueprint )nput The 6lueprint is used to identify which business operations
will realise the benefits and then updated to reflect the
change
esponsi#i"ities
%ole %esponsi/ility
&enior $esponsible %wner $esponsible for the resolution of conflicts and approAal of changes
affecting the course of the programme
"rogramme +anager $esponsible for the ad;ustments of the "ro;ect "ortfolio to optimise
benefits deliAery, and for updating and maintaining programme
documentation
6usiness Change +anager $esponsible for deliAering the pro;ects> outcomes into the business and
realisation of the benefits by business operations
C"osing a Programme
Purpose
"rogrammes tend to last for a longer period, and naturally then there is the danger of allowing the
programme to become part of :normal> business
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The purpose of :Closing a "rogramme> is to ensure the focus on achieAing the end<goal of the
programme, formally recognising when the programme has completed its portfolio of pro;ects and
deliAered the reCuired new capability defined in the 6lueprint
6enefits haAe been deliAered and realised along the way; howeAer the ma;ority of ma;or business
benefits may not be fully realised until some time after the last pro;ect has deliAered its outcome This
process identifies the need for future assessment of benefit realisation as well as a reAiew of those
achieAed so far
'cti(ities
)n the process :Closing a "rogramme> seAeral actiAities ta=e place9
confirming the pro;ect closure;
reAiewing programme benefits;
updating and finalising programme documentation;
disbanding "rogramme +anagement and support functions;
informing sta=eholders
Con5irming the pro8e1t 1losure
The programme confirms that all pro;ects within the portfolio haAe been formally closed, and the
remaining actiAities haAe been defined and assigned to the releAant business operations
)f the programme is being closed prematurely ?before the 6lueprint is achieAed@, the remaining liAe
pro;ects that are still reCuired by the organisation need to be reassigned to business management or to
another programme
%e6ie4ing programme /ene5its
0 formal "rogramme 6enefits $eAiew should be conducted to assess the performance of the
programme and identify lessons learned that may benefit other programmes This reAiew should include
an assessment of the management processes of the programme itself, as well as the leAel of
achieAement of the 6lueprint, and the benefits that already haAe been realised
0 further reAiew should be scheduled for an appropriate point after closure of the programme9 the -ost
-rogramme %e6ie4 This reAiew should assess the success of the programme>s entire benefits
realisation process, including those benefits that may not haAe been ready for measurement and
assessment when the programme closed The "ost "rogramme $eAiew should be scheduled when the
transformed organisation has reached a steady state
$pdating and 5inalising programme do1umentation
"rogramme documentation should be reAiewed to ensure that any issues, ris=s and outstanding actions
haAe been attended to appropriately
(is/anding -rogramme anagement and support 5un1tions
The programme>s infrastructure and management processes are disbanded including releasing
indiAiduals from their appointed roles 0ny contracts used by the programme are finalised and closed or
the responsibility for the contracts handed oAer to business management
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&n5orming sta9eholders
"rogramme closure is confirmed with the &enior $esponsible %wner and programme sponsors
0ll sta=eholders need to be informed of programme closure and should be proAided with releAant
information about the programme>s outcome, the new procedures and operations and any other releAant
changes to the organisation that were deliAered by the programme
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
0ll programme documentation )nput 0ll programme documentation is reAiewed and formally
closed and filed
Confirmation of "rogramme
Closure
%utput The Confirmation of "rogramme Closure is a formal
notification to the sta=eholders of programme closure
"rogramme 6enefits $eAiew %utput The "rogramme 6enefits $eAiew is an assessment of the
programme itself and the benefits deliAered so far 0 planned
date for the "ost "rogramme $eAiew should be set during
this reAiew
esponsi#i"ities
%ole %esponsi/ility
&enior $esponsible %wner Chairperson of the 6enefits $eAiew and responsible for the release of
personnel from the "rogramme +anagement team, and for the sign<off for
programme closure
&ponsoring Group $esponsible for the sign<off for programme closure and release of the
&enior $esponsible %wner
"rogramme +anager $esponsible for the closure of the programme documentation and
disbanding the programme infrastructure
6usiness Change +anager $esponsible for the assessment of achieAement of benefits realised at this
point and establishing ongoing performance measures
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2.3 Pro%ect &ife Cyc"e
The "ro;ect 3ife Cycle is the complex of processes and principles from the idea to start the pro;ect until
the pro;ect is closed 0s a result of the programme these E "$),CE. processes are implemented9
! &# &tarting up a "ro;ect
. )" )nitiating a "ro;ect
/ *" *irecting a "ro;ect
- C& Controlling a &tage
1 +" +anaging "roduct *eliAery
2 &6 +anaging &tage 6oundaries
4 C" Closing a "ro;ect
E "3 "lanning
The processes are described below in detail9
Starting up a Pro%ect
*(er(ie$
The wor= of the process is built around the production of three elements9
ensuring that the information reCuired for the "ro;ect 6rief is aAailable;
designing and appointing the "ro;ect +anagement Team;
creating the )nitiation &tage "lan
The ob;ectiAe of the process is to enable a controlled start to the pro;ect by ensuring that9
all the necessary "ro;ect +anagement authorities exist for underta=ing the pro;ect;
sufficient information is aAailable to formalise the terms of reference for the pro;ect;
indiAiduals are appointed who will underta=e the wor= reCuired in "ro;ect )nitiation andLor will ta=e
significant "ro;ect +anagement roles in the pro;ect;
the wor= reCuired for "ro;ect )nitiation is planned;
the organisation that will host the pro;ect team is informed of the existence and implications of the
new pro;ect
The process begins by receiAing from some external source the definition of a problem or opportunity,
which the pro;ect has to satisfy :"ro;ect +andate> is a term used for whateAer information comes in to
trigger the pro;ect, be it a 'easibility &tudy or details on the bac= of an enAelope The closer the Cuality
of information in the "ro;ect +andate can get to the ideal described in the "roduct %utline for the
"ro;ect +andate, the easier the start<up process will be
)f the pro;ect is part of a programme, the programme should proAide the "ro;ect 6rief and appoint
some, if not all, members of the "ro;ect 6oard, thus reducing the wor= reCuired in this process
The target wor= location is informed of the impending pro;ect, and reCuests are made for any
appropriate logistical support reCuired to carry out "ro;ect )nitiation 0n additional input, which will
help with the creation of both the )nitiation and "ro;ect "lans, is the "ro;ect 0pproach, explaining the
way in which it is intended that the end products of the pro;ect are to be produced
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'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"ro;ect +andate )nput The trigger for the pro;ect
"ro;ect 6oard ExecutiAe and "ro;ect
+anager 0ppointments
%utput 0greed ;ob definitions for the ExecutiAe and "ro;ect +anager
"ro;ect +anagement Team
&tructure
%utput The basis of discussion with the other appointees and with
senior management
0greed ;ob *efinitions %utput $oles tailored to the pro;ect and the indiAidual
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#pdate "ro;ect +anagement Team
&tructure
%utput 0ppointed and confirmed "ro;ect +anagement Team
$is= 3og %utput 6lan= log ready to record ris=s
"ro;ect 6rief %utput &ubmission to the "ro;ect 6oard as part of the ;ustification
for initiation
"ro;ect 0pproach %utput This forms part of the "ro;ect "lan description within the
"ro;ect )nitiation *ocument and is an input to "lanning
7uality ?)"!@ and the "lanning process ?"3@
*raft )nitiation &tage "lan %utput 0n essential product to gain approAal to perform "ro;ect
)nitiation The "lan for the )nitiation &tage should be
discussed informally with the "ro;ect 6oard The asurance
and support roles identified will help with creation of the
plan
esponsi#i"ities
%ole %esponsi/ility
Corporate or "rogramme
+anagement
0ppointing the 6usiness ExecutiAe and "ro;ect +anager
6usiness ExecutiAe ?and "ro;ect
+anager@
*esigning and appointing the "ro;ect +anagement Team
"reparing the "ro;ect 6rief
"ro;ect +anager "reparing the "ro;ect 0pproach
"reparing the )nitiation &tage "lan
Initiating a Pro%ect
*(er(ie$
0 successful pro;ect should obserAe the following principles9
a pro;ect is a finite process with a start and end;
all parties must be clear on what the pro;ect is intended to achieAe, why it is needed, how the
outcome is to be achieAed, and what their responsibilities are in that achieAement so that there can
be genuine commitment to the pro;ect;
well<managed pro;ects haAe an increased chance of success
'ollowing these principles will ensure that the pro;ect can be successfully scoped and managed to its
completion )nitiating a "ro;ect ?)"@ is aimed at laying down the foundations for the fulfilment of the
principles described aboAe 0n oAerAiew of the process, its steps and ma;or products per step, is giAen
below9
The purpose of )nitiating a "ro;ect is to draw up a Contract in the form of a "ro;ect )nitiation *ocument,
so that there is common understanding of9
the adeCuacy of reasons for doing the pro;ect;
what =ey products the pro;ect will deliAer;
how an when these will be deliAered and at what cost;
the scope of what is to be done;
any constraints which apply to the product to be deliAered;
any constraints which apply to the pro;ect;
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who is to be inAolAed in the pro;ect decision ma=ing;
how the Cuality reCuired will be achieAed;
what $is=s are faced;
how the pro;ect is to be controlled;
the next commitment the "ro;ect +anager is loo=ing for ?the next &tage "lan@
This information can be agreed as informally as the "ro;ect 6oard and "ro;ect +anager wish The
"ro;ect +anager should always document the understanding, howeAer small the pro;ect, and get it
signed by the "ro;ect 6oard, eAen if this is one person "eople>s recollection of a Aerbal agreement can
differ wee=s, or eAen days, later )n formal terms the ob;ectiAes of )nitiating a "ro;ect are to9
document and confirm that an acceptable 6usiness Case exists for the pro;ect;
ensure a firm and accepted foundation to the pro;ect, prior to commencement of the wor=, Aia the
creation of the "ro;ect )nitiation *ocument;
enable and encourage the "ro;ect 6oard to ta=e ownership of the pro;ect;
enable and encourage the "ro;ect 6oard to ma=e a decision on whether the pro;ect is Aiable, and to
agree to the commitment of resources to the first stage of the pro;ect;
proAide the baseline for the decision<ma=ing processes reCuired during the pro;ect>s life;
ensure that by carrying out )nitiation in an organised manner, the inAestment of time and effort
reCuired by the pro;ect is made wisely, ta=ing account of the ris=s to the pro;ect;
monitor progress of )nitiating a "ro;ect ?)"@ against the plans for the )nitiation &tage
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
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Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"ro;ect 6rief )nput This document should contain the oAerall approach to Cuality
and the top<leAel pro;ect Cuality criteria These are refined
and expanded during this process
Customer & &uppler 7+& )nput &tandards with which pro;ects must comply
"ro;ect 0pproach )nput To establish the most appropriate approach to Cuality, there is
a need to =now how the pro;ects wor= is to be approached as
this could haAe a fundamental effect on the methods and
resources
$is= 3og #pdate $is=s identified in the log may affect the "ro;ect "lan
"ro;ect 7uality "lan %utput This will contain the results of "lanning 7uality ?)"!@ and
will be an element of the "ro;ect )nitiation *ocument output
from 0ssembling a ")* ?)"2@
"ro;ect "lan %utput This is the ultimate *eliAerable from the process and its
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production is the prime reason for carrying out the process
6usiness Case %utput Extract from the "ro;ect 6rief and update with the latest
?more detailed@ information
Communication "lan %utput )dentify all communication paths, freCuency, methods and
reasons
"ro;ect Conditions %utput This will form part of the "ro;ect )nitiation *ocument
)ssue 3og %utput Created in readiness to record all "ro;ect )ssues
7uality 3og %utput Created in readiness to record all details of Cuality chec=s
"ro;ect 'iling &tructure %utput "art of the "ro;ect )nitiation *ocument
3essons 3earned $eport %utput 0 blan= report ready to record aspects of "ro;ect
+anagement which go well or badly
"ro;ect )nitiation *ocument %utput 'inal end product of 0ssembling a ")* ?)"2@ and of )nitiation
esponsi#i"ities
%ole %esponsi/ility
"ro;ect +anager "reparing the "ro;ect 7uality "lan
"reparing the "ro;ect "lan
"reparing the 6usiness Case
"reparing the Communication "lan
"reparing the "ro;ect set up
0ssembling the "ro;ect )nitiation *ocument
Directing a Pro%ect
*(er(ie$
&enior "ro;ect +anagement staff that haAe the authority and responsibility for defining what is reCuired
from the pro;ect, authorising the funds for the pro;ect, committing the resources and communicating
with external interested parties, will typically delegate day<to<day charge of the pro;ect to a "ro;ect
+anager (oweAer, they must exercise oAerall control and ta=e the =ey decisions )t is also important
that leAels of authority and decision<ma=ing processes are clearly identified
*irecting a "ro;ect runs from after the start<up of the pro;ect until its closure and includes the wor= to9
authorise the initiation of the pro;ect;
proAide management direction and control throughout its life;
liaise with corporate and "rogramme +anagement;
confirm pro;ect closure
This process is aimed at the leAel of management aboAe the "ro;ect +anager, that is the "ro;ect 6oard
The "ro;ect 6oard manages by exception, that is, it monitors Aia reports and controls through a small
number of decision points There should be no need for other :progress meetings> for the "ro;ect 6oard
The "ro;ect +anager will inform the "ro;ect 6oard of any exception situation There needs to be a flow
of information from the "ro;ect 6oard to corporate or "rogramme +anagement during the pro;ect
The ob;ectiAes of *irecting a "ro;ect are to9
ensure the ultimate success of the pro;ect ;udged by;
the ability of the results of the pro;ect to deliAer the business benefits set out in the 6usiness Case;
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deliAery to agreed time, cost and Cuality parameters;
manage the identified ris=s to the pro;ect;
ensure the effectiAe management of all people and resources concerned with the pro;ect;
commit the reCuired resources;
ma=e decisions on any changes when reCuested by the "ro;ect +anager;
proAide oAerall direction and guidance throughout the pro;ect;
ma=e decisions on exception situations;
ensure that the pro;ect and the products remain consistent with business plans and the external
enAironment;
ensure that the necessary communications mechanisms are in place;
sponsor appropriate external communication and publicity about the pro;ect
This process coAers the direction of the pro;ect throughout its life cycle The "ro;ect 6oard proactiAely
manages the pro;ect>s response to the external enAironment Iithin the pro;ect the "ro;ect 6oard should
manage by exception The "ro;ect 6oard members are normally busy executiAes with a range of
responsibilities, and demands on their time should be =ept to a minimum, while fulfilling their
responsibilities to the pro;ect The =ey responsibilities are9
oAerall directional decision ma=ing;
resource commitment
Ihere the pro;ect is part of a programme, the authority to direct the pro;ect is delegated to the "ro;ect
6oard by the &enior $esponsible %wner Ihere decisions are reCuired which are outside the defined
authority of the "ro;ect 6oard, these must be referred to the &enior $esponsible %wner for a decision
The =ey processes for the "ro;ect 6oard are predominantly eAent<driAen and target the "ro;ect 6oard
members to a small number of =ey decision points, plus informal discussions where reCuired These =ey
processes brea= into four main areas9
)nitiation ?starting the pro;ect off on the right foot@;
&tage 6oundaries ?commitment to further wor= after chec=ing results so far@;
0d (oc *irection ?monitoring progress, proAiding adAice and guidance@;
"ro;ect Closure ?confirming the pro;ect outcome and bringing the pro;ect to a controlled close@
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
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Input) *utput) Decisions
anagement &n5ormation $sage E0planation
5ob *efinitions )nput *etails of ;ob responsibilities
"ro;ect +anagement Team
&tructure
)nput *etails of who is to be inAolAed in the management of the
pro;ect
"ro;ect 6rief #pdate Contains the Ihat and Ihy of the pro;ect and is the
document that specifies the "ro;ect 6oards terms of reference
*raft )nitiation &tage "lan #pdate The wor= to be approAed
"ro;ect &tart<up ,otification %utput $eCuest for logistics support
0uthorisation to "roceed %utput The approAed plan for the )nitiation &tage
*raft "ro;ect )nitiation *ocument )nput The document to be approAed
,ext &tage "lan )nput Balidation of the next part of the "ro;ect "lan
0pproAed "ro;ect )nitiation
*ocument
%utput 6ase lined after approAal by the "ro;ect 6oard for later
measurement against actual achieAement
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,ext &tage "lan or Exception "lan )nput "lan for which the "ro;ect +anager is see=ing approAal
"roduct Chec=list )nput &ummary list of ma;or products to be produced by the plan
with =ey dates
#pdated "ro;ect "lan )nput To allow the "ro;ect 6oard to $eAiew the whole pro;ect
status
#pdated 6usiness Case )nput To allow the "ro;ect 6oard to chec= that the pro;ect is still
;ustified
"ro;ect )nitiation *ocument )nput #sed to proAide a baseline against which to assess the
adAisability of any deAiations
"ro;ect +anagement Team changes
?included with &tage "lan@
)nput To allow the "ro;ect 6oard to ratify any appointment changes
#pdated $is= 3og )nput Chec= that the ris=s are still acceptable
End &tage $eport )nput $eport of stage ;ust completed (elps assessment of current
situation ?There would not be one of these for the )nitiation
&tage@
$eCuest for authorisation to proceed )nput #sually a stage approAal form for the "ro;ect 6oard to sign
0uthorisation to "roceed %utput 0uthorisation to proceed with the submitted plan *uring
"ro;ect )nitiation the "ro;ect 6oard decides how formal or
informal it wishes the approAal to be The "ro;ect 6oard, of
course, has the authority to re;ect the plan )t may as= for a
re<submission or decide to close the pro;ect
"rogress )nformation %utput The Communication "lan may indicate the need to adAise an
external group of progress
(ighlight reports )nput $egular feedbac= on progress from the "ro;ect +anager
Exception $eport )nput Early warning of a deAiation +ay trigger the creation of an
Exception "lan
$eCuest for 0dAice )nput &ituations where a decision is needed which is beyond the
authority of the "ro;ect +anager
)nformation to and from external
sources
Two<Iay Either feedbac= from a "ro;ect 6oard reCuest or new
information, which affects the direction of the pro;ect
Communication "lan )nput *etails the interested parties
Corporate or "rogramme
+anagement $eports
%utput 'eedbac= on pro;ect progress
Exception "lan reCuest %utput $eCuest in reaction to the inputs noted aboAe
"remature close %utput Closing the pro;ect before its expected end
"ro;ect )nitiation *ocument )nput #sed as the baseline against which to assess how far the
pro;ect deAiated from its initial basis 0lso contributes some
of the information against which to ;udge the success of the
pro;ect
%perational and maintenance
acceptance
)nput Confirmation that the final product can be used and
supported
"ro;ect Closure $ecommendation )nput 0ssurance from the "ro;ect +anager that eAerything has been
done
End "ro;ect $eport )nput +ore information on which to ;udge the success of the
pro;ect
Customer 0cceptance )nput Confirmation that the customer accepts the products
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'ollow<on 0ction
$ecommendations
0pproAal $ecommendations for all pending issues and other future
actions
"ost "ro;ect $eAiew "lan 0pproAal &uggested plan for assessing the achieAement of pro;ect
benefits $atified by the "ro;ect 6oard to be passed on to the
people responsible for carrying it out
3essons 3earned $eport 0pproAal "ro;ect lessons that haAe been learned which might be useful
to pass on to other pro;ects
"ro;ect Closure ,otification %utput ,otification that facilities and support can be withdrawn
esponsi#i"ities
%ole %esponsi/ility
"ro;ect 6oard 0uthorising )nitiation
0uthorising "ro;ect
0uthorising a &tage or Exception "lan
GiAing ad hoc directions
Confirming "ro;ect Closure
Contro""ing a Stage
*(er(ie$
%nce a decision has been ta=en to proceed with wor=, and resources haAe been committed, the "ro;ect
+anagement Team must be focused on deliAery within the tolerance laid down This means controlled
production of the agreed products9
to stated Cuality standards;
within cost, effort and time agreed;
ultimately to achieAe defined benefits
To achieAe this success, the pro;ect must9
focus management attention on deliAery of the stage>s products or outcomes;
focus the resources used during the stage towards this end;
=eep the ris=s under control;
=eep the 6usiness Case under reAiew;
carefully monitor any moAement away from the direction and products agreed at the start of the
stage to aAoid :scope creep> and loss of focus
This process handles day<to<day management of the pro;ect )t is started after approAing the &tage "lan
in 0uthorising a &tage or Exception "lan ?*"/@ )t describes the wor= of the "ro;ect +anager
Controlling a &tage ?C&@ driAes +anaging "roduct *eliAery ?+"@, the interfaces being the authorisation
of a Ior= "ac=age any specified reports and the return confirmation that the Ior= "ac=age has been
completed satisfactorily
The ob;ectiAes of Controlling a &tage ?C&@ are to9
deliAer the right products;
ensure that Cuality is achieAed as planned;
deliAer products on time and to cost within agreed tolerance;
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correctly direct and conduct wor= on products;
properly direct and utilise resources;
update plans with actual data, enabling progress to be chec=ed against the plan;
correctly cost resource usage;
correctly manage any deAiations from &tage or "ro;ect "lans;
inform all interested parties about pro;ect progress in a timely manner;
ensure that pro;ects are stopped or re<directed if the reasons for setting them up haAe been
inAalidated by internal or external eAents
Central to the ultimate success of the pro;ect is the day<to<day control of the wor=, which is being
conducted Throughout a stage this will consist of a cycle of9
authorising wor= to be done ?C&!@;
monitoring progress information about that wor= ?C&. and C&G@;
watching for changes ?C&/ and C&-@;
reAiewing the situation and triggering new wor= authorisations ?C&1@;
reporting ?C&2@;
ta=ing any necessary correctiAe action ?C&4@
)f changes are obserAed which are forecast deAiations beyond agreed tolerances, Escalating "ro;ect
)ssues ?C&E@ coAers the actiAities of bringing the situation to the attention of the "ro;ect 6oard
%ther factors, which must be borne in mind, are that9
the current stage contains wor= and inAolAes resource expenditure which haAe been authorised by
the "ro;ect 6oard )t is therefore important to giAe the "ro;ect 6oard feedbac= on progress against
its expectations;
all indiAidual items of wor= in a stage should be authoriJed;
pro;ect wor= can be adeCuately controlled only against a plan;
if the pro;ect is to be successful, the "ro;ect +anager and "ro;ect 6oard must react Cuic=ly to
changes and deAiations from the agreed &tage "lan
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
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Input) *utput) Decisions
anagement &n5ormation $sage E0planation
&tage or Exception "lan )nput ,ew wor= from &tage "lan, either expected or as an outcome
of Ta=ing CorrectiAe 0ction ?C&4@ The &tage "lan may
need to be updated by 0ssessing "rogress ?C&.@ in minor
areas such as a result of discussions between the "ro;ect
+anager and the Team +anager during 0uthorising a Ior=
"ac=age ?C&!@
"roduct *escription?s@ )nput *escription of the reCuired product?s@ including Cuality
criteria
"roposed Ior= "ac=age )nput *etails of the wor= reCuired, including dates and information
on any constraints
Ior= trigger )nput CorrectiAe actions
0uthorisation to proceed )nput 0uthorisation by the "ro;ect 6oard to proceed with the &tage
Ior= "ac=age %utput 'ormal handoAer of responsibility for the detailed conduct of
the wor= and deliAery of any products from the "ro;ect
+anager following agreement with the Team +anager
"lan ad;ustments %utput 0ny ad;ustments after negotiation with the Team +anager
Chec=point $eports )nput 'lows of information, either written or Aerbal depending on
the need for formality The information will coAer current
status against plan
7uality 3og )nput Confirmation, or otherwise, from the Team +anager?s@ that
the wor= and products haAe been produced to the Cuality
standard specified
Ior= "ac=age &tatus )nput To update the &tage "lan
&tage "lan #pdate #pdated with actual data to date and forecasts
,ew "ro;ect )ssues )nput 0ny )ssues being raised against the pro;ect from whateAer
source, to be logged in the )ssue 3og and the type of "ro;ect
)ssue to be decided
)ssue 3og #pdate $epository of all "ro;ect )ssues and their status
6usiness Case )nput $eference bac= to the 6usiness Case to eAaluate the impact
of the "ro;ect )ssue
&tage "lan )nput %ne of the bases for impact analysis
"ro;ect "lan )nput To chec= if the issue affects the pro;ect
)ssue 3og #pdate 0 list of all outstanding "ro;ect )ssues and their status,
updated with impact analysis information
$is= 3og #pdate Current ris=s which may be affected by an )ssue To be
updated if any action is recommended which will affect a ris=
or generate a new one
)ssue 3og )nput This product will show the current situation regarding all
"ro;ect )ssues These may be needed for reference when
deciding on appropriate action to deal with them
$is= 3og )nput This product shows the current understanding of the
problems and threats to the pro;ect
"ro;ect "lan )nput *ata to chec= if any stage problem ?or potential change@
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would haAe an impact on the pro;ect plan@
&tage "lan #pdate The latest information regarding progress on the wor=
currently in hand, or completed since the process was last
conducted or since the &tage "lan proAides the baseline
against which progress is measured, and against which the
meeting of the stage tolerances is measured The product
will be updated with any minor amendments
"lan *eAiation %utput The information to be passed to Ta=ing CorrectiAe 0ction
?C&4@
&tage &tatus )nformation %utput The information that goes forward to $eporting (ighlights
?C&2@
&tage End ,otification %utput Trigger for +anaging &tage 6oundaries ?&6@
,otification of "ro;ect End %utput Trigger for Closing a "ro;ect ?C"@
"ro;ect )ssue %utput Trigger plus information for Escalating "ro;ect )ssues ?C&E@
Ior= trigger?s@ %utput Trigger?s@ plus information for 0uthorising a Ior= "ac=age
?C&!@
&tage "lan )nput )nformation on products deliAered and the status of schedule
and budget
"lan reAisions )nput "lan reAisions resultling from consideration of correctiAe
action
Chec=point $eports )nput )nformation about progress on the pro;ect against plan
$is= 3og )nput (aAe any ris=s changedM
)ssue 3og )nput )nformation about any potential problems which need to be
brought to the attention of the "or;ect 6oard
Communication "lan )nput )dentification of interested parties who may need information
at this time
(ighlight $eport %utput )nformation formatted as reCuired by the "ro;ect 6oard
Communications to interested
"arties
%utput Content as defined in the Communication "lan
"lan deAiation )nput The plan problem which reCuires correctiAe action
)ssue 3og )nput This contains details of any "ro;ect )ssues, $eCuests for
Change or %ff<specifications that could be causing deAiations
from plan
$is= 3og #pdate The change in a ris= may be causing the correctiAe action and
its status may need updating with details of the action ta=en
&tage "lan #pdate 0mended with the implications of the correctiAe action
selected
Ior= trigger %utput CorrectiAe 0ction
$eCuest for 0dAice %utput $eCuest for adAice on correctiAe action
"ro;ect )nitiation *ocument )nput This baseline allows comparison of any change against
original expectations
&tage "lan )nput #pdated with the actuals so far, this shows the li=ely impact
on the stage of the deAiation in Cuestion
6usiness Case )nput The latest Aersion allows examination for impact of the )ssue
on the 6usiness Case
"ro;ect "lan )nput This indicates the pro;ect status and the oAerall affect of any
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deAiation
)ssue 3og )nput *etails of the change?s@ which may haAe caused the
exception situation
$is= 3og )nput *etails of the ris= exposure which may haAe caused the
escalation
"ro;ect 6oard $esponse )n and out +ay pass on to "roducing an Exception "lan ?&62@
Exception $eport %utput *escription of the exception situation, its impact, options,
recommendation and impact of the recommendation
0pproAed Ior= "ac=age )nput &igned<off confirmation that the Ior= "ac=age is complete
and acceptable
Ior= "ac=age status %utput To update the &tage plan
esponsi#i"ities
%ole %esponsi/ility
"ro;ect +anager "reparing the Ior= "ac=ages
#pdating the &tage "lans
#pdating the $is= 3og
#pdating the )ssue 3og
)ssuing ,otifications ?&tage End, "ro;ect Closure@
"reparing (ighlight $eports
)ssuing $eCuests for 0dAice
"reparing Exception $eports
&igning %ff Ior= "ac=ages
Managing Product De"i(ery
*(er(ie$
+anaging "roduct *eliAery allows a controlled brea= between "ro;ect +anager and product
creationLproAision by &uppliers
The &upplier may not be using "$),CE., so this is a statement of the reCuired interface between the
Team +anager and the "$),CE. method being used in the pro;ect
)n many pro;ects the "ro;ect +anager will allocate wor= directly to the indiAidual who is to do the wor=
and combine this process with the authorisation of the Ior= "ac=age
The ob;ectiAes of this process are to allow a Team +anager to9
agree wor= with the "ro;ect +anager;
get it done;
hand it bac= to the "ro;ect +anager
Ihere external &uppliers are inAolAed, the acceptance of Ior= "ac=ages will be affected by the terms
of their contract
The Team +anager ensures that planned products are created and deliAered by a team to the pro;ect by9
ma=ing certain that wor= on products allocated to the team is effectiAely authorised and agreed;
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accepting and chec=ing authorised Ior= "ac=ages;
ensuring that wor= conforms to any interfaces identified in the Ior= "ac=age;
creating a Team "lan for the wor=;
ensuring that the wor= is done;
ensuring that wor= progress and forecasts are regularly assessed;
ensuring that completed products meet Cuality criteria;
obtaining approAal for the completed products
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
Ior= "ac=age #pdate "ac=age put together by the "ro;ect +anager in 0uthorising a
Ior= "ac=age ?C&!@ for the Team +anagers agreement
+ay be reAised in coming to an agreement
Team "lan #pdate *etails of the Ior= "ac=age are added to the teams wor=load
$is= 3og #pdate The Team +anager adds any ris=s identified in the Team
"lan to the log
0uthorised Ior= "ac=age %utput Ior= "ac=age chec=ed and agreed by the Team +anager
0uthorised Ior= "ac=age )nput Ior= agreed with the "ro;ect +anager
Team "lan #pdate $ecord allocation, planned effort, actual effort and progress,
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plus any modifications reCuired
7uality 3og #pdate *etails of chec=s carried out on the product to ensure
conformance to Cuality standards, are added to the log
Chec=point $eports %utput "rogress reports to the "ro;ect +anager at the freCuency
defined in the Ior= "ac=age
Completed Ior= "ac=age %utput Confirmation that the Ior= "ac=age is complete and
acceptable
Completed Ior= "ac=age )nput *etails of the wor= agreed with the "ro;ect +anager
0pproAed Ior= "ac=age %utput "roducts approAed as defined in the Ior= "ac=age
esponsi#i"ities
%ole %esponsi/ility
Team +anager 0greeing the Ior= "ac=ages
"reparing Chec=point $eports
Completing Ior= "ac=ages
)ssuing ,otifications Completed Ior= "ac=ages
Managing Stage !oundaries
*(er(ie$
"ro;ects, whether large or small, need to be focused on deliAering business benefit, either in their own
right or as part of a larger programme The continuing correct focus of the pro;ect should be confirmed
at the end of each stage )f necessary, the pro;ect can be re<directed or stopped to aAoid wasting time
and money
6efore the end of each stage except the final one the next stage is planned, together with a reAiew and
update of the 6usiness Case, ris= situation and oAerall "ro;ect "lan
There could well be changes of personnel and management, necessitating changes to the "ro;ect
+anagement Team
There is also a reCuirement to re<Aisit the "ro;ect 7uality "lan and pro;ect approach to chec= whether
they need changing or refining
The steps of this process will also be used when creating an Exception "lan
The ob;ectiAes of the process are to9
assure the "ro;ect 6oard that all products in the current &tage "lan haAe been completed as defined;
proAide the information needed for the "ro;ect 6oard to assess the continuing Aiability of the
pro;ect;
obtain authorisation for the start of the next stage, together with its delegated tolerance margins;
record any information or lessons which can help later stages of this pro;ect andLor other pro;ects
The stage immediately post<)nitiation is normally approAed at the same time as the "ro;ect )nitiation
*ocument )n that case this process would need customising for that situation
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
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Input) *utput) Decisions
anagement &n5ormation $sage E0planation
)ssue 3og )nput +ay contain information that affects the next stage
Current &tage "lan )nput The results of the current stage may affect the planning of the
new stage actiAities
"ro;ect 6rief )nput Contains the what and why of the pro;ect and is the document
that specifies the "ro;ect 6oards terms of reference
Trigger for the next &tage "lan )nput )nAo=es "lanning a &tage ?&6!@ to produce next &tage "lan
"ro;ect +anagement Team
&tructure
#pdate This should be updated with any changes for the coming
stage
"ro;ect "lan #pdate "roAides the ma;or products of the stage and a high<leAel
estimate of its duration and resource needs
$is= 3og #pdate #pdate with any new or changed ris=s reAealed by the
coming &tage "lan
*raft next &tage "lan %utput "roduced by this process
Current &tage "lan )nput The results of the current stage may affect the pro;ect
planning
,ext &tage "lan )nput The extra detail in the &tage "lan may reAeal the need to
modify the "ro;ect "lan
"ro;ect 0pproach #pdate EAents may haAe occurred which modify the approach
"ro;ect 7uality "lan #pdate 7uality results so far may show the need to ad;ust the "lan
"ro;ect "lan #pdate $eAised in the light of actuals from the current stage and the
forecast of the next &tage "lan 0lso updated to reflect any
changed or extra products sanctioned by the "ro;ect 6oard
"ro;ect "lan )nput (aAe any changes to the "ro;ect "lan been made which affect
the 6usiness Case
)ssue 3og )nput 0re there any new )ssues that threaten ?or could improAe@ the
6usiness CaseM
$is= 3og )nput 0re there any new ris=s that threaten the 6usiness CaseM
,ext &tage "lan )nput *oes anything in the next &tage "lan affect the 6usiness
CaseM
Exception "lan )nput )f the +anaging &tage 6oundaries ?&6@ process has been
triggered by an exception situation, does the Exception "lan
affect the 6usiness CaseM
6usiness Case #pdate $eAised to account for any changes to the pro;ect that may
affect it
"ro;ect "lan )nput (aAe any changes to the "ro;ect "lan been made that affect
the ris=sM
,ext &tage "lan or Exception "lan )nput *oes the new plan contain any new or changed ris=sM
$is= 3og #pdate (as anything changedM
)ssue 3og #pdate 0re there any new issues that are caused by ?or could
improAe@ the new ris=sM
Current &tage "lan )nput Contains information about the products, cost and dates of
the current stage
)ssue 3og )nput )dentifies the )ssues raised during the stage
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2
$is= 3og )nput &ource of information about the status of current ris=s
7uality 3og )nput )nformation about the 7uality actiAities and results from the
teams that produced products
Communication "lan )nput +ay contain a reCuirement to send information to an external
interested party at this time
,ext &tage "lan )nput *ata for the End &tage $eport
3essons 3earned $eport #pdate #pdated with any new lessons
$eCuest for authorisation to
"roceed
%utput This may be formal or informal according to the pro;ects
situation
End &tage $eport %utput "erformance of the stage against plan
Exception "lan %utput 0lternatiAe to the next &tage "lan
Current &tage "lan )nput This is the plan from which the deAiation has occurred and
which will define the tolerances and the extent of the
deAiation )t can also be used to extrapolate what will happen
if the deAiation were allowed to continue
)ssue 3og )nput This may contain details of the reasons for the pro;ect or
stage going into exception
Exception $eport )nput This warning should haAe been sent to the "ro;ect 6oard at
the first indication of a probable deAiation )t is the trigger for
the start of this process
$is= 3og #pdate Ihat is the impact of the deAiation and Exception "lan on
the ris=sM
Exception "lan %utput The product of this process, a plan which replaces the current
stage plan
esponsi#i"ities
%ole %esponsi/ility
"ro;ect +anager "reparing the ,ext &tage "lan, End &tage $eport
"reparing the Exception "lan
#pdating the "ro;ect 0pproach, "ro;ect 7uality "lan, "ro;ect "lan,
6usiness Case, )ssue 3og, $is= 3og
C"osing a Pro%ect
*(er(ie$
%ne of the defining features of the pro;ect is that it is finite; it has a start and an end )f the pro;ect loses
this distinctiAeness, then it loses its effectiAeness oAer purely operational management approaches
&o a clear end to the pro;ect9
is always more successful than the natural tendency to drift into operational management )t is a
recognition by all concerned that either the operational regime must now ta=e oAer, or the products
from this pro;ect become feeds into some subseCuent pro;ect, or into some larger programme or the
current pro;ect has run its course;
helps achieAe business ob;ectiAes by aAoiding waste and by proAiding a useful opportunity to ta=e
stoc= of achieAements and experience;
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2
proAides an opportunity to ensure that all unachieAed goals and ob;ectiAes are identified, so that
they can be addressed in the future
"reparation for closing the pro;ect is triggered by the approaching end of the final stage of the pro;ect
0ll the Closing a "ro;ect processes may be done in parallel or at least with considerable oAerlap
The method of Closing a "ro;ect has to be tailored to suit the needs of the particular pro;ect 'or
example, if the pro;ect is part of a programme or a series of pro;ects, this may affect how some of the
fundamental principles, such as follow<on actions, are handled The pro;ect may be closely connected
with a subseCuent pro;ect and may haAe been planned ahead that way 0ll the results of the first pro;ect
feed into the subseCuent one with no need to be concerned about maintenance, operation or other
follow<on actions )f the pro;ect has deliAered an intangible product, for example to bring about a
change in philosophy, then the ob;ectiAe of ensuring operation and support arrangements are in place
may not be appropriate
The following is an illustratiAe list of aims of the process to close the pro;ect 0ccording to the type of
pro;ect, they may not all be reCuired9
ensure that the ob;ectiAes or aims set out in the "ro;ect )nitiation *ocument haAe been met;
confirm fulfilment of the "ro;ect )nitiation *ocument and the Customer>s satisfaction with the
products;
proAide formal acceptance of the products;
ensure that all expected products haAe been handed oAer and accepted by the Customer or releAant
subseCuent pro;ect;
ensure that arrangements for the support and operation of pro;ect products are in place ?where
appropriate@;
if the pro;ect has been closed prematurely, document what has been achieAed and recommend the
way forward;
identify any recommendations for follow<on actions;
capture lessons resulting from the pro;ect;
prepare an End "ro;ect $eport;
plan any "ost "ro;ect $eAiew reCuired;
notify the host location of the intention to disband the pro;ect organisation and resources
The process coAers the "ro;ect +anager>s wor= to wrap up the pro;ect either at its end or at premature
close +ost of the wor= is to prepare input to the "ro;ect 6oard to obtain its confirmation that the
pro;ect may close
The "ro;ect )nitiation *ocument is examined to chec= the actual results of the pro;ect against the
original ?or as modified by the "ro;ect 6oard@ expectations 0ll planned products should haAe been
approAed and deliAered to the Customer or be ready for hand<oAer
The "ro;ect +anager prepares an End "ro;ect $eport, which comprehensiAely eAaluates the actual
pro;ect outcome Aersus that enAisaged in the "ro;ect )nitiation *ocument
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There may be a number of "ro;ect )ssues, which were held oAer by the "ro;ect 6oard These may lead
to new pro;ects or enhancements to the products of the current pro;ect during its operational life The
"ro;ect +anager sorts these out into appropriate follow<on actions
The 3essons 3earned $eport, which has been deAeloped during the pro;ect, is now completed and made
aAailable outside the pro;ect
The host location is notified that the proAided resources will no longer be reCuired and release dates are
giAen
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"ro;ect )nitiation *ocument )nput &tatement of the pro;ects acceptance criteria
)ssue 3og )nput Chec= that all pro;ect issues haAe been closed or transferred
to follow<on actions
"roduct &tatus account )nput Confirmation from Configuration +anagement records that
all products are approAed
"remature Close *irection )nput )nstruction from the "ro;ect board to close the pro;ect before
its expected end
,otification of "ro;ect End )nput The trigger from stage monitoring that the normal end of the
pro;ect is near
Communication "lan )nput )dentification of any other interested party who needs to
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=now
Customer acceptance %utput Confirmation that the customer accepts the products
%perational & +aintenance
acceptance
%utput Confirmation that the product can be operated and supported
"ro;ect Closure ,otification %utput ,otice to the host location that the pro;ect is about to close,
so that plans can be made to disband and redeploy any
proAided "ro;ect &upport &erAices
*raft Communication to interested
parties
%utput ,otification to other parties, to be approAed by the "ro;ect
board
"ro;ect files 0rchiAe "reserAe the pro;ect records for pro;ect auditors or other
enCuiries
)ssue 3og )nput #n<actioned "ro;ect )ssues will form the basis of any follow<
on actions
6usiness Case )nput This will reAeal benefits whose achieAement cannot be
measured and will therefore need a "ost "ro;ect reAiew
$is= 3og )nput Chec= for any ris=s to the operational use of the end<
product?s@
"ost "ro;ect $eAiew "lan %utput &uggested plan for a "ost "ro;ect reAiew for ratification by
the "ro;ect 6oard
'ollow<on 0ction
$ecommendations
%utput $ecommendations for further wor= which the "ro;ect 6oard
must direct to the appropriate audience for attention
)ssue 3og )nput The reasons for %ff<&pecifications may proAide lessons for
future pro;ects
$is= 3og )nput Ihat ris=s were considered and what happened to them may
proAide lessons for future pro;ects
7uality 3og )nput This may indicate whether the Cuality policy and procedures
were adeCuate &tatistics of the number of Cuality chec=s
made and the errors found are also useful to a Cuality
assurance function
"ro;ect )nitiation *ocument )nput %riginal statement of pro;ect ob;ectiAes, scope and
constraints
3esson 3earned $eport #pdate This should be an ongoing document from the start of the
pro;ect, completed with releAant notes
End "ro;ect $eport %utput EAaluation of the management, Cuality and technical
performance of the pro;ect and achieAement of ob;ectiAes as
defined in the "ro;ect )nitiation *ocument
esponsi#i"ities
%ole %esponsi/ility
"ro;ect +anager Confirming the customer acceptation
0rchiAing the "ro;ect 'iles
"reparing the "ost "ro;ect $eAiew "lan
"reparing the 'ollow<on 0ction $ecommendations
"reparing the End "ro;ect $eport
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P"anning
*(er(ie$
EffectiAe "ro;ect +anagement relies on an effectiAe planning and control process EAen small pro;ects
reCuire planning
"lanning proAides all personnel inAolAed in the pro;ect with information on9
what is reCuired;
why it is reCuired;
how it will be achieAed and by whom, using what specialist eCuipment and resources;
when eAents will happen
"roduct<based planning is a =ey component of "$),CE. and proAides a comprehensiAe approach to
effectiAe planning )t is the method, which enables the "ro;ect +anager to9
define what the pro;ect has to deliAer;
proAide definitions of success to the people wor=ing on the pro;ect Aia measurable statements of the
Cuality reCuired;
ob;ectiAely monitor and control progress
"lanning is a repeatable process, and plays an important role in other processes, the main ones being9
"lanning an )nitiation &tage ?&#2@
"lanning a "ro;ect ?)".@
"lanning a &tage ?&6!@
"roducing an Exception "lan ?&62@
"lanning is also an iteratiAe process There will be a series of loops through the planning steps as extra
information becomes aAailable or ad;ustments are made
)n "$),CE., plans are produced on the basis that9
plans are constructed by identifying the final products reCuired, all reCuisite intermediate products,
and then the actiAities and appropriate resources necessary to deliAer them;
plans should coAer management and Cuality needs as well as the Customer>s products;
there should be assurance that all actiAities are thought through in adAance and to a leAel consistent
with the control reCuirements identified in the "ro;ect )nitiation *ocument
"$),CE. proAides a product<based start to the planning actiAity and a planning framewor=, which can
be applied to any type of pro;ect This inAolAes9
establishing what products are needed;
describing the products and their Cuality criteria;
determining the seCuence in which each product should be produced and any dependencies
0fter these initial steps, the normal steps of planning are used9
deciding when the actiAities should be done and by whom;
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2
estimating how much effort each actiAity will consume;
estimating how long the actiAities will ta=e;
agreeing what Cuality control actiAities and resources are needed;
calculating how much the oAerall effort will cost;
producing the budget from the cost of the effort plus any materials and eCuipment which must be
obtained;
assessing the ris=s contained in the plan;
identifying the management control points needed
'cti(ities
0n oAerAiew of the process, its steps and ma;or products per step, is giAen below9
1
!usiness Mode"
2
Input) *utput) Decisions
anagement &n5ormation $sage E0planation
"ro;ect 0pproach )nput The approach may impact on the number of stages and plan
leAels reCuired
"ro;ect 7uality "lan )nput The contents of plans, leAel of detail and monitoring needs,
will be affected by the "ro;ect 7uality "lan
Company "lanning &tandards )nput These may identify the planning and estimating tools and
methods to be used
"ro;ect 6rief ?or ")*@ )nput &cope of the wor= to be planned
$esource 0Aailability )nput The start and end dates of resource aAailability, and the
amount of time they are aAailable in this period are reCuired
1
!usiness Mode"
2
$is= 3og #pdate 0ny new ris=s should be added
"lan *esign %utput 0 statement of the planning approach, leAels of plan, tool set
to be used and ma;or monitoring methods
"roduct 6rea=down &tructure %utput 0 hierarchical table of all the products reCuired to be created
in the plan
"roduct *escriptions %utput 0 description of each product plus its Cuality criteria
"roduct Chec=list %utput 0 draft list of ma;or products of the plan
"roduct 'low *iagram %utput 0 diagram showing the seCuence in which the products
should be produced
3ist of 0ctiAities %utput 0ll the actiAities reCuired to produce the products
0ctiAity *ependencies %utput 0ny dependencies between the actiAities in the aboAe list
0ctiAity Estimates %utput Estimated actiAities are passed to the scheduling process
&chedule %utput 0 list of actiAities and their allocated resources plus the dates
oAer which the actiAities will ta=e place
Completed "lan for 0pproAal %utput 'or approAal of the "ro;ect 6oard
esponsi#i"ities
%ole %esponsi/ility
"ro;ect +anager *esigning the "lans
"reparing the "roduct 6rea=down &tructure, "roduct *escriptions, "roduct
Chec=list, "roduct 'low *iagram, 3ist of 0ctiAities, 0ctiAity
*ependencies, 0ctiAity Estimates, &chedule
#pdating the $is= 3og
"reparing the "lans
1
Data and Information
3
This chapter describes the data and information reCuired for the future business operations, together
with details of how existing data and information will be changed or redeAeloped to proAide the
necessary reCuirements for the :future> state
3.1 Introduction
The data and information within the scope of the :)mplementation of a professional pro;ect<based
wor=ing method> programme is the data related to the "rogramme 3ife Cycle ?"3C!@ or "ro;ect 3ife
Cycle ?"3C.@ Therefore this data is the programme and pro;ect data that needs to be managed to
guarantee a professional pro;ect<based way of wor=ing9 planning data ?in schedule and budget@
Tools for managing pro;ect and programmes rely a set of more or less common entities 6elow all
releAant entities are listed9
%rganisation;
"rogramme and "ro;ect;
$esources;
$ates;
*eliAerable;
0ctiAity;
'inancial data;
other
3.2 +ntities
*rganisation
The first entity is %rganisation %rganisational #nits are used primarily to be able to aggregate data on
different leAels %ften organiJations occur in multiple instances; for example one for the departments as
a supplier of resources, and a separate one for cost centres
The relations between the %rganisational #nits are usually displayed as an %rganisation 6rea=down
&tructure ?%6&@9 a hierarchy in the organisation to define the location of an entity ?for instance human
resource or pro;ect@
Programme and Pro%ect
The second entity is9 "rogramme and "ro;ect "rogrammes contain one or more pro;ects; ?pro;ects may
contain one or more subpro;ects;@ pro;ects contain one or more deliAerables; deliAerables contain one or
more actiAities ?effort@
'urthermore important are9
+ilestones ?identifying the end of a set of actiAities@;
Gates ?identifying the start of a set of actiAities@
These gates and milestones are often used to synchronise dependencies between pro;ects or with other
eAents outside the scope of a single pro;ect ?such as external milestones or /
rd
party wor= pac=ages@
1/
Data and Information
3
General attributes9
!ttri/ute (es1ription
"ro;ect ,ame
"ro;ect )* #niCue "ro;ect )*
*escription
0ctiAe Chec= if pro;ect is completed or cancelled
&ub "ro;ect )* #niCue )* of sub pro;ect
+anagement attributes9
!ttri/ute (es1ription
+anager ,ame "ro;ect +anager>s name
&tart Expected pro;ect start date
'inish Expect pro;ect completion date or leaAe blan=
"riority
0pproAed Chec= if pro;ect is approAed
Closed Chec= when pro;ect is completed or cancelled
%pen for Time Entry Chec= indicated that actual data can be captured against pro;ect
6udget )n time, money
"lanned Effort 0ggregated planned total effort from all actiAities and of pro;ects ?in case of a
programme@
0ctual Effort 0ggregated actual effort from all actiAities and of pro;ects ?in case of a
programme@
esource
The next entity is9 $esource $esources are the persons allocated to the programme or pro;ect
General attributes:
!ttri/ute (es1ription
'irst ,ame 'irst ,ame
+iddle ,ame +iddle ,ame if applicable
3ast ,ame 3ast ,ame
*isplay ,ame 'ormat is N'irst ,ame 3ast ,ameO
$esource )* #niCue $esource )*
Email 0ddress
Employment Type Contractor or Employee
*ate of (ire *ate resource started with company )f resource is a contractor this date should
be the &tart date of the first engagement
*ate or Termination *ate resource left 'or contractors, this should be the expected end date of
their current engagement
+anager 6rowse to &ystem #sers to identify +anager
+anagement attributes9
!ttri/ute (es1ription
$ole $esource role
Category Employee 0ffiliation ?eg; 0&@
0Aailability *efault 0Aailability for resource in (ours per *ay *efault is 21 hrsLday for
employees and E hrsLday for contractors
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Data and Information
3
%pen for Time Entry Chec= if $esource can enter time against a pro;ect
&=ills #sed for finding the right employee ?resource management@
Contact attributes9
!ttri/ute (es1ription
Company
5ob Title
&treet !
&treet .
&treet /
City
&tate
"ostal Code
Country
(ome "hone ,umber
Ior= "hone ,umber
+obile "hone ,umber
'ax
"ager
#$3 Can lin= to external web page
&ome tools allow for the allocation of roes that represent a giAe type of resource for as long as the
specific person is not yet =nown
ates
The next entity is9 $ates %ften, rates Aary in time so rates are often registered in a matrix structure
where rates can Aary dependent on factors such as time ?oAertime@, contracts et cetera
De"i(era#"e
The next entity is9 *eliAerable
General attributes9
!ttri/ute (es1ription
*eliAerable name
*eliAerable )* #niCue )*
*escription
&tatus %pen, completed, P
"redecessors
&uccessors
"ro;ect
'cti(ities
The next entity is9 0ctiAities 0ctiAities mean effort that contributes to the realisation of deliAerables
General non<pro;ect related hours ?such as illness, holidays, or departmental meetings@ must considered
as well
11
Data and Information
3
General attributes9
!ttri/ute (es1ription
0ctiAity name
0ctiAity )* #niCue )*
*escription
Effort Estimated effort
&tatus %pen, completed, P
"redecessors
&uccessors
*eliAerable
$esource
Time spent
,inancia"
'inancial information can be managed in a "ro;ect +anagement tool or in the existing financial system
Transaction types typically are9
3abor;
+aterial;
ECuipment;
Expense ?for instance traAel and lodging@
*epending on the way financial information is processed, additional characteristics need to be
registered to allow for passing data to other applications
*ther entities
%ther entities that are often managed9
other resources ?eg hardware@;
capital;
suppliers
12
*rganisation) o"es and esponsi#i"ities
4
This chapter contains a description of the organisation structure, staffing leAels, roles and s=ill
reCuirements necessary to support the future business operations 0ny necessary changes to
organisational culture, style, or existing structures and personnel may also be included
4.1 *rganisation Structure
The next figure shows the core programme roles and functions and how they relate to each other )n the
next paragraph the roles are described and the generic responsibilities for each, along with the s=ills that
the indiAiduals fulfilling them will need
The application of a "rogramme +anagement regime should not automatically impose the need for
additional management resources The "rogramme +anagement roles and responsibilities should be
regarded as :natural> that as much as possible are expansions of existing responsibilities
14
*rganisation) o"es and esponsi#i"ities
4
4.2 o"es) esponsi#i"ities and e-uired S.i""s
These primary roles should not be merged together; each focus on specific aspects of the programme
*epending on the siJe, complexity and significance of the programme, some of the responsibilities may
be assigned to further specific roles, such as 7uality +anager or Communications +anager
Programme Sponsorship
"rogramme sponsorship means ma=ing the inAestment decision and proAiding top<leAel endorsement of
the rationale and ob;ectiAes for the programme &ponsorship also means continuing senior management
commitment to promoting and supporting the changes introduced by the programme, and championing
the implementation of the new capabilities deliAered by the programme to ensure that the expected
benefits are realised and the desired outcomes achieAed
The programme>s sponsors are =ey sta=eholders and form the &ponsoring Group for the programme
The &ponsoring Group represents those senior managers who are responsible for the inAestment
decision, defining the direction of the business and establishing framewor=s to achieAe the desired
ob;ectiAes They must ta=e the lead in establishing the Aalues and behaAiours reCuired by the change
effort, often :leading by example> Iithout the commitment and direct inAolAement of senior
management, a transformational change is unli=ely to progress Aery far The life of a programme, and
the period of transition in particular, is a time of uncertainty +any normal procedures, reporting
relationships and responsibilities may no longer apply 0ll members of the &ponsoring Group must ta=e
the lead in establishing a style of leadership appropriate to the organisation and the nature of the
change )n most change situations there will need to be increased emphasis on motiAation of staff,
promotion of team<wor=ing, empowerment at all leAels, encouragement of initiatiAes, and recognition
of appropriate ris=<ta=ing
The specific responsibilities of the &ponsoring Group will include9
proAiding the "rogramme +andate and inAestment decision;
creating an enAironment in which the programme can thriAe;
endorsing, adAising and supporting the &enior $esponsible %wner;
proAiding continued commitment and endorsement in support of the &enior $esponsible %wner at
programme milestones;
approAing the progress of the programme against the strategic ob;ectiAes;
proAiding Aisible leadership and commitment to the programme at communication eAents;
confirming successful deliAery and sign<off at the closure of the programme
Senior Programme esponsi#"e
The &enior $esponsible %wner has oAerall accountability for the programme, together with personal
responsibility for ensuring that it meets its ob;ectiAes and realises the expected benefits The indiAidual
who fulfils this role should be a peer member of the &ponsoring Group and must be empowered to
direct the programme and ta=e decisions They must haAe enough seniority and authority to proAide
leadership to the programme team and ta=e on accountability for deliAery
The &enior $esponsible %wner is ultimately accountable for the success of the programme and is
responsible for enabling the organisation to exploit the new enAironment resulting from the programme,
meeting the new business needs and deliAering new leAels of performance, benefit, serAice deliAery,
1E
*rganisation) o"es and esponsi#i"ities
4
Aalue or mar=et share The title of :&enior $esponsible %wner> can be replaced by the term "rogramme
*irector
The responsibilities of the &enior $esponsible %wner role include9
owning the Aision for the programme and being its :champion>, proAiding clear leadership and
direction throughout its life;
securing the inAestment reCuired to set up and run the programme, and fund the transition actiAities
so that the desired benefits are realised;
proAiding oAerall direction and leadership for the deliAery and implementation of the programme,
with personal accountability for its outcome ?this should be an important measure of their
indiAidual performance@;
being accountable for the programme>s goAernance arrangements by ensuring the programme,
including its inAestment, is established and managed according to appropriate reCuirements and
Cuality;
being responsible for =ey programme information, including the "rogramme 6rief and the 6usiness
Case;
managing the interface with =ey senior sta=eholders and ensuring that interfaces and
communications with all sta=eholders are effectiAe;
managing the =ey strategic ris=s facing the programme;
maintaining the alignment of the programme to the organisation>s strategic direction EAolAing
business needs and emerging issues that impact the programme will undoubtedly arise The &enior
$esponsible %wner is responsible for ensuring that such issues are addressed appropriately;
ensuring that the organisation and its staff are managed carefully through the process of change,
that the results are reAiewed and assessed ob;ectiAely, and that ad;ustments are made as necessary;
commissioning and chairing reAiews both during the programme and following programme closure
that formally assess the programme>s9
o continued alignment with its ob;ectiAes;
o capability of deliAery;
o measurable achieAement of benefits;
managing and supporting the "rogramme +anager
!ppointing a #enior %esponsi/le '4ner9
The &enior $esponsible %wner must haAe the seniority for the responsibilities and accountabilities the
role inAolAes EAen though they may only be inAolAed in the day<to<day actiAities of the programme on
a part<time basis, they must be proactiAe and Aisible as the driAing force behind the programme
"rogrammes reCuire strong leadership and decision<ma=ing s=ills (oweAer, different types of
programme reCuire different styles of leadership 'or example, programmes inAolAing significant
internal change for staff will haAe different issues from those focused on external change The
appointment process should ensure that the experience, character and personality of the indiAidual
appointed to the &enior $esponsible %wner role are right for the programme
The &enior $esponsible %wner needs to be able to combine realism with openness and the clarity of
expression to communicate the programme>s Aision effectiAely
1G
*rganisation) o"es and esponsi#i"ities
4
)n addition, the &enior $esponsible %wner must9
be able to giAe purpose and direction to the programme and ta=e strategic decisions;
lead by example and focus on deliAery;
build productiAe relationships across the programme team and haAe access to, and credibility with,
=ey sta=eholders
Programme Manager
There is a fundamental difference between the deliAery of a new capability and actually realising
measurable benefits as a result of using that capability This difference is reflected in the
complementary roles of "rogramme +anager and 6usiness Change +anager The "rogramme +anager
is responsible for deliAering the capability; the 6usiness Change +anager is responsible for realising
the resultant benefits by embedding that capability into business operations The indiAiduals appointed
to each role must be able to wor= in close partnership to ensure that the right capabilities are deliAered
and that they are put to best use
The role of "rogramme +anager is responsible for leading and managing the setting up of the
programme through to deliAery of the new capabilities and realisation of benefits +anaging a
programme is not simply a line management function oAerseeing the deliAery of a number of pro;ects
The "rogramme +anager role inAolAes proactiAe interAentions and decision<ma=ing to ensure that the
programme stays on trac=
"rogrammes do not usually haAe a clear path towards a well<defined goal Therefore, they can rarely be
managed using traditional approaches The "rogramme +anager is responsible for co<ordinating and
monitoring the wor= of the programme in an uncertain enAironment
&uccessful deliAery will depend on the effectiAe management of issues, conflicts, priorities,
communications and personnel The "rogramme +anager will need the ability to wor= positiAely with
the full range of indiAiduals and groups inAolAed in the programme
The "rogramme +anager is responsible, on behalf of the &enior $esponsible %wner, for successful
deliAery of the new capability The role reCuires the effectiAe co<ordination of the pro;ects and their
interdependencies, and any ris=s and other issues that may arise )n most cases, the "rogramme
+anager will typically wor= full<time on the programme, as the role is crucial for creating and
maintaining enthusiasm
0s the programme is implemented, changes to policy, strategy, or infrastructure may haAe an impact
right across the "ro;ect "ortfolio, or outside the programme The "rogramme +anager is responsible for
the oAerall integrity and coherence of the programme, and deAelops and maintains the programme
enAironment to support each indiAidual pro;ect within it Q typically through the "rogramme &upport
%ffice function
The responsibilities of the "rogramme +anager role will also include the following9
planning and designing the programme and proactiAely monitoring its oAerall progress, resolAing
issues and initiating correctiAe action as appropriate;
defining the programme>s goAernance framewor=;
2D
*rganisation) o"es and esponsi#i"ities
4
ensuring the integrity of the programme Q focusing inwardly on the internal consistency of the
programme; and outwardly on its coherence with infrastructure planning, interfaces with other
programmes and corporate technical and specialist standards This particular aspect may be
allocated to a separate dedicated role ?often referred to as :business or technical design authority> or
:strategic architect>@ particularly on large, complex programmes;
managing the programme>s budget on behalf of the &enior $esponsible %wner, monitoring the
expenditures and costs against benefits that are realised as the programme progresses;
facilitating the appointment of indiAiduals to the pro;ect deliAery teams;
ensuring that the deliAery of new products or serAices from the pro;ects meets reCuirements and is
to the appropriate Cuality, on time and within budget, in accordance with the "rogramme "lan and
programme goAernance arrangements;
ensuring maximum efficiency in the allocation of resources and s=ills within the "ro;ect "ortfolio;
managing third<party contributions to the programme;
managing the communications with sta=eholders;
managing the dependencies and interfaces between pro;ects;
managing ris=s to the programme>s successful outcome;
initiating extra actiAities and other management interAentions whereAer gaps in the programme are
identified or issues arise;
reporting progress of the programme at regular interAals to the &enior $esponsible %wner
%nce pro;ects become established, the role of "rogramme +anager focuses on monitoring
interdependencies between pro;ects and changes within the "ro;ect "ortfolio The day<to<day
management and deliAery of the pro;ects will be carried out by the designated pro;ect teams
Throughout the programme, the "rogramme +anager proAides the ongoing :health chec=> of the
programme by reassessing whether the pro;ects continue to meet the programme>s ob;ectiAes and
continue to use aAailable funds and resources efficiently This reCuires the timely management of
exceptions, slippage and conflicting priorities
!ppointing the -rogramme anager9
The indiAidual appointed to the role of "rogramme +anager must haAe the necessary seniority to be
able to ta=e on the responsibilities reCuired of the role The "rogramme +anager must haAe strong
leadership and management s=ills, and may well haAe a "ro;ect +anagement bac=ground The balance
of s=ills reCuired in the "rogramme +anager often changes as the programme deAelops9 the person with
the s=ills to set up a programme is not necessarily the right one to driAe through its implementation
The "rogramme +anager must understand the wider ob;ectiAes of the programme, haAe credibility
within the programme enAironment and be able to influence others They must be able to deAelop and
maintain effectiAe wor=ing relationships with other members of the "rogramme +anagement Team,
senior managers, the pro;ect teams and third<party serAice proAiders inAolAed in the management and
operations of the programme
The "rogramme +anager should also haAe9
effectiAe leadership, interpersonal and communication s=ills;
2!
*rganisation) o"es and esponsi#i"ities
4
the ability to command respect and to create a sense of community amongst the ?often disparate@
members of the pro;ect teams;
a good =nowledge of techniCues for planning, monitoring and controlling programmes;
a good =nowledge of "ro;ect +anagement approaches such as "$),CE.;
a good =nowledge of budgeting and resource allocation procedures;
sufficient seniority and credibility to adAise pro;ect teams on their pro;ects in relation to the
programme;
the ability to find ways of solAing or pre<empting problems
!usiness Change Manager
The deliAery of change will not happen on its own The outputs reCuired from pro;ects need to be
defined and targeted, based on the contribution they will ma=e to realising benefits and achieAing
outcomes
The role of 6usiness Change +anager has responsibility for benefits definition and management
throughout the programme +ore than one indiAidual may be reCuired to fulfil this role Q exactly how
many will depend on the number of business areas targeted for benefits realisation
To realise benefits, the programme must be closely integrated with mainstream business actiAities )t is
only when changes become :business as usual> that the benefits will be realised The 6usiness Change
+anager role is =ey to proAiding the :bridge> between the programme and the business operations since
the indiAidual?s@ will be an integral part of the business operations
The 6usiness Change +anager role represents the &enior $esponsible %wner>s ?and hence the
&ponsoring Group>s@ interests in the final outcome of the programme, in terms of measurable
improAements in business performance
Ihere substantial change in business operations is reCuired, the indiAidual?s@ appointed to the role of
6usiness Change +anager will be responsible for creating the new business structures, operations and
wor=ing practices
6usiness Change +anagers should haAe appropriate responsibility and authority within the business
areas within which change will ta=e effect and benefits will be realised
The role of 6usiness Change +anager is primarily benefits<focused The 6usiness Change +anager
role is responsible, on behalf of the &enior $esponsible %wner, for defining the benefits, assessing
progress towards realisation, and achieAing measured improAements This need to define and realise
benefits in terms of measured improAements in business performance means that the 6usiness Change
+anager role must be :business<side>, in order to proAide a bridge between the programme and business
operations This bridge between the business and the programme is represented by the dotted line
relationship between the 6usiness Change +anager and the &enior $esponsible %wner in the figure
aboAe
%n many programmes, change will affect different parts of the organisation )n such situations there
should be a team of 6usiness Change +anagers, one for each business area
2.
*rganisation) o"es and esponsi#i"ities
4
The 6usiness Change +anager role will include the following responsibilities9
ensuring the interests of the &ponsoring Group are met by the programme;
obtaining assurance for the &ponsoring Group that the deliAery of new capability is compatible with
realisation of the benefits;
wor=ing with the "rogramme +anager to ensure that the wor= of the programme, including the
scoping of each pro;ect, coAers the necessary aspects reCuired to deliAer the products or serAices
that will lead to operational benefits;
wor=ing with the "rogramme +anager to identify pro;ects that will contribute to realising benefits
and achieAing outcomes;
identifying, defining and trac=ing the benefits and outcomes reCuired of the programme;
identifying and implementing the maximum improAements in business operations ?both extant and
newly created@ as groups of pro;ects deliAer their products or serAices into operational use;
managing the realisation of benefits, and ensuring that continued accrual of benefits can be
achieAed and measured after the programme has been completed;
establishing and implementing the mechanisms by which benefits can be realised and measured;
ta=ing the lead on transition management; ensuring that :business as usual> is maintained during the
transition and the changes are effectiAely integrated into the business;
preparing the affected business areas for the transition to new ways of wor=ing; potentially
implementing new business processes;
optimising the timing of the release of pro;ect deliAerables into business operations
0s the programme progresses, the 6usiness Change +anager is responsible for monitoring outcomes
against what was predicted
!ppointing the Business Change anager<s=9
The indiAidual, or indiAiduals, appointed as 6usiness Change +anager?s@ should be drawn from the
releAant business areas &uitable indiAiduals are li=ely to haAe ongoing operational responsibilities
within their business areas Their participation in the programme should be an integral part of their
normal responsibilities, to enable changes resulting from the programme to be firmly embedded in the
organisation
6usiness Change +anagers reCuire detailed =nowledge of the business enAironment and direct business
experience )n particular, they need an understanding of the management structures, politics and culture
of the organisation?s@ inAolAed in the programme They also need management s=ills to co<ordinate
personnel from different disciplines and with differing Aiewpoints They need effectiAe mar=eting and
communication s=ills to sell the programme Aision to staff at all leAels of the business
6usiness Change +anager?s@ should also haAe change management s=ills and enough experience to be
able to bring order to complex situations and maintain focus on the programme>s ob;ectiAes
8nowledge of certain management techniCues may also be useful, for example9
business change techniCues, such as business process re<engineering;
benefits identification, modelling and management techniCues
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*rganisation) o"es and esponsi#i"ities
4
Programme Support and Pro%ect Support Staff
"rogrammes are ma;or underta=ings, often affecting large numbers of people and organisations and
generating a substantial Aolume of information The nerAe centre and information hub of a programme
is the "rogramme &upport %ffice 0ll information, communication, monitoring and control actiAities for
the programme are co<ordinated through the "rogramme &upport %ffice
The "rogramme &upport %ffice may be dedicated to supporting a single programme, or it may support
a number of programmes The leAel of resourcing for the "rogramme &upport %ffice will Aary
depending on the siJe and capabilities of the organisation 'or example, with appropriate expertise, the
"rogramme &upport %ffice may be a :centre of excellence> for all programmes and pro;ects within the
organisation, proAiding specialist expertise and facilitation across the programme and its pro;ects )n
many cases, the manager of the "rogramme &upport %ffice will also act as deputy to the "rogramme
+anager
The "rogramme &upport %ffice can proAide some aspects of assurance for the programme (oweAer, it
is important to haAe an independent assurance function in addition to any internal assurance function
The core function of the "rogramme &upport %ffice is to proAide an information hub for the
programme This will typically inAolAe the following9
trac=ing and reporting9
o trac=ing measurements;
o reporting progress;
information management ?websites are useful tools for proAiding these facilities@9
o holding master copies of all programme information;
o generating all necessary Cuality management documentation;
o maintaining, controlling and updating programme documentation;
o establishing and maintaining the index to an electronic library of programme information;
financial accounting9
o assisting the "rogramme +anager with budget control for the programme;
o maintaining status reports on all pro;ects in the programme;
ris= and issue trac=ing9
o analysing interfaces and critical dependencies between pro;ects and recommending appropriate
actions to the "rogramme +anager;
o maintaining the list of sta=eholders and their interests;
Cuality control9 establishing consistent practices and standards adhering to the programme
goAernance arrangements, including pro;ect planning, reporting, change control, analysing ris=s and
maintaining and updating the $is= $egister for the programme;
change control9
o registering changes for subseCuent inAestigation and resolution;
o monitoring items identified as reCuiring action;
o prompting timely actions;
o reporting on whether reCuired actions haAe been carried out
The "rogramme &upport %ffice may be sufficiently resourced to proAide additional expertise across the
programme, for example9
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*rganisation) o"es and esponsi#i"ities
4
proAiding a strategic oAerAiew of all programmes and interdependencies, and reporting upward to
senior management;
proAiding consultancy<style support to pro;ect deliAery teams at initiation and throughout the
lifecycle of the programme; ensuring a common approach is adopted and sharing good practice;
carrying out health chec=s and adAising on solutions during the lifetime of the programme and
indiAidual pro;ects, for example, facilitating wor=shops inAolAing pro;ect teams, sta=eholders and
members of the programme team
%esour1ing the -rogramme #upport '55i1e9
The "rogramme &upport %ffice should add Aalue to the programme through the =nowledge, experience
and s=ills of its staff The following attributes are worth considering when ma=ing "rogramme &upport
%ffice appointments9
proAen trac= record in programmeL"ro;ect +anagement and implementation;
expertise in programmeL"ro;ect +anagement methodologies and processes;
actiAe experience in ris= management;
6usiness Case and appraisal s=ills;
interpersonal s=ills; communication s=ills at all leAels
"rogramme &upport %ffices and "ro;ect %ffices may be combined where it is a sensible use of
resources to haAe the same team proAiding both functions
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*rganisation) o"es and esponsi#i"ities
4
22
Information Systems
5
5.1 Introduction
This chapter contains a description of the Technology, )T systems, tools, eCuipment, buildings and
accommodation reCuired for the future business operations together with details of reuse of existing
infrastructure or implementation of new infrastructure to support the :future> state
The information systems within the scope of the :)mplementation of a professional pro;ect<based
wor=ing method> programme are the systems supporting the "rogramme 3ife Cycle ?"3C!@ or "ro;ect
3ife Cycle ?"3C.@
Typically these systems are primarily planning and trac=ing applications %ther tools that may be
reCuired are9
document management tool ?to manage all pro;ectLprogramme related information@;
wor=flow management tool ?primarily to support reAiew and approAal processes@;
configuration management tool ?to maintain a clear Aiew and the right Aersion of each deliAerable
indiAidually and as a whole@;
intranet and e<mail ?communication@;
reporting tools
Currently these applications are not used within the organisation
5.2 P"anning and /rac.ing
6elow the infrastructural aspects for planning and trac=ing applications are listed
Ser(er en(ironment
The following enAironments are typically reCuired9
! production enAironment to support operational "rogramme and "ro;ect +anagers, $esource
+anagers and time writers;
. 7uality 0ssurance enAironment for inta=e and regression testing;
/ training enAironment for classical education andLor e<learning;
- deAelopment enAironment for template deAelopment;
)n most cases, the production enAironment ?!@ is physically separated from the other enAironments ?.<-@
to isolate the production enAironment from mishaps that might occur in the other enAironments
#sually, in large organisations, these implementations are based on a large &73 database configuration
to offer a central database for all data
C"ient set0up
Typically . clients are used9
! for time writing, a /ro4ser 1lient is aAailable on the des=top of eAery potential pro;ect participant
&uch a client reCuires minimal configuration and is easy to roll out to many users;
. "rogramme and "ro;ect +anagers will need to haAe a specific client called 4or9/en1h to be
installed on the des=top This wor=bench supplies the full functionality for planning, scheduling
and trac=ing Typically, more training and support is needed here to be able to use such a tool to its
full potential
24
Information Systems
5
1et$or.
)n case of organisations that haAe multiple site L locations ?in one country or in multiple countries@, an
organisation wide networ= is reCuired if pro;ectsLprograms run across multiple sites ?which is usually
the case@
!ac.up
'or deAelopment, test and training, a cold bac=up of the database is usually made daily 'or production
database a daily hot bac=up is scheduled during off<pea= hours
Interfaces
#ltimately, interfaces may be reCuired between the tool and existing applications ?such as ($ systems
and financial systems@ to transfer pro;ect lifetime information Ihen and what should be included in
this interface is installation specific
2E
Support Ser(ices
6
2.1 Introduction
This chapter contains a description of the support serAices reCuired for the future business operations,
together with details of how the existing support serAices will be changed to proAide the necessary
reCuirements for the :future> state
The support serAices within the scope of the :)mplementation of a professional pro;ect<based wor=ing
method> programme are the serAices deliAered related to the "rogramme 3ife Cycle ?"3C!@ or "ro;ect
3ife Cycle ?"3C.@ These support serAices are deliAered by9
(uman $esources;
tools
'urthermore support serAices of other departments are mentioned briefly in as much as they relate to the
"3C>s
2.2 3uman esources
The human resources include "rogramme +anagers, "ro;ect +anagers and members of the "rogramme
&upport %ffice
The support serAices from the human resources are adeCuately described in chapters . 6usiness +odel,
and - %rganisation, $oles and $esponsibilities
The staff is recruited from the personnel currently already actiAe in the change processes They will be
assessed on their s=ills and experience, and trained according to their subseCuent personal education
plan ?as will be realised during one of the pro;ects within the programme@
0s stated before, the application of a "rogramme +anagement regime should not automatically impose
the need for additional management resources The "rogramme +anagement roles and responsibilities
should be regarded as :natural> that as much as possible are expansions of existing responsibilities
0lthough the roles and responsibilities for the "rogramme &upport %ffice are described, one issue has
not been mentioned yet The "rogramme &upport %ffice is responsible for the maintenance of all
products for the "3C9 procedures, tools and templates 0ll products regarding the "3C>s are aAailable
Aia the intranet
2.3 /oo"s
The tools are listed in the paragraph chapter 1 )nformation &ystems
The support serAices from the tools are adeCuately described in chapter 1 )nformation &ystems
These tools are new to the organisation They need to be used by all inAolAed in programmes and
pro;ects in the new situation ?training will ta=e place during one of the pro;ects within the programme@
2.4 *ther Departments4 Purchasing) ,inance) Communications) 3uman
esources
&ome departments will play a role in the processes from the "3C>s9
2G
Support Ser(ices
6
Purchasing
The "urchasing department is inAolAed in the "3C>s wheneAer contractors are hired, eCuipment
?hardwareLsoftware@ is bought or hired, or wheneAer pro;ects are contracted out Therefore "urchasing
are informed and consulted wheneAer these situations occur, and the actiAities reCuired from "urchasing
are planned The "urchasing department is identified as a ma;or sta=eholder and included in the
Communication "lan
"urchasing needs to be aware of the implemented organisation structure and of the Aalid "rogramme
+anagement "rocesses; and "urchasing needs to adapt their procedures and plans to the situation
,inance
The 'inance department is inAolAed in the "3C>s as the 6usiness Case is imbedded in the "3C
processes and it is the 'inance department that9
Aalidates the 6usiness Case ?recommendation@;
Aalidates the 6enefit $ealisation
The 'inance department is identified as a ma;or sta=eholder and included in the Communication "lan
'inance needs to be aware of the implemented organisation structure and of the Aalid "rogramme
+anagement "rocesses; and 'inance needs to adapt their procedures and plans to the situation
Communications
The Communications department is inAolAed in the "3C>s as it assists the &enior $esponsible %wner
and the "rogramme +anager in communicating the results of the programme to the outside world 0lso
the Communications department plays a role in programme ?and pro;ect@ internal communications ?for
instance maintenance of the intranet@ The Communications department is consulted when creating the
"rogramme "lan
The Communications department is aware of the implemented organisation structure and of the Aalid
"rogramme +anagement "rocesses, and wor=s accordingly
3uman esources
The new organisation and the new tas=s and responsibilities haAe conseCuences for the entire ($
structure ,ew ;ob descriptions, functions et cetera are created Therefore the ($ department is a ma;or
sta=eholder in the programme, and is consulted when creating the "rogramme "lan
4D