Minor Project- en Programmamanagement
Les 7 Programma levenscyclus
Opdracht
Breng de projectlevenscyclus in kaart. owelke stappen of fasen;owelke documenten worden wanneer opgeleverd.
Schrijf op een flip
What future will the programme deliver?
Is the programme affordable?
Who will be involved in the programme?
How will the programme undertake key aspects of work?
Programma levenscyclusWhy do we need the Programme?
Minor project- en programma managementLia de Zoete
21-04-23 / 3
Lifecyle Allignment
Policy, Vision,Strategy Identify Define
DeliverCapability
Realize Benefits
ClosePost Programme
Business asUsual
Programme Lifecycle
Vision, Valuesand Goals
Define deliverystrategy andmeasures of
success (KPIs)
Identifyinitiatives,
programmes andprojects
Prioritize andBuild Portfolio
Deliver andtrack Business
Change
Business asUsual
Portfolio / Business Lifecycle
Portfolio Office Functions and Services
Portfolio Office Portfolio Office
Programme Office (permanent hub or temporary)
MandatePre-Project Start up Initiation
Developmentthrough stage
gatesClose Post Project
Business as Usual
Project Lifecycle
Programme Office (may be a hub programme office for a division or department or a temporary ProgrammeOffice where the project is a component of a temporary programme)
Project Office (temporary) or embedded support staff
Cen
tre
of E
xcel
lenc
e F
unct
ions
and
Ser
vice
s
RealisingThe Benefits
Establis
h
PolicyStrategyVision
MandateIdentifying a Programme
Programme Brief
Programme Definition,
Control Framework, and Plans/Schedules
Completion of programme, final lessons learned
Delivery of new or enhanced operational capability
Closing a Programme
Defining a Programme
Ma
na
gin
g
the
Tra
nc
he
s
Rev
iew
&
Pre
pare
Programma levenscyclus
Delivering theCapability
IN
OUT
KEY ROLES
Overview of “Identifying a programme”
• Programme Mandate
• Strategy
• Emerging programme current status and plans
1. Sponsoring the programme2. Confirm the mandate3. Appoint the SRO and the Programme Board4. Produce the Programme Brief5. Develop the Programme Preparation Plan6. Review Brief & Preparation Plan7. Approval to proceed with “Defining a
Programme”
• Verify maps to strategy• Confirm common understanding
with Sponsoring Group• Formal review and approval
• Sponsoring Group• Senior Responsible Owner• Programme Board• Small team (optional)
• Confirmed Mandate• Approved Programme Brief• Decisions on current activities for
emerging programmes• Programme Preparation Plan for
“Defining a Programme”• Approval to start “defining a
Programme”• Appointment of Senior
Responsible Owner and Programme Board
PRINCIPAL CONTROLS
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
IN
OUT
KEY ROLES
Overview of “Defining a programme”
PRINCIPAL CONTROLS
1. Establish the infrastructure2. Establish the team to define the programme3. Identify the stakeholders4. Refine the Vision Statement5. Develop the Blueprint6. Develop the Benefit Profiles7. Model the benefits and refine the Profiles8. Validate the benefits9. Design the Projects Dossier10.Identify tranches11.Design the programme’s organisation12.Develop governance arrangements13.Develop the Programme Plan14.Consolidate the Programme Definition Document15.Develop and confirm Programme Business Case16.Prepare for first tranche17.Approval to proceed
• Programme Brief• Strategy• Programme Preparation
Plan• Emerging programme
current status and plans• Decisions on current
activities for emerging programmes
• Senior Responsible Owner• Programme Board• Sponsoring Group• Programme Manager• Business Change Manager• Team appointed for “Defining a Programme”
• Review of (emerging and final) Business case by SRO
• Sponsoring Group, approval to proceed
• Emerging programmes, current activities stopped
• Risks and Issues logged• Programme Definition
Document• Governance arrangements• Plans for benefits,
communications and programme
• Approved Business case• Approval to start first tranche
or stop
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
ProgrammeBrief
(incl. Vision)
Blueprint
Future state
Current state
Gap
Benefit Mapsand Profiles
BenefitRealisation
Plan
ProjectsDossier
ProgrammePlan
Rest of‘Defining a
programme’
OK
Not acceptable, trydifferent solutions
Not acceptable, try adifferent future state
design
Drivedesign of
Validateagainst
Time, cost risk
Extend and refine
Filled by
EvolvingBusiness
Case
Developing the basis of an acceptable Business case
IN
OUT
KEY ROLES
PRINCIPAL CONTROLS
Overview of “Delivering the Capability”
• Governance arrangements for monitoring and control• Project Brief: quality, acceptance criteria and tolerances• Project monitoring• Reviewing and closing projects
1. Start projects2. Engage stakeholders3. Align projects with benefits realisation4. Align projects with programme objectives5. Governance; manage and control delivery
a. Monitor and control progressb. Manage risks and resolve issues
6. Close projects
• Project Briefs• Projects started• Changes; re-scoped projects• Escalations from projects• Communication events• Project outputs approved
and delivered• Project lessons learned
and evaluation reviews• Tools baseline updated
• Senior Responsible Owner• Programme Board• Programme Manager• Business Change Manager• Programme Office
• Blueprint• Programme Plan• Projects Dossier• Business Case• Programme
Communications Plan• Issues and risks• Benefits Profiles and
Realisation Plans• Current projects
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
IN
OUT
KEY ROLES
PRINCIPAL CONTROLS • Benefits management Strategy• Project Brief: quality, acceptance criteria
and tolerances• Project monitoring• Reviewing and closing projects
Overview of “Realising the Benefits”
• Benefits docs updated/refined• Transition prepared• Transition completed• New operations stabilised• Changes in operations• Achievement of outcomes• Benefit measures
• Senior Responsible Owner• Programme Board• Programme Manager• Business Change Manager• Programme Office
• Vision Statement• Benefits Profiles and
Realisation Plans• Benefits Management
Strategy• Programme
Communications Plan• Blueprint• Programme Plan• Project progress• Project changes
1. Manage pre-transitionEstablish benefits measurementsMonitor benefits realisationPlan transitionCommunicate changeAssess readiness for change
2. Manage transitionInitiate transitionEstablish support arrangementsEnact transitionReview transitionManage outcome achievement
3. Manage post-transitionMeasure benefitsDecommission old systemsRespond to changing requirementsMonitor and report benefit realisation
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
IN
OUT
KEY ROLES
PRINCIPAL CONTROLS
• Sponsoring Group• Senior Responsible Owner• Programme Board• Programme Manager• Business Change Manager• Programme Office
Overview of “Managing the Tranches”
1. Establish the tranche2. Direct work3. Manage risks and issues4. Control and delivery of communications5. Initiate compliance audits6. Maintain alignment Blueprint with strategy7. Maintain information and asset integrity8. Manage people and other sources9. Procurement and contracts10. Monitor, report and control11. Transition and stable operations12. Prepare for next tranche13. Review of Tranche and Close
• Programme docs(update/refined)
• GovernanceStrategies andArrangements(adapted/funded)
• Stakeholder status• External changes
(strategy, legislation,etc)
(italic – for second orsubsequent tranches)
• Review of risks and issues• Review at end of tranches• Benefits reviews• Standards, regulations
and legislation• Other procedures in governance
arrangements• Business case • Risks and Issues managed
• Standards complied with• Programme management
infrastructure implemented• Lessons learned• Capability delivered• Outcome achieved• Benefits measures so far• Next tranche prepared• Approval to close tranche
and start next tranche orrealign, or stop
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
IN
OUT
KEY ROLES
PRINCIPAL CONTROLS
Overview of “Closing a Programme”
• Blueprint• Programme plan• Benefit review results• Risks and issues• Business Case
• Confirmation of programme closure• Programme team disbanded• Lessons Learned• Review incl. programme
assessment• Plan for post programme benefits
reviews
• Sponsoring Group• Senior Responsible Owner• Programme Board• Programme Manager• Business Change Manager• Programme Office
•All programme information (appropriately analysed and summarised)
1. Notify programme is about to close2. Review programme3. Update and finalise programme
information4. Feedback to policy and strategy5. Confirm ongoing support is in place6. Confirm programme closure7. Disband programme organisation
and supporting functions
Als de Blueprint is gerealiseerd en het gros
van de benefits
Establis
hDefining a
Programme
Identifying aProgramme
Closing aProgramme
Delivering the
Capability
Realisingthe Benefits
Man
agin
gth
e T
ranc
he
s
Rev
iew
&
Pre
par
e
Enabler
Time
1
2
34
5
6
75
Benefit Baseline Measurement
Benefit Realisation
Pre-Transition Transition Post-Transition
Outcome Embedded Change
Realise Benefits Business Change Management
Sustained Business Operations
Deliver Capability
Project
Programme Management
Output
Outputs, transition management and benefits realisation
Programme Plan
Benefits Map
Benefit Profiles
Projects Dossier
Milestones & dependencies
Realisingbenefits
Deliveringcapabilities
Managingtranches
ProgrammeManager
BusinessChangeManager
ProgrammeManager
Opdracht
Pak een deel van je Blauwdruk.Hiervoor start een project binnen het programma.Bedenk welk pre-transitie, transitie en post-transitie activiteiten door de Business change manager gedaan moeten worden.
Assignment 7 – Programmaverloop
Maak een animatie van het verloop van het Mediq programma.
Leg van begin tot eind uit wat er tijdens het programma gebeurt.
Laat zien waar de focus van de programmamanager in de verschillende fasen ligt.
