minor project- en programmamanagement les 7 programma levenscyclus

Click here to load reader

Post on 18-Jan-2016

212 views

Category:

Documents

0 download

Embed Size (px)

TRANSCRIPT

  • OpdrachtBreng de projectlevenscyclus in kaart. welke stappen of fasen;welke 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* / *

  • Lifecyle Allignment

  • RealisingThe BenefitsEstablishPolicy Strategy VisionMandateIdentifying a ProgrammeProgramme BriefProgramme Definition, Control Framework, and Plans/SchedulesCompletion of programme, final lessons learnedDelivery of new or enhanced operational capabilityClosing a ProgrammeDefining a ProgrammeManaging the TranchesReview & PrepareProgramma levenscyclusDelivering the Capability

  • INOUTKEY ROLESOverview of Identifying a programmeProgramme MandateStrategyEmerging programme current status and plansSponsoring the programmeConfirm the mandateAppoint the SRO and the Programme BoardProduce the Programme BriefDevelop the Programme Preparation PlanReview Brief & Preparation PlanApproval to proceed with Defining a ProgrammeVerify maps to strategyConfirm common understanding with Sponsoring GroupFormal review and approvalSponsoring GroupSenior Responsible OwnerProgramme BoardSmall team (optional)Confirmed MandateApproved Programme BriefDecisions on current activities for emerging programmesProgramme Preparation Plan for Defining a ProgrammeApproval to start defining a ProgrammeAppointment of Senior Responsible Owner and Programme BoardPRINCIPAL CONTROLS

  • INOUTKEY ROLESOverview of Defining a programmePRINCIPAL CONTROLSEstablish the infrastructureEstablish the team to define the programmeIdentify the stakeholdersRefine the Vision StatementDevelop the BlueprintDevelop the Benefit ProfilesModel the benefits and refine the ProfilesValidate the benefitsDesign the Projects DossierIdentify tranchesDesign the programmes organisationDevelop governance arrangementsDevelop the Programme PlanConsolidate the Programme Definition DocumentDevelop and confirm Programme Business CasePrepare for first trancheApproval to proceedProgramme BriefStrategyProgramme Preparation PlanEmerging programme current status and plansDecisions on current activities for emerging programmesSenior Responsible OwnerProgramme BoardSponsoring GroupProgramme ManagerBusiness Change ManagerTeam appointed for Defining a ProgrammeReview of (emerging and final) Business case by SROSponsoring Group, approval to proceedEmerging programmes, current activities stoppedRisks and Issues loggedProgramme Definition DocumentGovernance arrangementsPlans for benefits, communications and programmeApproved Business caseApproval to start first tranche or stop

  • Programme Brief(incl. Vision)BlueprintFuture stateCurrent stateGapBenefit Maps and ProfilesBenefit Realisation PlanProjects DossierProgramme PlanRest of Defining aprogrammeOKNot acceptable, try different solutionsNot acceptable, try a different future state designDrive design ofValidate against Time, cost risk Extend and refine Filled by Evolving BusinessCaseDeveloping the basis of an acceptable Business case

  • INOUTKEY ROLESPRINCIPAL CONTROLSOverview of Delivering the CapabilityGovernance arrangements for monitoring and controlProject Brief: quality, acceptance criteria and tolerancesProject monitoringReviewing and closing projectsStart projectsEngage stakeholdersAlign projects with benefits realisationAlign projects with programme objectivesGovernance; manage and control delivery a. Monitor and control progress b. Manage risks and resolve issuesClose projectsProject BriefsProjects startedChanges; re-scoped projectsEscalations from projectsCommunication eventsProject outputs approved and deliveredProject lessons learned and evaluation reviewsTools baseline updatedSenior Responsible OwnerProgramme BoardProgramme ManagerBusiness Change ManagerProgramme OfficeBlueprintProgramme PlanProjects DossierBusiness CaseProgramme Communications PlanIssues and risksBenefits Profiles and Realisation PlansCurrent projects

  • INOUTKEY ROLESPRINCIPAL CONTROLSBenefits management StrategyProject Brief: quality, acceptance criteria and tolerancesProject monitoringReviewing and closing projectsOverview of Realising the Benefits Benefits docs updated/refinedTransition preparedTransition completedNew operations stabilisedChanges in operationsAchievement of outcomesBenefit measuresSenior Responsible OwnerProgramme BoardProgramme ManagerBusiness Change ManagerProgramme OfficeVision StatementBenefits Profiles and Realisation PlansBenefits Management StrategyProgramme Communications PlanBlueprintProgramme PlanProject progressProject changesManage pre-transition Establish benefits measurements Monitor benefits realisation Plan transition Communicate change Assess readiness for changeManage transition Initiate transition Establish support arrangements Enact transition Review transition Manage outcome achievementManage post-transition Measure benefits Decommission old systems Respond to changing requirements Monitor and report benefit realisation

  • INOUTKEY ROLESPRINCIPAL CONTROLSSponsoring GroupSenior Responsible OwnerProgramme BoardProgramme ManagerBusiness Change ManagerProgramme OfficeOverview of Managing the TranchesEstablish the trancheDirect workManage risks and issuesControl and delivery of communicationsInitiate compliance auditsMaintain alignment Blueprint with strategyMaintain information and asset integrityManage people and other sourcesProcurement and contractsMonitor, report and controlTransition and stable operationsPrepare for next trancheReview of Tranche and CloseProgramme docs (update/refined) Governance Strategies and Arrangements (adapted/funded) Stakeholder status External changes (strategy, legislation, etc)(italic for second or subsequent tranches)

    Review of risks and issuesReview at end of tranchesBenefits reviewsStandards, regulations and legislationOther procedures in governance arrangementsBusiness caseRisks and Issues managedStandards complied withProgramme management infrastructure implementedLessons learnedCapability deliveredOutcome achievedBenefits measures so farNext tranche preparedApproval to close tranche and start next tranche or realign, or stop

  • INOUTKEY ROLESPRINCIPAL CONTROLSOverview of Closing a ProgrammeBlueprintProgramme planBenefit review resultsRisks and issuesBusiness CaseConfirmation of programme closureProgramme team disbandedLessons LearnedReview incl. programme assessmentPlan for post programme benefits reviewsSponsoring GroupSenior Responsible OwnerProgramme BoardProgramme ManagerBusiness Change ManagerProgramme OfficeAll programme information (appropriately analysed and summarised)Notify programme is about to closeReview programmeUpdate and finalise programme informationFeedback to policy and strategyConfirm ongoing support is in placeConfirm programme closureDisband programme organisation and supporting functions

    Als de Blueprint is gerealiseerd en het gros van de benefits

  • EnablerTime12345675Benefit Baseline MeasurementBenefit RealisationPre-TransitionTransitionPost-TransitionOutcomeEmbedded ChangeRealise BenefitsBusiness Change ManagementSustained Business OperationsDeliver CapabilityProjectProgramme ManagementOutputOutputs, transition management and benefits realisation

  • Programme PlanRealising benefitsDelivering capabilitiesManaging tranches

  • OpdrachtPak 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 ProgrammaverloopMaak 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.

    2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina * 2004 Capgemini - All rights reservedPrince 2Pagina *Het Programme Plan heeft meerdere bronnen en wordt gebruikt voor verchillende control doelstellingen.

    Ten eerste wordt in het Programme Plan de planning (wie doet waneer wat,etc.) opgenoemen van de projecten uit het Projects Dossier. Hiermee heeft de Programma Manager de mogelijkheid om de voortgang van Delivering capabilities te monitoren. De Programma manager moet ook de mogelijkheid hebben om de control over managing tranches (en het hele programma), met alle afhankelijkheden etc., te bewaken. Daarom wordt in het Programme Plan ook de Milestones uit de andere Plans (Benefits realisation Plan, Programme Communication Plan, Information Mgt Plan, Quality Mgt Plan en resource Mgt Plan) opgenomen in het Programme Plan en worden de onderlinge afhankelijkheden tussen de activiteiten uit de verschillende Plans vastgelegd. Daarmee wordt geborgd dat als bijv. een project uitloopt in tijd, de impact op benefits realisation + communicatie, op de momenten van auditen reviewen etc. worden onderkend en zonodig aangepast.

    Tip van de trainer; Neem ook de overhead op in Programme Plan (aparte paragraaf), met daarin de overhead bezetting van Programme Board, PSO, Adviseurs etc. Uitloop van een programma geeft dan ook automatisch het inzicht in de uitloop van tijd en kosten van je overhead.