A Framework for Programme Management
The Framework
As identified in the introduction, programme management is a way to control project management. A group of related projects not managed as a programme are likely to run off course and fail to achieve the desire outcome. There are eight important areas in the programme management framework:
- Vision
- Aims and objectives
- Scope
- Design
- Approach
- Resource management
- Responsibilities
- Benefits realisation
Let us take a brief look at each area in turn.
Vision is the high level strategy or idea to drive the organisation towards a goal, benefit or other desired outcome. The vision will usually be a brief statement of intent communicated down from the leadership. It is important that the vision has high level sponsorship and commitment for it to be successful.
The aims and objectives is a more detailed statement that explains exactly what is required. This provides a point of reference to go back to when renewed focus is required.
The scope gives boundaries to the programme explaining what exactly it is that will be delivered. The scope should leave no room for doubt and everyone should be clear about what is and is not being delivered.
Design is the way in which the projects that make up the programme are put together. In this process the programme manager considers which projects have dependencies on others, therefore which should come first, can run concurrently, and those that come last.
The approach is the way the programme will be run. It is dependent on many factors and it is left to the skill of the programme manager to decide the most effective way. The approach should include a communication plan and as a minimum, should commit to regular progress reporting to stakeholders.
Resource management looks at the scheduling and allocation of resources. Short term and longer-term views should be taken. For the projects that will start straightaway, it is important to identify resources and obtain line manager commitment early on. For later projects, required resource levels should be identified but line manager commitment is not necessarily needed at this stage.
Responsibilities identifies and allocates responsibility for each area of the programme. Every member of the programme must clearly understand his or her roles and the roles of the other team members. It is the task of the programme manager to ensure that this is clearly communicated and understood.
Benefits realisation is the process at the end of the programme by which the benefits identified at the beginning of the programme and measured. It is the responsibility of the programme manager to demonstrate to the steering committee or leadership that the desired benefits have been realised. Often this will mean that the programme manager will continue to monitor a programme long after the individual projects are complete in order to ensure that the benefits are realised at a business level.
This framework will provide:
- A focus on delivering major organisational change or benefits
- Greater control through visibility of all projects in the programme
- An understanding of project dependencies
- Clearly defined roles and responsibilities
- A single line of communication to the steering committee or sponsor
- Optimised use of resources across projects
- Ability to leverage economies of scale and maximise value
- Management of risk across related projects
- Mechanisms for measuring benefit realisation
Within this framework there are four stages.