Term
| What are the 7 principles of programme management? |
|
Definition
1) Remaining aligned with corporate strategy
2) Leading change
3) Envisioning and communicating a better future
4) Focusing on the benefits and threats to them
5) Adding value
6) Designing and delivering a coherent capability
7) Learning from experience |
|
|
Term
| What are the 9 governance themes? |
|
Definition
| 1) Organisation 2) Vision 3) Leadership and stakeholder engagement 4) Benefits realisation management 5) Blueprint design and delivery 6) Planning and control 7) Business case 8) Risk and issue management 9) Quality management |
|
|
Term
| What are the 6 processes of the programme life cycle? |
|
Definition
1) Identifying a programme
2) Defining a programme
3) Managing the tranches
4) Delivering the capability
5) Realising the benefits
6) Closing a programme |
|
|
Term
| What are the 3 main types of programme? |
|
Definition
1) Vision led: top-down approach with clear vision at start of programme, closely aligned to corporate strategy
2) Emergent: evolve from current workload, combine existing projects and associated tasks
3)Compliance: focuses less on benfits realisation and more on the achievement of obligatory outcomes |
|
|
Term
| What happens in 'identifying a programme'? |
|
Definition
| The programme mandate is agreed by the stakeholders and developed into a more comprehensive document outlining the programme's purpose. |
|
|
Term
| What happens in 'defining a programme'? |
|
Definition
| The detailed planning for the programme. Once the Sponsoring Group refine and approve the Vision Statement, the Programme Board and supporting subject matter experts undertake a number of activities which culminate in the development of a Programme Plan (normally part of the larger and more comprehensive Programme Definition Documentation) and the Programme's Business Case. |
|
|
Term
| What happens in 'managing the tranches'? |
|
Definition
| Primarily the responsibility of the Programme Manager, 'managing the tranches' implements the governance arrangements for the programme to each of the tranches. The activities contained within this process are applied in alignment with the previously defined strategies and plans developed during the 'defining a programme' process. |
|
|
Term
| What happens in 'delivering the capability'? |
|
Definition
| The programme manager is responsible for coordinating and managing the projects. This is achieved by applying the 'delivering the capability' process. |
|
|
Term
| What happens in 'realising the benefits'? |
|
Definition
The Business Change Manager(s) are responsible for integrating the outputs from the projects into the operational environment and thereby generating the expected benefits. 'Realising the benfits' comprises 3 distinct sets of activities:
1) Managing pre-transition -- analysis, preparation and planning for the business change
2) Managing transition -- handover and integration of ouputs into business environment, and
3) Managing post-transition -- measurement of benefits |
|
|
Term
| What happens in 'closing the programme'? |
|
Definition
| Applied to ensure the work of the programme is completed and that any follow-on support and actions are in place to ensure the ongoing realisation of the benefits. |
|
|
Term
| When is the programme brief created, and who is accountable for it? |
|
Definition
| 'identifying a programme' process; the Senior Responsible Owner |
|
|
Term
| Which role is responsible for the specific focus on benefits and stakeholder governance? |
|
Definition
|
|
Term
|
Definition
| Blueprints use the POTI model as a way to define the scope of what is going to change once all the projects in the programme are complete. POTI sets out the scope of the programme at a high level. Processes, Organisation, Technology and Information. |
|
|
Term
| The POTI model is best used when creating which programme information? |
|
Definition
|
|
Term
| Which role is responsible for initiating Benefit Reviews as part of the Benefits Realisation Plans? |
|
Definition
|
|
