MSP® Foundation and Practitioner

Certification Training
5329 Learners
View Course Now!
35 Chapters +

Defining a Programme-Steps 1 to 4 Tutorial

1 Defining a Programme Steps 1 to 4

Hello and welcome to lesson 15 of the Managing Successful Programmes Certification course offered by Simplilearn. In the previous lesson, we discussed the transformational flows, especially the first transformational flow; ‘identifying a programme’. This lesson focuses on the second transformational flow, ‘defining a programme’. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Describe the inputs, principle controls, key roles and outputs of the process, ‘defining a programme’ ? Explain the first four steps involved in the same process In the next screen, we will identify the position of ‘defining a programme’ in the MSP® framework.

3 MSP Framework

In the MSP® framework shown on the screen, ‘defining a programme’ is placed in the innermost circle as it is a part of the transformational flow. This is where the detailed definition and planning for the programme is undertaken. On completion of ‘defining a programme’, a formal approval from the Sponsoring Group and Senior Responsible Owner or SRO is required to proceed with the programme. In the next screen, we will introduce the concept of ‘defining a programme’.

4 Defining a Programme Introduction

The process ‘defining a programme’ provides the basis for deciding whether or not to proceed with the programme. Let us discuss the inputs to this process. The inputs for ‘defining a programme’ are as follows. The programme brief, which is used for developing a detailed definition; organisational strategy, which is used as a reference for ensuring programme alignment and programme preparation plan, which is prepared in the ‘identifying a programme’ process. If a programme is ‘emergent’, the details of the current status of the projects involved act as input. The plans for these projects, along with the decisions on current activities, that is, whether they are to be included in the programme or not, also act as inputs. The principle controls of this process are: governance arrangements defined as a part of the programme preparation plan; development of a viable business case by the Programme Board; final approval to proceed from the Sponsoring Group when they are satisfied with the business case, blueprint and governance arrangements that are prepared as part of this process; and independent assurance reviews carried out to validate the information baselines. The key roles identified in this process are that of the Senior Responsible Owner, Programme Board, Sponsoring Group, Programme Manager, Business Change Manager or BCM and Programme Office. There are seventeen steps involved in this process, which are as follows: • Establish the infrastructure for ‘defining a programme’; • Establish the team to define the programme; • Identify and analyse the stakeholders; • Refine the vision statement; • Develop the blueprint; • Develop the benefits profiles; • Model the benefits and refine the profiles; • Validate the benefits; • Design the projects dossier; • Identify tranches; • Design the programme organisation; • Develop governance arrangements; • Develop the programme plan; • Develop and confirm programme business case; • Consolidate the programme definition; • Prepare for first tranche; and • Approval to proceed. In this lesson, we will focus on steps one to four. In lesson 15.1, we will discuss in detail steps five to twelve, and in lesson 15.2, we will focus on steps thirteen to seventeen. But, first, let us review the outputs of this process. The outputs include assurance review reports and programme structure that are now firmly in place. For emergent programmes, all the current activities will be stopped until they get an approval to be a part of the programme. Once approved, the activities will proceed as a programme. The most important outputs for this process are management, governance and boundary baselines including the approved business case. At the end of the process, approval to either proceed to the first tranche or stop the programme will be given by the Sponsoring Group. In the next screen, we will focus on the first step, that is, ‘establish the infrastructure for defining a programme’.

5 Step 1 Establish the Infrastructure for ‘Defining a Programme’

It is important to establish the programme infrastructure at the beginning. This will provide the team with the means to successfully conduct the necessary activities. The infrastructure might include items such as office accommodation for the team, configuration management for maintaining consistency of the necessary information which is both increasing and evolving, software tools required for the job and office equipment such as computers and printers. As ‘defining a programme’ progresses, the volume of information will increase and the documents produced in this process become interrelated to each other. For example, any change in benefits profiles might impact the benefits management strategy, benefits management plan, programme plan, blueprint, business case and so on. Therefore, it is essential to have all the documents synchronised constantly though multiple changes have been made. This control is provided by the configuration management tools. In the next screen, we will discuss the second step, that is, ‘establish the team to define the programme’.

5 Step 1 Establish the Infrastructure for ‘Defining a Programme’

It is important to establish the programme infrastructure at the beginning. This will provide the team with the means to successfully conduct the necessary activities. The infrastructure might include items such as office accommodation for the team, configuration management for maintaining consistency of the necessary information which is both increasing and evolving, software tools required for the job and office equipment such as computers and printers. As ‘defining a programme’ progresses, the volume of information will increase and the documents produced in this process become interrelated to each other. For example, any change in benefits profiles might impact the benefits management strategy, benefits management plan, programme plan, blueprint, business case and so on. Therefore, it is essential to have all the documents synchronised constantly though multiple changes have been made. This control is provided by the configuration management tools. In the next screen, we will discuss the second step, that is, ‘establish the team to define the programme’.

6 Step 2 Establish the Team to Define the Programme

The programme preparation plan prepared in ‘identifying a programme’ is used to identify the skills and resources for selecting and appointing the team. The team will need appropriate skills, knowledge and experience in areas relevant to the programme and its management. All formal roles like Business Change Managers or BCM and Programme Manager need to be identified and the positions must be assigned to the right people. At this point, special skills like business and market analysis, which help in creating blueprint, benefit or options analysis, are required. Options analysis is about evaluating all the options and selecting the best solution available. The members with these skills must be added to the team as per the instructions provided in the programme preparation plan to ensure that development of these information baselines start as soon as possible. Ensure assurance arrangements are in place to support and monitor the direction of the programme. In the next screen, we will focus on the third step ‘identify and analyse the stakeholders’.

7 Step 3 Identify and Analyse the Stakeholders

Let us discuss the activities performed in this step. All the programme stakeholders and their interests in the programme need to be identified. The stakeholders can be internal, external, supportive, unsupportive and operational stakeholders. It is important to identify those stakeholders whose interests or influences might be a hindrance for the programme as they might prevent successful outcomes of the programme. Input from Business Change Manager is critical to identify the operational stakeholders and engage high impact stakeholders at an early stage. This information is very useful while planning stakeholder engagement. Create stakeholder profiles and store the stakeholder analysis result in it. It will include information like stakeholder map, impact assessment and analysis information. Stakeholder analysis will identify various information needs and communication flows that need to be established as part of the programme communication. Analysis of stakeholders must be started at the beginning of ‘defining a programme’ process as this will enable the programme team to engage stakeholders at an early stage. Early engagement of stakeholders has a critical impact on their attitude. In the next screen, we will discuss the fourth step, ‘refine the vision statement’.

8 Step 4 Refine Vision Statement

The outline vision statement contained in the programme brief is refined into programme’s vision statement. The purpose is to share the transformed, beneficial future state with the programme’s wide audience of stakeholders and encourage buy-in and commitment from them. It is important to share an accurate ‘big picture’ with stakeholders as all of them may not necessarily understand it or may have a different understanding altogether. This is an important step because based on the stakeholders’ feedback, the vision statement can be updated to adapt to the stakeholders’ need and avoid unnecessary conflicts while setting the programme agenda.

9 Summary

Let us summarise what we have learnt in this lesson: ? The process ‘defining a programme’ provides the basis for deciding whether or not to proceed with the programme. ? Some of the inputs for ‘defining a programme’ are programme brief and organisational strategy. ? One of the principal controls of this process is governance arrangements. ? The key roles identified in this process are that of the SRO, Programme Board, Sponsoring Group, Programme Manager, BCM and Programme Office. ? Some of the outputs of this process include assurance review reports and programme structure. ? The first four steps in this process are ‘establish the infrastructure for defining a programme’, ‘establish the team to define the programme’, ‘identify and analyse the stakeholders’ and ‘refine the vision statement’. Next, we will focus on steps 5 to 12 in ‘defining a programme’.

5 Step 1 Establish the Infrastructure for ‘Defining a Programme’

It is important to establish the programme infrastructure at the beginning. This will provide the team with the means to successfully conduct the necessary activities. The infrastructure might include items such as office accommodation for the team, configuration management for maintaining consistency of the necessary information which is both increasing and evolving, software tools required for the job and office equipment such as computers and printers. As ‘defining a programme’ progresses, the volume of information will increase and the documents produced in this process become interrelated to each other. For example, any change in benefits profiles might impact the benefits management strategy, benefits management plan, programme plan, blueprint, business case and so on. Therefore, it is essential to have all the documents synchronised constantly though multiple changes have been made. This control is provided by the configuration management tools. In the next screen, we will discuss the second step, that is, ‘establish the team to define the programme’.

  • Disclaimer
  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

Request more information

For individuals
For business
Name*
Email*
Phone Number*
Your Message (Optional)
We are looking into your query.
Our consultants will get in touch with you soon.

A Simplilearn representative will get back to you in one business day.

First Name*
Last Name*
Email*
Phone Number*
Company*
Job Title*