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Governance Themes and Transformation Flows Tutorial

1 Governance Themes and Transformation Flows

This lesson focuses on governance themes and transformation flows and also describes the roles and areas of focus in programme management. 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: ? Explain integration of programme management in an organisation-controlled framework ? Describe interaction between governance themes and transformation flows ? Discuss various roles and areas of focus in programme management Let us now look into integrating programme management in an organisation-controlled framework.

3 Programme Management in Organisation-Controlled Framework

Each programme has to work along with “business as usual” activities of organisation. The resources and activities need to be planned in such a way that it does not impact the day-to-day operations of organisation. After all, these activities are the ones that will fund the programme. Programmes should always be under the control of senior management. Visibility of the programme results in better buy-in from senior management and that in turn will result in more support. Programmes that try to operate independently, outside the gambit of organisational control, are unlikely to achieve organisational buy-in. Therefore, to ensure the success of a programme, we need visibility and control. For this, organisations also need to understand the programme. This means in terms of how a programme can impact the day-to-day operations, how the programme will impact and constrain the policies and strategies, the resource needs and the planned activities. This information will help organisation to reduce the impact as well. We will discuss sample interactions between governance themes and transformational flows in the next screen.

4 Governance Themes and Transformational Flows Interaction

The transformational flow activities considered here are sponsoring the programme, confirming the programme mandate, appointing the Senior Responsible Owner or SRO and the Programme Board and developing the programme brief. For sponsoring the programme, leadership and stakeholder engagement and programme organisation themes together explain how to identify the critical stakeholders and define the roles, responsibilities, purpose of the sponsoring group. We have three themes to confirm programme mandate activity. They are business case, benefits management and risk and issue management. Business case highlights the purpose and importance of mandate. In other words, it highlights high level expectations of organisation with regard to cost and benefits of change, while benefits management and risk and issue management provide guidance on what to consider when preparing the mandate document, in order to justify the programme. To appoint the SRO and the Programme Board, the programme organisation provides instructions for the roles, responsibilities and attributes of the same. The other themes that assist are leadership and stakeholder engagement to identify appropriate members and risk and issue management that highlights the risk as a result of poor selection of members. To develop the programme brief, multiple themes come into action. Risk and issue management describes the risks and issues that might occur. Business case defines cost and options to consider for planning. Benefits management focuses on expected benefits. Vision describes purpose and content of outline vision statement section. Planning and control develops timescales and estimates to control programme, while blueprint design and delivery develops the vision statement and defines the programme goals. We will continue to discuss the interactions between governance themes and transformational flows in the next screen.

5 Governance Themes and Transformational Flows Interaction (contd.)

We will focus on some more transformational flow activities such as ‘develop programme preparation plan’, ‘review of programme brief and programme preparation plan’ and approval to proceed. To develop the programme preparation plan, programme organisation defines the roles and responsibilities. All the governance themes provide overall inputs on what the plan should cover to ensure effective governance and control during the programme definition. We will read more about these in lesson 4 that is programme organisation. Review of programme brief and programme preparation plan takes input from quality and assurance management on effective process and decision making. We will cover programme brief and programme preparation plan in detail in lesson 14 that is identifying a programme. Finally, for approval to proceed, leadership and stakeholder engagement and organisation themes guide us on who should be involved in approval process and how they should be engaged to gain support. We will further know more about these in lesson 4 that is programme organisation and lesson 6 that is leadership and stakeholder engagement. In the next screen, we will identify the roles and their area of focus for governance themes.

6 Roles and Area of Focus

Let us focus on the programme management roles, namely, the SRO, Programme Manager, Business Change Manager or BCM, and Programme Office. The Senior Responsible Owner or SRO has the overall accountability and responsibility for design, approval and success of programme. The SRO is responsible for ensuring compliance of programme with corporate controls, governance strategies and initiations of assurance reviews. The Programme Manager focuses on design and implementation of programme governance strategies and ensures its alignment to corporate strategies, in consultation with corporate governance bodies. The Programme Manager will initiate the stakeholder consultation and also support the SRO in programme management. The Business Change Manager reviews and contributes to governance development and control. They will implement the governance arrangements where the impact is on operations. They focus on monitoring the performance of operations during transition. BCMs also have to provide their inputs for programme assurance reviews. However, their specific focus will always be on benefits and stakeholder governance. The Programme Office maintains the records for programme and supports governance assurance reviews. It will ensure all governance arrangements are in place on behalf of the Programme Manager. The Programme Office will also monitor the programme and conduct assurance and audit reviews. It will assist programmes and constituent projects by providing expertise to support assurance reviews on other programmes’ control.

7 Summary

Let us summarise what we have learnt in this lesson: ? Organisations need to understand the programme in terms of ‘business as usual’ controls and impact on policies and strategies. ? For a transformational flow activity like sponsoring the programme, leadership and stakeholder engagement and programme organisation themes interact to explain the identification of critical stakeholders. ? The important programme management roles are the Senior Responsible Owner, programme manager, Business Change Manager and programme office. Next, we will look at a few questions based on the lessons covered so far.

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