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Managing the Tranches-Steps 1 to 7 Tutorial

1 Managing the Tranches Steps 1 to 7

Hello and welcome to lesson 16 of the Managing Successful Programmes Certification course offered by Simplilearn. In the previous lessons, we have learnt the transformational flows and defined the programme along with the governance arrangements. In this lesson, we will focus on the process, ‘managing the tranches’. 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 ‘managing the tranches’ ? Explain the first seven steps involved in ‘managing the tranches’ In the next screen, let us find out how ‘managing the tranches’ is placed in the MSP® framework.

3 MSP Framework

The MSP® framework here shows that ‘managing the tranches’ is placed in the innermost circle. The main purpose of ‘managing the tranches’ is to implement the defined programme management governance strategies and to ensure that ‘delivering the capability’ is aligned to the strategic direction of the organisation. In the next screen, we will discuss the ‘managing the tranches’ process in detail.

4 Managing the Tranches Introduction

A key principle of the process, ‘managing the tranches’, is to maintain balance between the rate of change offered by the ‘delivering the capability’ process and the rate of change that the operational areas can cope with. This is managed through the ‘realising the benefits’ process, which aligns the programme with the changing strategic needs of the organisation. One difference from other processes is that in ‘managing the tranches’, the activities may either occur simultaneously or may recur. For example, issue and risk management is a day-to-day activity throughout the programme lifecycle.

5 Managing the Tranches Introduction (contd.)

The inputs, principle controls, roles, steps and outputs of the process, ‘managing the tranches’, are discussed here. Let us first focus on the inputs. The major inputs include the approval to proceed and governance, management and boundary baseline documentation. It will also have outputs from ‘delivering the capability’ and ‘realising the benefits’ as both processes are managed by ‘managing the tranches’. In addition, the second and subsequent tranches must have the details about external changes such as strategy and legislation, lessons from the previous tranche, end of tranche review reports and programme structure. The principal controls of ‘managing the tranches’ is with the Sponsoring Group, who authorise initiation of a tranche and the Programme Board that controls the programme and the governance baseline controls. Apart from these controls, there are end-of-tranche reviews to review the success of the tranche and update the information baselines, benefits reviews, assurance and audits and the business case. The key roles identified in this process are the Sponsoring Group, Senior Responsible Owner, Programme Manager, Business Change Manager, Programme Office and business change teams. The steps involved in ‘managing the tranches’ are ‘establish the tranche’, ‘direct work’, ‘manage risks and issues’, ‘control and delivery of communications’, ‘undertake audits and assurance reviews’, ‘maintain alignment between programme blueprint and business strategic objectives’, ‘maintain information and asset integrity’, ‘manage people and resources’, ‘perform procurement and contracts’, ‘monitor, report and control’, ‘transition and stable operations’, ‘prepare for next tranche’ and ‘end-of-tranche review and close’. We will discuss steps 1 to 7 in this lesson. Lesson 16.1 will focus on steps 8 to 13. Moving on to the outputs, they include updated boundary, governance and management baselines at the end of tranche. The outputs also include the actions taken as a result of the lessons learnt and the new lessons learnt that can be passed to the next tranches or programmes. Also, the programme management infrastructure is implemented during this process, planned capability is delivered and the outcomes are accepted. Benefits measures are defined and the action plan for the next tranche is prepared. The outputs also include assurance review reports and approval to close the tranche and start the next tranche. The other options for the programme can be to realign itself with the strategic objectives of organisation or to stop. In the next screen, we will focus on the first step of ‘managing the tranches’, that is, ‘establish the tranche’.

6 Step 1 Establish the Tranche

To establish a tranche, it must be ensured that the programme organisation comprising the Senior Responsible Owner, the Programme Manager and the Business Change Manager is identified and appointed. They should have clearly defined roles and responsibilities. They need to accept and understand their roles and responsibilities to ensure their commitment to the programme. As the programme progresses, plans need to be made for ability, capability and performance development of the team. The business change team represents the interests of the parts of the organisation that will be changed, and ensures that they are appropriately involved and thoroughly prepared for the transition. This team will be active especially during the transition and will support the operational staff. The Programme Office acts as an information hub for the programme. It may also have skilled resources who are able to offer special assistance to the programme management team and to the projects. The Programme Office’s functions are to be established and operated throughout the programme. It is important to establish support for governance. Various governance strategies define the required arrangements and procedures. The Programme Office will support the governance of the programme by collecting and analysing the data. This will enable the programme team to get feedback on governance arrangements. Physical environment like buildings, office facilities, services, tools and others need to be established. Technology and tools required to support the programme must also be acquired and the staff must be trained before they start using them. Some examples of such tools are planning, estimating, risk estimating and configuration management tools and so on. Now that the programme is moving into delivery, it is necessary to raise awareness of the programme and its impact on the organisation. The programme communications plan defines how stakeholders will be informed about the programme and seek feedback from them. In the next screen, we will discuss the second step of ‘managing the tranches’, that is, ‘direct work’.

7 Step 2 Direct Work

Direct work’ is an activity that covers much of the day-to-day work schedule of the Programme Manager. Projects and other activities begin according to the schedules and plans prepared in the ‘defining a programme’ process. This step includes appointing project delivery organisations to ensure that there are capable teams to deliver and manage projects. Programme risk workshops ensure that projects and the programme as a whole can manage the risks effectively. Programme reporting is required to share the progress updates with all the stakeholders, especially the Programme Manager and the SRO. It also helps to identify the impending risks. Dealing with project exceptions is another task for the Programme Manager. While projects are planned to deliver certain required outputs, they also require inputs from the programme. They need resources and sometimes clear directions from the programme team while dealing with a risk or an issue. Starting the project is managed in ‘delivering the capability’ process and triggered in ‘managing the tranches’. It is this process that aligns the projects to the respective tranches. Managing programme and project teams is one of the basic roles defined for the Programme Manager as a part of day-to-day work. This is to ensure the successful outcome of the programme. In the next screen, we will focus on the third step, that is, ‘manage risks and issues’.

8 Step 3 Manage Risks and Issues

Risks need to be actively managed in the programme. This means that risks are added, assessed, reviewed, updated and closed throughout the programme and the overall issues and risk profiles are continually monitored. Managing risks and issues in a programme has three perspectives. First perspective is the programme’s internal risks and issues. These risks are due to factors such as, delay in scheduled activities or unavailability of required resources. Second perspective is the external risks that arise outside the programme. For example, risk in the form of a strategy change. They can also arise outside the organisation, like a change in legislation that impacts the programme. Third perspective is of the risks that are escalated from projects and operational areas. For example, the risks that are beyond the tolerance level of a project are escalated to programme. These risks also need to be monitored by the programme if they are outside the tolerance limits defined by the programme. In the next screen, we will continue our discussion on ‘manage risks and issues’.

9 Step 3 Manage Risks and Issues (contd.)

External risks can be monitored and it is a good idea to get expert help to monitor external risks. For the team involved in the programme, the focus tends to be on what is happening within the programme. This can result in misses in identifying risks, which may prove to be expensive. The day-to-day role of the experts to monitor the external environment can be defined. The staff from the legal and marketing team can be involved as experts if the risk or issue is related to legal compliance. For any given tranche, after initial risk assessment, the aggregated risk should gradually decline. As transition approaches, the number of open issues should also decrease. Any patterns contrary to these are causes for concern and need to be investigated. In the next screen, we will discuss the fourth step, that is, ‘control and delivery of communications’.

10 Step 4 Control and Delivery of Communications

The programme communications plan contains instructions to notify stakeholders about the individuals appointed to specific roles in the programme. This helps build stakeholders’ awareness of the hierarchy; ongoing communication activities ensure that stakeholders are kept informed of the progress. Whenever stakeholders receive a new communication, it is important to ensure they are understood as intended by the programme team. Misunderstandings will result in significant problems like difference in the expectations from the programme. It is important to assess stakeholders’ attitudes frequently to ensure that the programme enjoys their continuous support. Any change in attitude will require attention. It is essential to ensure that the feedback channels between the programme and stakeholders are working effectively. The feedback from stakeholders also helps improve the communication strategy. Stakeholders will often change during the lifecycle of the programme. The stakeholder engagement strategy will provide guidance on planning how to detect stakeholder changes and how to assess new stakeholders. In the next screen, we will focus on the fifth step, which is, ‘undertake audits and assurance reviews’.

11 Step 5 Undertake Audits and Assurance Reviews

The programme must ensure that mechanisms have been implemented to assess the performance of its projects and processes. These must be used regularly to ensure that the performance is at acceptable levels. Stakeholders require reassurance over and above the assurance reviews, and may initiate an audit to verify and validate the progress and performance. These reviews can be extended to business operations to certify that they are preparing for the transition. Once the transition is complete, new systems and practices must be embedded in the system. This is the transformational flow activity that triggers activities in the quality and assurance plan. In the next screen, we will focus on maintaining alignment between programme blueprint and business strategic objectives, which is the sixth step.

12 Step 6 Alignment between Programme Blueprint and Strategy Objectives

Whenever the organisational strategy changes, the impact of strategy change on the programme must be assessed. These results must be provided as a feedback to the strategy makers. When strategic changes are approved, the programme may have to change to ensure alignment. This is necessary as the programme at any point during its lifecycle should be aligned to the organisational strategy. Regular assurance of strategy against the blueprint is required to maintain the alignment of the programme with the corporate strategy. If the programme becomes significantly unaligned with strategy, the programme business case can become unviable. In the next screen, we will discuss the seventh step, that is, ‘maintain the information and asset integrity’.

13 Step 7 Maintain Information and Asset Integrity

As projects progress, the volume of information significantly increases. It is vital that configuration management is functional to track new items and changes in existing items. Configuration management plays an important role in supporting issue management by assessing the impact of change requests. This activity is linked closely with quality and information management activities. Configuration baselines must be updated at the end of each tranche.

14 Summary

Let us summarise what we have learnt in this lesson: ? The main purpose of ‘managing the tranches’ is to implement the defined programme management governance strategies and ensure that ‘delivering the capability’ is aligned to the strategic direction of the organisation. ? The major inputs for this process include the approval to proceed and governance, management and boundary baseline documentation. ? The principal control of this process is with the Sponsoring Group, who authorise initiation of a tranche. ? Some of the key roles identified in this process are the Sponsoring Group, SRO, Programme Manager, BCM and Programme Office. ? Some of the steps in this process are ‘establish the tranche’, ‘direct work’, ‘manage risks and issues’, ‘control and delivery of communications’ and ‘undertake audits and assurance reviews’. Next, we will focus on the final six steps of the process, ‘managing the tranches’.

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

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