Planning and Control within the Transformational Flow Tutorial

1 Planning and Control within the Transformational Flow

This lesson focuses on the relationship between planning and control and transformational flow. It also covers the various roles and areas of focus in planning and control. 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 the relationship between planning and control and transformational flow • Describe the roles of the Senior Responsible Owner, Programme Manager, Business Change Manager and Programme Office Let us move on to the next screen to discuss the relationship between planning and control and transformational flow.

3 Planning and Control within the Transformational Flow

The table on the screen depicts the relationship between transformational flow and planning and control: In ‘Identifying a programme’, programme preparation plan is produced, which describes the work to be done in ‘Defining a programme’ and how it will be controlled. It also provides basic governance arrangements for use in ‘Defining a programme’ until the full governance framework for the programme has been developed and approved. In ‘Defining a programme’, a full set of plans and governance arrangements are prepared. These are used to direct and control work in programme and projects. The outputs from ‘Defining a programme’ may be reviewed towards the end of tranche. These plans and governance arrangements may be refined in the light of lessons learnt during the tranche. In ‘Managing the tranches’, a full set of programme control documents are used to direct and control the programme. During this flow, the focus is on control mechanisms to help maintain direction and momentum of programmes. This covers all work in programmes except starting projects, which is managed in ‘Delivering the capability’. In ‘Delivering the capability’, projects dossier identifies which projects are about to start. Blueprint and programme plan explain how the outputs will be integrated in programme outcomes. In this way, the project teams are aware of dependencies on other projects. Reporting arrangements should agree with each project. In ‘Realising the benefits’, collaboration between projects and those carrying out other programme activities is critical. The Business Change Manager or BCM (read as B-C-M) and other operational staff will need to be aware of the project’s progress to help them prepare for transition. The BCM plays a key role in alignment of projects and ensures that the inputs, business requirements and time constraints are taken care of. In ‘Closing a programme’, ensure that it delivers all its outputs from projects as listed in the projects dossier, unless the programme is closed prematurely. The programme is reviewed, and includes all control documents to assess how well it is managed. Efficient management not only helps us to interpret whether the programme is successful but also enables us to quantify the success. In the next screen, let us discuss the roles and area of focus in planning and control.

4 Roles and Areas of Focus in Planning and Control

The roles and areas of focus of each role in planning and control are as follows: The Senior Responsible Owner or SRO (read as S-R-O) is responsible for consulting the sponsoring group and other key stakeholders and maintaining their buy-in, especially in preparing for and carrying out the transition. The SRO should lead the on-going monitoring and review activities of the programme, at mid-tranche and the end of tranche, as well as commission formal reviews. He is responsible for monitoring progress and direction of the programme at a strategic level. He is accountable for authorising resource management strategy, monitoring and control strategy, projects dossier, programme plan and other monitoring and control activities. The SRO ensures that adequate assurance is designed in control mechanisms. Now let us discuss the roles and area of focus of the programme manager. One of the prime responsibilities of the programme manager is managing stakeholder expectations and participating in communications activities to inform stakeholders of progress and issues. The programme manager is responsible for designing the projects dossier, resource management strategy, monitoring and control strategy, programme plan and the required assurance activities. He ensures that the blueprint, programme plan, benefits realisation plan and benefit profiles are consistent and aligned to deliver the business case. The programme manager is responsible for the development of resource management strategy and monitoring and control strategy. He is also responsible for deploying these strategies. He needs to establish and manage governance arrangements in the programme. The programme manager is responsible for creating and issuing project briefs to ensure that projects get a running start. He also identifies and manages programme dependencies and reports progress to the SRO and the programme board. He is responsible for adjusting projects dossier, blueprint and plan to optimise benefits realisation. Now let us discuss the roles and area of focus of the business change manager. The BCM is responsible for consulting programme managers on designing the projects dossier and scheduling the tranches and constituent projects. This is to ensure that transition is aligned with the required benefits realisation. The business change manager ensures that changes are implemented in business and benefits are realised. The BCM also ensures that the business continues to operate effectively during the period of change. The business change manager needs to provide adequate and appropriate business and operational resources to the programme and its projects. He needs to ensure that operational functions are prepared for change. The business change manager also ensures that plans are in place to maintain business operations till handover is complete. He needs to plan transition to ensure that benefits are realised and teams remain focused on new ways of working. Now let us understand the roles and area of focus of programme office. The programme office supports the development of planning, control and information management arrangement to ensure that common project-level document standards are followed. The office is responsible for gathering information and reporting progress. The programme office further supports the programme manager in creating reports. It also engages in collecting, monitoring and measuring data including business performance information.

5 Summary

Let us summarise what we have learnt in this lesson: The relationship between planning and control and transformational flow can be defined on the basis of identifying a programme, defining a programme, managing tranches, and closing the programme. The SRO consults the sponsoring group and other key stakeholders and maintains their buy-in. The Programme Manager designs the projects dossier, resource management strategy, monitoring and control strategy, and programme plan. The BCM ensures that changes are implemented in business. The Programme Office gathers information and reports progress. Next, we will focus on the information documents used in planning and control.

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