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Programme Organisation Tutorial

1 Programme Organisation

Hello and welcome to lesson 5 of the Managing Successful Programmes Certification Course offered by Simplilearn. In the previous lesson we learnt about the transformational flow in brief. In this lesson, we will discuss certain aspects the first governance theme, i.e. the programme organisation. 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: ? Discuss programme organisation ? Explain the roles, responsibilities and attributes of the Sponsoring Group, the Senior Responsible Owner and the Programme Board Let us understand where programme organisation is placed in the MSP® framework, in the next screen.

3 MSP Framework

MSP® Framework is a diagrammatical representation of MSP® principles, governance themes and transformational flows. As we have discussed earlier, programme organisation is one of the governance themes which is placed in the second circle. Programme organisation focuses on the roles, defines the responsibilities and also details the programme hierarchy. This theme will help us to understand the important roles and their related attributes and also how these roles interact with each other. In the next screen, we will look into the concept of programme organisation.

4 Programme Organisation Introduction

Programme organisation is critical to programme success. For it to be effective, it should be a combination of three parameters. They are: all the roles in programme organisation should be well defined, each role should have responsibilities assigned clearly and they should be defined in such a way that it supports other roles. For this to happen, the management structure and reporting arrangements should be defined and enforced. Organisation structure should be well defined; people should know whom they are reporting to and what they are supposed to do. Only skilled people should be hired for a particular role. It is easier when a java developer is hired for java coding, but it is imperative to factor the skill quotient (pronounce as “kwoshent”) for a role in senior management while hiring someone for leadership skills. There should be continuity and stability at higher levels of the organisation. As an organisation is driven by the vision of the leaders, changing them very often will lead to trouble. We will discuss the programme leadership in the next screen.

5 Programme Leadership

Programme leadership consists of the Senior Responsible Owner or SRO, the Programme Manager, the Business Change Manager or BCM and the Programme Board. We will go through each role in detail later in this lesson. There are multiple tasks that are expected from these roles. The first task is to create a vision. Vision is a statement shared by an organisation where it states its preferred future. It has to be crafted and shared with all the stakeholders. It is an important tool to get stakeholder buy-in and also to ensure the programme direction. Leadership also motivates the team to fulfil their roles effectively. It can be rewarded through appraisal systems, giving more autonomy and empowering individuals to take their decisions. Leadership should also show their commitment to programme and ensure that the stakeholders are engaged effectively and get their support for the programme. Focus should be on realising the desired benefits and for this, they must put right resources in the right place at the right time. Leadership roles demand relevant skills and experience to manage different kinds of conflicts arising out of cultural differences or related to resource sharing. Also project coordination is an important aspect to ensure that benefits are realised. Risk management is another scenario where leaders need to play an active role throughout the programme. Now let us review the programme structure in the next screen.

6 Programme Structure

The image displays the Sponsoring Group at the top level. The Sponsoring Group drives the programme by providing necessary approvals and finances. The Programme Board is then directly involved in managing the programme. The Senior Responsible Owner is the intermediary between the Programme Board and the Sponsoring Group. The Programme Board further interacts with each individual Project Board through a project representative, who could be a project sponsor or executive. In the next screen, we will discuss the Sponsoring Groups and their responsibilities.

7 Sponsoring Group

The Sponsoring Group has overall authority over a programme, but they delegate most of it to the Senior Responsible Owner. The Sponsoring Group is made up of senior managers or organisation. Main responsibilities of the Sponsoring Group include taking the financial decisions like approving the programme. Once the programme or a tranche is approved, the Sponsoring Group commits to provide for all required resources and pledges the financial assistance. The Sponsoring Group defines the direction of business by choosing which programmes are approved and which are not. Once a programme is approved, the Sponsoring Group makes sure that programme is aligned to organisational strategy at all times. Any executive, committee or board in organisation can be given responsibilities of a Sponsoring Group for a programme. In case of multi programme environment in an organisation, corporate portfolio board can play this role. Let us discuss the responsibilities of the Sponsoring Group in detail in the next screen.

8 Sponsoring Group Responsibilities

The Sponsoring Group formally provides the organisational context for programme. They verify the programme’s business case and confirm, if it is in line with organisational strategy or not. Only when they are satisfied they will support it for going further. The Sponsoring Groups are also responsible for authorising the vision statement, programme mandate, programme definition and funding. First of all, approval of programme mandate initiates the programme. Only then the transformational flow activities for a programme begin. Then the Sponsoring Group assists the Senior Responsible Owner in writing vision and approves it to be shared with all the stakeholders. Programme definition once approved by the Sponsoring Group becomes the guide for programme stating what benefits are to be delivered and within what timelines. The Sponsoring Group appoints the Senior Responsible Owner from its peers. Most of the responsibilities of the Sponsoring Group are delegated to the SRO. Throughout the lifecycle of the programme, the Sponsoring Group will advise and support the SRO. The Sponsoring Group actively initiates and participates in various reviews. In case of end-of-tranche review, the Sponsoring Group will take decision to move to next tranche after analysing the results of the review. Many times programmes may face a strategic dilemma, which are resolved by the Sponsoring Group and ensures programme is on right track and aligned to strategic objectives of the organisation. The Sponsoring Group will provide continuous endorsement to programme and is committed to it. This helps the teams during executive meetings. Most importantly, it is the Sponsoring Group that authorises and approves delivery of programme. Programme cannot be closed until it is endorsed by them. In the next screen, we will discuss the responsibilities of the Senior Responsible Owner.

9 Senior Responsible Owner Responsibilities

The Senior Responsible Owner or SRO has overall accountability for the success or failure of the programme. The SRO is selected by the Sponsoring Group from its peers. The SRO is the owner of the programme vision statement and business case. He is responsible to ensure strategic alignment of programme to organisation strategies. The SRO will provide clear leadership and direction throughout the programme. It will be his responsibility to get financial commitment from the Sponsoring Group to get the programme started. Also, the most important stakeholders are managed by the SRO personally. He is accountable for ensuring that all governance and control mechanisms in the programme are in place. The SRO chairs the Programme Board and though he delegates most of the responsibilities to the Programme Manager, the SRO keenly participates in managing the risks and issues of programme. In the next screen, we will focus on the attributes of a good SRO.

10 Senior Responsible Owner Attributes

The SRO should be a senior and experienced person. This will help him get respect from the team and also hold him in good stead to solve the issues in programme. The SRO has to work proactively and act as a visible driving force in the programme. The SRO should motivate the team and ensure programme is moving at a good pace. Thus, it is imperative that the SRO has good leadership and communication and decision making skills. Leaders motivate people and we need a person whose character has the spontaneity and compassion for the programme and the team. The SRO should possess a combination of realism, openness and clarity of expression to communicate programme's vision effectively. This will help him give purpose and direction to the programme and take strategic decisions. The SRO should focus on the delivery of the benefits and achievement of the end goal. If the SRO has desired credibility with team and stakeholder, it will help immensely to forge good relations with team and stakeholders alike. The SRO has to have access to key stakeholders. Now, let us discuss the role of the Programme Board in the next screen.

11 Programme Board

The Programme Board is set up by the SRO to drive the programme and deliver the outcomes and benefits. The Programme Board comes into existence, right after getting approval from programme mandate. The Programme Board reports to the SRO and even though the Programme Board’s main responsibility is to drive the programme, the overall accountability still remains with the SRO. The Programme Board members support the authority of the SRO, and ensure appropriate coordination across projects and activities that compromise the programme. Now let us understand the structure of the Programme Board in the next screen.

12 Programme Board Structure

Before we get into the structure of a programme, we must understand the concept of accountability. We have discussed earlier that the overall accountability of a programme lies with the SRO. Members of the Programme Board are individually accountable to the SRO for their areas of responsibilities and delivery, within the programme. The Programme Board consists of the Business Change Managers and the Programme Managers and it is chaired by the SRO. The Programme Board works with the Programme Office and ensures that the planned capabilities are delivered and desired benefits are realised. In the next screen, we will discuss the responsibilities of the Programme Board.

13 Programme Board Responsibilities

The Programme Board defines the acceptable risk profile, thresholds for programme and its constituent projects. These thresholds help projects to decide which risks can be managed at project level and which needs to be escalated to the Programme Manager. The Programme Board has to ensure that the programme delivers within its agreed boundaries. If programme has to cross the defined boundaries, it needs to be decided by the SRO and approved by the Sponsoring Group. The Programme Board also resolves strategic and directional issues between projects, to ensure the progress of the programmes. One of the responsibilities of the Programme Board is to ensure that the integrity of benefit profiles and realisation plan has been maintained throughout the programme. It should focus on the development, maintenance and achievement of the blueprint. It ensures that the programme is going to deliver as planned. The Programme Board should assure operational stability and effectiveness through the programme delivery cycle. This is necessary so that the day-to-day operations are confident about upcoming changes.

14 Summary

Let us summarise what we have learnt in this lesson: ? Effective programme organisation is critical to programme success. ? Programme organisation focuses on the roles, defines the responsibilities and details the programme hierarchy. ? Programme leadership consists of the SRO, the Programme Manager, the BCM and the Programme Board. ? The Sponsoring Group formally provides the organisational context for programme. ? The Senior Responsible Owner or SRO has overall accountability for the success or failure of the programme. Next, we will look into the responsibilities and attributes of the Programme Board members.

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