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Programme Organisation within the Transformational Flow Tutorial

1 Programme Organisation within the Transformational Flow

This lesson focuses on programme organisation and transformational flows. 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 integration of programme and project structures ? Describe programme organisation within the transformational flow ? Identify the areas of focus of various roles In the next screen, we will discuss the integration of programme and project structures.

3 Integrating Programme and Project Structures

There has to be appropriate level of engagement between projects and programmes. Project-level organisation structures need to have clear leadership, direction setting, decision making and management. There are different types of project organisations and different ways of integrating them in programme organisation, which will be discussed in the form of 3 scenarios. Scenario A: Some projects benefit from a dedicated Project Board to provide the required level of management direction and decision making. The Project Board should have a clear set of responsibilities, agreed at the programme level, for directing the project and defining how the project interfaces with the programme. The Project Board is chaired by the Project Executive. This scenario is most suitable for larger projects in the programme. Scenario B: This scenario is especially suited for projects that are central to the programme. The Programme Manager plays the role of the Project Executive in the Project Board. This helps in maintaining a very tight, direct link between the project and the programme. Scenario C: In this scenario the Business Change Manager or BCM may provide valuable user side input and assurance to projects within the programme. In this scenario, the BCM may fulfil the senior user or the Project Executive role on Project Board. The BCM responsibilities are cascaded down to the Project Board and project teams. Senior user role in the project can be extended briefly to include transitional stability and benefits achievement. Also, a member of the business change team could be included within the Project Board structure with focus on transition, stability and benefits realisation. This role could have a number of other possible titles like ‘business assurance’, ‘business champion’ or ‘voice of the business’. In the next screen, we will discuss how programme organisation fits into the transformational flow.

4 Programme Organisation within the Transformational Flow

Sometimes, it seems like a good idea that a different leader should lead the programme in different transformational flow activities. For example, if the Programme Manager is leading while defining the programme, there should be someone else, in charge of realising the benefits and should lead the programme, when it reaches at this stage. The BCM seems to be a more obvious choice as we are discussing realising benefits. If such a decision is taken, it may lead to the risk of lack of continuity in leadership, management and in-depth understanding across the whole life of the programme. In the next screen, we will discuss ‘identifying a programme’, ‘defining a programme’ and ‘managing the tranches’ phase of transformational flow.

5 Programme Organisation within the Transformational Flow (contd)

The table on the screen shows the relationship between transformational flow and programme organisation. In ‘Identifying a programme’, most of the research and analysis work is done. So it is constituted of subject matter experts. Leaders should be receptive and provide an open environment suitable for this kind of work. In ‘Defining a programme’, design takes the centre stage. Management style must drive the co-ordination and ensure that the best ideas emerging from across the boards are chosen. This transformational flow needs a different set of skills which are required only here. This is to ensure that the approach is more of “research” and gathering the data. Unique skills needed during this transformational flow will not be needed during delivery. The other transformational flows will build on the data provided from this process. Organisation structure document is prepared in this stage. In ‘Managing the tranches’, programme concentrates on outcome and delivery. This process monitors the initiation of projects planned for a tranche and realisation of benefits from outputs of different projects. So, the leadership is focused and sometimes instructive. This will ensure that all the tasks are completed as planned with minimal disruptions. At the start of this stage, organisation structure document is implemented and reviewed and updated at the end. Now let us discuss ‘delivering the capability’, ‘realising the benefits’ and ‘closing the programme’.

6 Programme Organisation within the Transformational Flow (contd.)

In ‘delivering the capability’, the real focus is on project management skills. The focus is on project level activity and does not require the SRO involvement. Projects are initiated in this process and need expert managerial skills to ensure that the dependencies are carefully managed. The BCM ensures the quality standards of the deliverables. It needs expert governance skills to maintain coordination between multiple and sometimes, competing projects. In ‘realising the benefits’, focus is on communications and the business change teams preparing operational units for change. Planning and business analysis skills are needed in this stage. For supporting the change, training and other needed support arrangements are put in place. During ‘closing the programme’, main focus is on getting the job done as benefits are realised and all the work is completed. Apart from this, organisation structure document is reviewed and updated. In the next screen, we will review roles and their respective focus areas.

7 Roles and Area of Focus

Let us focus on the programme management roles, namely, the Senior Responsible Owner or SRO, the Programme Manager, the Business Change Manager and the Programme Office. The main focus areas for the Senior Responsible Owner are to ensure that a programme has necessary skills, resources and experience to deliver the change. It is important, as the SRO is ultimately accountable for the success or failure of a programme. He or she has to put clear lines of authority in place. This will help to finalise the reporting hierarchy and issue escalation mechanisms. The SRO has to ensure that the Sponsoring Group members have a clear understanding of their roles and are fully supportive of the programme. The SRO will keep the Sponsoring Group updated with progress of the programme. Appointment of the Programme Manager and to get the approval of the BCM appointment by the Sponsoring Group members is the key challenge for the SRO. Both these roles will assist him in programme delivery. The Programme Manager is responsible for the design and appointment of Programme Team. He is responsible to ensure the success of programme by confirming that right skills are available to each role. Appointment of the Programme Office is also done by the Programme Manager. The Programme Office will support the Programme Manager by co-ordinating the information, communication, monitoring and controlling activities. The Programme Manager facilitates appointment of the Project Management Teams. It ensures that right resources and skills are available to each team, so that they can effectively complete the assigned tasks. The Programme Manager has to ensure that all roles have clearly-defined responsibilities to minimise conflict and effectively manage the programme. They manage the overall organisation design throughout the programme and induct new members, whenever needed, after the approval from the SRO. Efficiency and competency of deployed resources is overseen by the Programme Manager and required steps are taken to ensure that resources grow in their roles with proper training and learning opportunities. The Business Change Managers or BCMs are responsible for designing and appointment of the business change team in their operational areas. This team will assist the BCM in realising the benefits and help the operational team transit to new methods. Once the team is identified, the BCM is further responsible for induction and management of members into the business change team. Once the team is formed, the BCMs will provide learning opportunities and develop the individuals to improve their performance. The Programme Office is the organisation information repository which maintains all the details and updates of information baselines. It provides advice and guidance on roles and responsibilities within the Programme Team and supports in recruitment and appointment of right people in the right places. In the next screen, we will focus on the programme information baselines and the roles involved in maintaining them.

8 Programme Information Responsibilities

Before we proceed further, let us understand the roles of approver, producer and reviewer. The Approver is accountable for the information baseline. He approves the acceptance of content, defined outcomes and fitness of purpose. Once it is signed off, the information baseline is treated as an official document. The Producer is a role which writes or ensures that the baseline is written. If the producer does not have the required skills, it is his or her responsibility to find right people for the role. The Reviewer will assist the producer and verify the contents of the documents even though they do not have any executive powers. The Sponsoring Group is not involved with the creation or approvals of information baselines once the programme is matured. The Sponsoring Group acts as an approver for documents created in early phases of programme. It approves the programme mandate, which initiates the programme and the programme brief, which helps to define the programme and vision statement shared with each stakeholder to gather support. The SRO is responsible for approving all other information baselines produced throughout the lifecycle of programme. The SRO delegates the responsibility of producing these baselines to the Programme Manager and the Business Change Managers who prepare them. They are also responsible for producing programme brief and vision statement. The Programme Manager owns the responsibility for producing all the baselines other than the ones dealing with “benefits” and the ones produced by the SRO. The Programme Manager will also actively review the documents prepared by the BCMs. The BCMs are responsible for producing benefit profiles and benefit maps. They need to be prepared for each operational area as they have more visibility of these domains. The BCM will also review all the baselines produced by the Programme Manager. In the next screen, we will discuss the content of organisation structure.

9 Organisation Structure Information

Organisation structure is a governance baseline and is produced by the SRO. It describes the management roles, responsibilities and reporting lines in the programme. This document will ensure that a hierarchy is in place that assists in effective programme management and issue resolutions. Normally, the document will contain: Programme organisation chart or structure identifying the roles that are needed for the programme management. It will also provide the description of roles and responsibilities of the individuals in the Sponsoring Group and the Programme Board. This will help identify correct individuals for the Programme Board from within the programme. It further details the description of roles of programme’s management team members. This document will also focus on business change management organisation and responsibilities which helps the BCMs to identify the business change teams. By defining the responsibilities associated with each role in programme organisation, it explains what is expected from individuals as per their roles and helps them understand how they can add value to the programme. It will also identify groups like the Sponsoring Group and other senior management groups that are there to assist the programme and how they should be approached. This document will also allocate the assurance responsibilities within programme to increase the confidence of stakeholders and teams. The baseline will also focus on professional and personal development of team.

10 Summary

Let us summarise what we have learnt in this lesson: ? There is a need for an appropriate level of engagement between projects and programmes. ? Project-level organisation structures need to have clear leadership, direction setting, decision making and management. ? Transformational flow must ensure continuity in leadership, management and in-depth understanding across the whole life of the programme. ? The main focus areas for the SRO are to ensure that a programme has necessary skills, resources and experience to deliver change. Next, we will look at a few questions based on the lessons covered so far.

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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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