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Scope of Programme Quality Tutorial

1 Scope of Programme Quality

This lesson covers the scope of the quality in a programme. 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 scope of programme quality In the next screen, we will learn about the scope of programme quality in detail.

3 Scope of Programme Quality

The programme principles set out the areas that are critical to the success of a programme, but the scope of quality is broader than the rest. There are eight process areas that require a management review of their effectiveness in supporting the programme objectives. The image on the screen summarises the key elements to consider when developing and deploying quality and assurance management in the programme. Let us begin with the first process area, the communications plan. In the communications plan, quality management activities need to focus on testing the perceptions of success of the stakeholders. Communications management needs to deliver the needs and expectations of the stakeholders. Information management provides support for decision-making by providing the right information. Quality has to ensure that the data satisfies the critical success factors. Process management ensures the systematic use of defined processes in a programme. Quality in a programme needs to make sure that the processes are adapted appropriately and used systematically. Asset management is done via information control. Quality has to ensure that all the assets are fully utilised. Programme leadership is critical to a programme’s success. It should be demonstrated by the quality of decisions taken in the programme. Leaders of successful programmes provide clear direction and communicate the same to the stakeholders inside and outside the organisation. In people management, quality activities should make sure that principles such as leading change, envisioning and communicating a better future and learning from experience are followed diligently. Ensuring the Welfare of people through training, reward and career development should be managed carefully. Standards management should adhere to the defined processes in the programme. Quality management activities assure the suitability of the programme management activities. Supply chain management optimises the use of resources. Quality in a programme has to ensure that the suppliers apply quality management to their processes. In the following screens, we will discuss all of these processes in detail. Let us start with communications management in the next screen.

4 Communications Management

Communications management focuses on effective communications with stakeholders. Communications management refers to the management of process and quality of application rather than just the communication engagements made for the stakeholders. The programme will need to segment its stakeholders to effectively communicate with them and to understand and deliver their requirements for the change. The programme should know and understand the stakeholders by developing sound working relations. The stakeholders’ future needs and expectations should be anticipated, and they should act accordingly to meet or exceed the needs or expectations. Monitoring and reviewing the experiences and perceptions of the stakeholders is also required. This is to ensure quick and effective responses to rectify the situation where deliverables do not meet the required quality. In the next screen, we will focus on information management.

5 Information Management

The core purpose of information management in a programme is to provide the right information, in the right format, to the right people at the right time. There are some critical success factors that support a successful information management system. One such factor is ‘compliance’. Information management should be compliant with the organisational policies and applicable legislations, such as data protection, freedom of information legislation and requirement in terms of length of retention for personnel and financial records. Another critical success factor is ‘information integrity’ which should be maintained under change and release management control. Audit should be considered for checking whether distribution systems are working. The next critical success factor is ‘availability of information’. It means that the information should be available for decision makers whenever they need it. Another critical success factor is ‘confidentiality’. Levels of confidentiality should be set within the programme. Appropriate levels of sensitivity should be allocated to the documents and their distribution should be limited. This will also require an audit trail. The next critical factor is ‘currency’. Information should reflect the current situation. Otherwise, old data might lead to incorrect decision-making. In the next screen, we will discuss process management.

6 Process Management

A process is a set of related activities that are carried out in a defined order. The following are the needs ofprocess management: To function effectively, a programme must deploy processes with the appropriate level of specification and rigour. Quality in a programme needs to ensure that the processes are adopted appropriately and used effectively. Applying quality for defining and managing processes will lead to attaining the programme objectives in the most efficient and effective way. It will also help in understanding the interdependencies that are inherent in a process. If these interdependencies are understood, a plan can be made to ensure that no fallacies are caused by them. It can lead to integration and alignment of the processes in a way that will best achieve the desired results. Applying quality can also lead to following structured approaches that harmonise and integrate different processes. The team aimed at achieving programme objectives should have the ability to focus effort on the key processes and ensure that systems are continually improving through measurement and evaluation. It can lead to establishing clear responsibility and accountability for managing key activities throughout the lifecycle of the programme. In the next screen, we will focus on asset management.

7 Asset Management

Asset management deals with identifying, tracking and protecting a programme’s vital assets. The following are some important information about assets: An organisation must ensure that its assets are managed well, to be fully efficient. . Assets can be varied, that is, it can be human resource, infrastructure or information. The assets can be grouped into external assets, programme assets and internal assets. External assets exist outside the programme but change to those which could significantly affect the programme, for example, legislation or corporate polices or strategies. Programme assets are initiated by the programme itself, for example, the blueprint and programme plan. Internal assets interface between the projects and the programme, for example project progress reports or project initiation documents. All assets of the programme will be subject to planned and unplanned changes and should come under change control and configuration management. In the next screen, we will understand programme leadership.

8 Programme Leadership

Good leadership is critical to the success of a programme. The application of the quality and assurance plan must ensure that good, effective leadership is in place. Following is some information about programme leadership. The leaders of successful programmes provide clear direction and communicate the same to the stakeholders, both within and outside the programme. The programme’s leadership must establish a governance framework that provides adequate levels of control for the programme, including the delegation of responsibility and deciding which quality review activities will be evaluated regularly. , It is important to invest in building the skills and competencies of the Senior Responsible Owner or the SRO (read as S-R-O) to ensure that they are effective in their role as a leader. This is because there is no guarantee that an effective business leader will automatically make a good programme leader. In the next screen, we will focus on people management.

9 People Management

People management is one of the important aspects of effective programme management. It is highlighted by several governance themes, namely, leading change, envisioning and communicating a better future, and learning from experience. Quality activities should ensure that these are appropriately applied to get the best out of the people deployed on a programme. The following steps need to be taken to ensure effective people management. . It is important to ensure that appropriate induction training is given when people join the programme. Reward mechanisms linked to individual performance must be in place to motivate the employees. Career development plans and a recognised role in the programme must be in place motivate the employees. It is essential to ensure that skills development and training linked to performance improvement are planned. Appropriate qualifications to benchmark are defined and evidence of knowledge performance is provided. This will ensure that employees are always striving for self-improvement. It ensures that proper exit plans are prepared to facilitate staff re-integration into the business once the role of the employee in the programme is complete. In the next screen, we will discuss standards management.

10 Standards Management

Organisations have quality management systems to define their standards. The following is are some important information about standards management: All the standards are often reviewed at particular points, and it is necessary to manage changes effectively so that programmes are also aware of them and can change accordingly. Many organisations have a quality management system that supports operations to ensure that their products and services satisfactorily meet their customers’ requirements. Programme management activities need to ensure that planned changes continue to be aligned with the relevant parts of corporate standards and polices. Quality management activities assure the suitability of programme management activities. An information mechanism to alert programmes of forthcoming changes in policies or standards will help them to assess the impact of proposals on planned changes. It can provide the mechanism to monitor policy change, which will ensure smooth transition and provide input to policy makers. Programmes need to be aware of which legislations and regulations will impact them. This is to ensure that project outputs and changed operations comply with them. In the next screen, we will discuss supply chain management.

11 Supply Chain Management

A programme depends on suppliers for providing goods and services. Examples of such goods and services include expert help in the form of a designer, a software developer, or raw materials provided by a supplier to a construction firm. The following are the benefits of applying quality in supply chain management. Quality in a programme needs to ensure that suppliers apply quality management in their processes. This ensures that the suppliers’ processes are aligned effectively with the way the programme operates. Effective supply chain management provides agility and flexibility through the provision of resources and services as and when the programme needs them. Effective procurement ensures that the right partners are selected, and they are managed effectively to ensure good programme delivery. The programme should utilise the expertise of its supply chain to build its internal knowledge and abilities while ensuring that it does not become dependent on suppliers. In the next screen, we will focus on an example based on the concepts discussed.

12 Scope of Programme Quality Problem Statement

Kylie Honkele, the SRO of the programme, Nutri Snack, at Nutri Worldwide Inc. has identified the need to work closely with the VP, Quality, and focus on the standards and information. However, the VP, Quality, has decided to extensively focus on not just quality of the material, standards and information but also on the suppliers, communication and people involved in it. Kylie has raised a concern for the increased cost. She wants to know the reasons and advantages of increasing the scope of the quality related activities. The VP, Quality, has also proposed a suggestion to have mid-tranche reviews instead of getting quality review done at the end of tranches. Is the discussion going in the right direction? Let us find out the answer in the next screen.

13 Scope of Programme Quality Solution

The SRO and VP, Quality, share the responsibility to deliver the programme, Nutri Snack, with the best possible quality. The following are the focus areas selected by the VP, Quality, along with the reasons for choosing them. The first focus area selected by the VP, Quality, is standards as it helps to focus on programme management and ensure that the programme team is aware of relevant laws and regulations. The next focus area is information that is to be shared. The information should satisfy factors such as currency, confidentiality wherever needed, availability and compliance. The third focus area is communication because effective communication will help in sharing the correct information with the stakeholders. It will also help to monitor and review the experiences and perceptions of stakeholders. The next focus area is suppliers as it will help to focus on supply chain management and ensure suppliers provide quality products. The last focus area is people as it will help to focus on training, reward mechanism, career development and employee satisfaction. Thus the discussion between the SRO and VP, Quality, has proceeded in the right direction.

14 Summary

Let us summarise what we have learnt in this lesson: The scope of programme quality is determined using processes such as communications management, information management, people management and standards management. The critical factors that support the information management system are information integrity, availability of information and confidentiality. A process is a set of related activities that are carried out in a defined order. Assets can be grouped into external, programme and internal assets. People management is one of the important aspects of effective programme management. Next, we will focus on an overview of assurance management.

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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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