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Steps in Closing a Programme Tutorial

1 Steps in Closing a Programme

This lesson focuses on the steps involved in the process, ‘closing 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 steps involved in the process, ‘closing a programme’ ? Describe the responsibilities of various roles in this process In the next screen, we will focus on the steps involved in the process, ‘closing a programme’.

3 Steps to Close a Programme

The steps involved in closing a programme are as follows: Before closing a programme, first confirm whether ongoing support is available. This support is necessary to ensure that benefits realisation is checked even after the programme is closed. Multiple checks need to be performed before deciding to close the programme. These checks will be discussed in detail in the following screens. The second step is to confirm whether the programme can be closed. Post confirmation, the third step is to notify programme closure to all the stakeholders. In the fourth step, the programme is reviewed to understand how successful it has been in delivering the planned benefits. Post review, in the fifth step, the programme information is updated and finalised for all the governance, management and boundary baseline documents. The sixth step is to provide feedback to corporate governance. This feedback is based on the varied experiences during the life of a programme. The final step is to disband the programme organisation and support functions. In the next screen, we will discuss the first step of ‘closing a programme’, that is, ‘confirm ongoing support’.

4 Step 1 Confirm Ongoing Support

How will the business operate without the support of a programme? When a programme is active, it supports the changes and resolves conflicts and issues that arise during the transition. Hence, planning is required to support changes and resolve conflicts after closing a programme. During the programme lifecycle, there might be a lot of changes in terms of stakeholders and business operation and communication methods. These may lead to the identification of new risks that will need to be managed even after closing a programme. After closure, embedding changes in business-as-usual environment must continue to ensure smooth transition. It might be required to establish support for the outcomes affecting external stakeholders, as well. Furthermore, the required transition activities need to be identified and defined. Finally, the transition activities need to be handed over to the required business operations. In the next screen, we will discuss the second step of ‘closing a programme’ and find out how and when programme closure can be confirmed

5 Step 2 Confirm Programme Closure

To confirm programme closure, it needs to be formally confirmed that the business case has been satisfied and all projects planned in the projects dossier have been satisfactorily completed. Furthermore, it needs to be confirmed that business performance is stable after the transition activities and the remaining transition activities have been defined and assigned to relevant business operations. If the programme closure is premature, the remaining live projects still required by the organisation need to be reassigned to business management or other programmes. The Senior Responsible Owner or SRO proposes the closure to the Sponsoring Group and if the Sponsoring Group is satisfied with the outcomes, they will endorse the recommendation to confirm the closure. In the next screen, we will discuss the third step of ‘closing a programme’ and understand the steps involved in notifying the programme closure.

6 Step 3 Notify Programme Closure

The activity of notifying programme closure begins after the Programme Manager is certain that the programme will be closed. This involves two steps. The first step is to notify all the stakeholders and the Programme Office. The second step is to produce instructions and a timetable for closing activities and programme review. For planned closure, the instructions for communication will be available in the programme communications plan. In case of premature closure, better communication and stakeholder engagement must be ensured so that early closure does not have an adverse effect on the programme achievements. In the next screen, we will discuss the fourth step of ‘closing a programme’, which is to review the programme.

7 Step 4 Review Programme

The reviewing activity must be able to assess and evaluate the performance of the programme and its management processes with the aim to identify the lessons learnt. As part of ‘closing a programme’, a formal review must be conducted to assess the delivery of the complete blueprint, the realisation of the overall benefits and achievements of the programme’s business case. The final review may be a consolidation of the previous findings of benefits reviews. Reviews may be internal or external in nature and further reviews need to be planned after the closure, to provide complete assessment of the realised benefits. In the next screen, we will focus on the fifth step of ‘closing a programme’, which is ‘update and finalise programme’.

8 Step 5 Update and Finalise Programme Information

The ‘update and finalise programme information’ step involves certain considerations: Programme information must be reviewed and updated to ensure that all remaining issues, risks and outstanding actions have been appropriately dealt with. All risks and issues for which the different business operations have accepted responsibility must be handed over to them. The accountability of these risks remains with the SRO. Strategies, plans and boundary documents must be reviewed to assess their effectiveness and appropriateness and to identify and consolidate the lessons learnt for future programmes. Finally, the information must be archived as per corporate and legislative governance norms. In the next screen, we will discuss the penultimate step of ‘closing a programme’, which is ‘provide feedback to corporate governance’.

9 Step 6 Provide Feedback to Corporate Governance

Programmes are developed out of strategic needs. Providing feedback is necessary for strategists in corporate governance. Feedback from the programme will help the organisation develop more informed strategic decisions. In the next screen, let us focus on the final step of ‘closing a programme’, which is ‘disband programme organisation and supporting functions’.

10 Step 7 Disband Programme Organisation and Supporting Functions

In this step, the programme infrastructure and management processes are disbanded and resources are released from the programme. This is necessary so that the resources can be assigned to other operational roles or programmes. Staff redeployment must be planned in advance according to their updated skills. Any contracts used by the programme need to be finalised or handed over to the relevant business management team. In the next screen, let us discuss the roles and their responsibilities in ‘closing a programme’.

11 Roles and Responsibilities

Let us focus on the responsibilities of the Senior Responsible Owner or SRO, Programme Manager, Business Change Manager or BCM, and Programme Office in ‘closing a programme’. The accountability for all activities lies with the SRO. Responsibilities are shared between the Programme Manager and the Business Change Manager to confirm programme closure. The SRO depends on the inputs from the Programme Manager and the BCMs and consults them before taking the final decision. Reviewing the programme is always the responsibility of the BCM. The Programme Office is notified during all the steps of ‘closing a programme’. But during the steps of ‘confirm ongoing support’ and ‘update and finalise programme information’, the Programme Office is actively consulted for inputs and possible support. In the next screen, we will focus on an example based on the concepts discussed.

12 Closing a Programme Problem Statement

Kylie Honkele, the CFO of Nutri Worldwide Inc., is the Senior Responsible Owner of the programme, Nutri Snack. Multiple projects have been outlined for successful completion of this programme. The projects undertaken are as follows: Project 1: Creating new recipe Project 2: Advertisement and marketing Project 3: Identifying the sellers and Project 4: New production unit The Programme Manager and the Business Change Manager have completed all the tasks in the transformational flow. In the next screen, let us discuss if the programme, Nutri Snack, can be closed.

13 Closing a Programme Solution

Completing the projects in the programme is not enough to ensure closure. To check whether the programme can be closed, you must verify that the blueprint has been delivered, the outcomes have been achieved, the business case has been satisfied and the benefits are self-sustaining and will serve the organisation without the programme support. You also need to check that there are no outstanding issues and risks that are unacceptable to operations. After the above criteria are verified, a complete programme review is performed. All programme documents are updated and feedback is provided to corporate governance. After corporate governance approves, the programme can be closed.

14 Summary

Let us summarise what we have learnt in this lesson: ? The steps involved in closing a programme are ‘confirm ongoing support’, ‘confirm programme closure’, ‘notify programme closure’, ‘review programme’, ‘finalise programme information’, ‘provide feedback to corporate governance’ and ‘disband programme organisation’. ? To confirm programme closure, a formal confirmation that the business case has been satisfied is required. ? The accountability for all closure activities lies with the SRO. ? Reviewing the programme is the responsibility of the BCM. 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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