GUIDELINES FOR MANAGING

PROGRAMMES
Understanding programmes
and Programme
Management
NOVEMBER 2010
 CONTENTS

Who is this guidance aimed at? ....................................................................... 2

What is a programme, and how does a programme differ from a project? ...... 3
When is it appropriate to treat an initiative as a programme? .......................... 4
The Government approach to Programme Management - Managing
Successful Programmes (MSP TM): ................................................................. 6
What is the lifecycle of a typical Programme? ............................................... 16
What Programme Management support is available? ................................... 21
Glossary of key Programme Management terms ........................................... 22
Programme Management Documentation Templates.................................... 25

Who is this guidance aimed at?

This guidance is for Senior Responsible Owners (SROs), Programme

Managers and any others involved in delivering large-scale initiatives in BIS
and its partner organisations. It is designed to provide an overview level
understanding of programmes and programme management and how they
differ from projects and project management.
The guidance is not intended to replace defined approaches such as OGC’s
Successful Programme Management methodology (MSP ™), details of which
can be found on OGC’s Best management Practice website.

TM
MSP is a Trade Mark owned by the Office of Government Commerce (OGC).

2
What is a programme, and how does a programme differ from
a project?

The ultimate goal of a Programme is to realise outcomes and benefits of

strategic relevance.

To achieve this a programme is designed as a temporary flexible organisation

structure created to coordinate, direct and oversee the implementation of a
set of related projects and activities in order to deliver outcomes and benefits
related to the organisation’s strategic objectives.

A programme is likely to have a life that spans several years. A Project is

usually of shorter duration (a few months perhaps) and will be focussed on
the creation of a set of deliverables within agreed cost, time and quality
parameters.

The term Portfolio is used to describe the total set of programmes and stand-
alone projects undertaken by an organisation.

Programmes usually require the commitment and active involvement of more

than one organisation to achieve the desired outcomes.

Programmes deliver, or enable, one or more benefits i.e. measurable

improvement resulting from an outcome and perceived as an advantage by
one or more stakeholders.

3
When is it appropriate to treat an initiative as a programme?

To treat an initiative as a programme there must be justification in terms of the

added value gained by introducing a layer of management between corporate
portfolio management and project management.

To be worth considering as a Programme an initiative must:

· meet a strategic need;

· enable and manage the realisation of benefits ;
· require high level leadership and direction;
· involve a range of projects/workstreams/activities which together deliver
the changes and outcomes required to enable the required benefits;
· be driven by either:
- a ‘Vision’ (e.g. a new policy initiative); or
- a need for ‘Compliance’ (e.g. introduce changes to make BIS comply
with some new legislation or duty); or
- an ‘Emerging’ requirement to bring together for cohesion and/or
management efficiency a number of existing
projects/workstreams/activities.

Programmes are likely to be:

· Cross-cutting
· Multi-disciplinary
· Risky
· Uncertain, with unpredictable outcomes
· Long duration (spanning years rather than months)
· Influenced by a wide range of interested parties with differing degrees of
commitment
· Impacting on a wide range of stakeholders some of whom may suffer ‘dis-
benefits’
· Liable to change direction in the light of experience and external events.

Early in the life of a new initiative you might like to consider it in the light of the
seven Principles of programmes (as per MSP ™) to determine which
programme management approach is appropriate:

Alignment with Corporate Strategy

Is this initiative directly driven by a strategic need – e.g. as identified in a
Corporate Plan/Business Plan? (NB. Whatever management approach you
adopt you should of course ensure that the initiative remains aligned with the
corporate strategy throughout its life).

4
Leading change
Should this initiative be led at a senior level in order to take a range of
stakeholders on what might be a challenging journey involving many changes
to such things as working practices, attitudes and behaviours?
Envisioning and Communicating a Better Future
Is there a compelling vision of a better future that the initiative must achieve?
Focus on Benefits and the Threats to them
Will the outcomes arising from the programme result in tangible advantage (or
disadvantage) to one or more stakeholders within or beyond your organisation
(including the general public and society as a whole)? Will benefits be
realised during the life of the initiative?
Designing and Delivering Coherent Capability
Will the required outcomes and benefits be dependent on the creation of
many different but related project outputs which must be integrated and
implemented successfully?
Learning from experience
Has your organisation undertaken similar initiatives? Is there anything you
could learn from the experience? Is your management culture such that you
will continue to identify lessons during this programme?
Adding value
Will the cost of the additional resources required to manage the initiative as a
programme be justified in terms of the increase in likelihood of success?

5
The Government approach to Programme Management -
Managing Successful Programmes (MSP TM)

OGC has sponsored the development of a programme management

approach based on proven best practice from both public and private sector
organisations.

MSP comprises:

· Principles
· Governance Themes
· Transformational Flow processes

Each bullet above is expanded on in the following pages, but for full details
you should refer to the published MSP guidance.

6
Principles

These are proven, universal principles that apply to all types of programme
and when applied help achieve success. The seven principles are:

· Remaining aligned with corporate strategy

· Leading change
· Envisioning and communicating a better future
· Focusing on benefits and threat to their achievement
· Designing and delivering a coherent capability
· Learning from experience
· Adding value

See the section ‘When is it appropriate to treat an initiative as a programme?’

to see how these principles might be used to help you select your
management approach.

7
Governance themes

The MSP Governance Themes are used to help you design and implement
the control framework through which you deliver changes, achieve outcomes
and realise benefits. The nine themes are:
· Organisation
· Vision
· Leadership and Stakeholder Engagement
· Benefits Realisation Management
· Blueprint Design and Delivery
· Planning and Control
· Business Case
· Risk Management and Issue Resolution
· Quality Management

The following pages give more information on the above headings but for full
details you should refer to the published MSP guidance.

8
Organisation

This governance theme describes how to establish a clearly defined and

effective programme management organisation that covers the roles and
responsibilities of the Sponsoring Group, Senior Responsible Owner,
Programme Manager, Business Change Managers and their teams,
Programme Assurance, Programme Office, Project Executives, Design
Authorities etc. The organisation might look like:

MSP provides advice on multi-organisational programmes where a

Sponsoring Group includes senior representatives from two or more
autonomous organisations (e.g. Government Departments, Regulators,
Agencies) and the SRO is selected from one of those organisations.

Various types of Programme Assurance are possible from snapshots of

delivery confidence obtained through Gateway Reviews and Healthchecks
through to part-time appointments to advise and support the SRO and other
members of the Programme Board in the execution of their duties.

9
Vision

This governance theme describes how to establish a picture of the end goal
the programme must achieve by producing a Vision Statement that:

· Is easily understood by all stakeholders (short, memorable, no jargon)

· Describes a desirable future state, not how to get there
· Has implicit benefits arising from the transformation to the future state
· Is compelling and motivating – engages hearts as well as heads
· Avoids target dates and too many performance targets.

Benefits Realisation Management

This governance theme describes how to identify, define, track and optimise
the realisation of benefits (and dis-benefits).

The most easily managed benefits will be tangible, measurable and, ideally,
definable in financial terms. However some benefits might be intangible
(sometimes referred to as ‘soft’ benefits) in that they are difficult to
substantiate – proxy measures might be necessary to provide some evidence
of realisation (e.g. a reduction in the number/type of calls to a Help Line might
be used as a proxy indicator for the improved customer appeal or usability of
a website).

The theme covers:

· Establishing a Benefits Management Strategy for the programme

· Defining the attributes, dependencies and current/target values for all
benefits and dis-benefits in a set of Benefit Profiles
· Creation of a Benefits Map to show how benefits relate to each other and
to the project outputs and business changes that will enable them to be
achieved. The dependency relationships in a Benefits Map show how
project outputs ultimately lead to the achievement of strategic objectives
· Producing a Benefit Realisation Plan to schedule the benefits
measurement activities and Benefit Reviews to enable tracking of the
realisation of benefits across the programme
· Benefit Reviews which are led by the SRO and involve relevant
stakeholders to establish the extent to which benefits have been realised
to date and are likely to be in the future
· Benefits Realisation Manager an optional role to maintain the centre of
expertise in benefits realisation within the programme or perhaps as a
permanent position within the parent organisation
· Business Change Managers’ responsibilities to identify and quantify
benefits and to ensure that transition plans are designed and executed so
that the enabling capability and culture is properly embedded into business
operations.
10
Business Case

This governance theme describes how to establish an optimum mix of

information about the programme’s benefits, costs, risks and timescales used
to judge whether or not the programme is (and remains) desirable, viable and
achievable. Advice is given on the different areas of cost that should be
estimated and balanced against the value of the anticipated benefits when
justifying a programme and establishing whether it is viable and affordable,
e.g.:
· Project costs
· Business change and transition costs
· Benefit realisation costs
· Capital costs
· Increased operational costs
· Programme Management costs

Many of these areas of cost will be identified as a result of developing the

Blueprint and designing the projects that will deliver it.

Blueprint Design and Delivery

The Blueprint is a model of the operational capability that will need to be put in
place to enable the required outcomes and benefits. The Blueprint comprises
the current, intermediate and target end state of the key aspects of the
business operations of not only the parent organisation but also any partner,
customer and supplier organisations that must change for benefits to be
realised. The ‘POTI’ model is used to define the key elements of future
business operations that should be defined in a Blueprint:
· Processes and functions and their operational costs and performance
levels
· Organisation, staffing levels, skills and culture
· Technology, tools, IT, equipment, buildings and accommodation.
· Information and data

Leadership and Stakeholder Engagement

This governance theme addresses the approaches a programme might use to

identify and manage relationships with the ranges of stakeholders who will
have some interest in the programme and the leadership required to direct,
influence and motivate others towards the desired outcome. MSP suggests
approaches/tools that help in stakeholder analysis and engagement:
· Stakeholder Map: used to compare the various stakeholders and their
interests in the programme

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· Influence/Interest Matrix: used to map the potential interest of each
stakeholder against their areas of interest and hence work out approaches
and priorities for stakeholder engagement and communication
· Stakeholder Profiles: used to record stakeholder information such as
current and target positions in terms of levels of interest, impact, influence
and support
· Stakeholder Engagement Strategy: the framework that enables effective
stakeholder engagement and communication in the programme
· Programme Communications Plan: the timetable and arrangements for
implementing the Stakeholder Engagement Strategy. This includes the
messages, audiences, timing responsibilities, communication channels
and feedback processes.

Risk Management and Issue Resolution

This governance theme is concerned with the approach to risk and issues
management and how the processes will be applied across the programme,
its projects, its transition activities and operational areas that will undergo
change. The theme advises how to establish a framework for managing risks
and issues and on the tools that should be used to capture and use
information about them:
· Risk Management Strategy: the programme’s approach to the
management of risk, derived as far as is possible from the corporate
approach
· Risk Register: used to capture and actively manage risks to the
programme
· Issue Resolution Strategy: the programme’s procedures and
mechanisms for resolution of issues such as change requests, requests
for information, technical problems, stakeholders’ concerns and
suggestions. Again the programme should take into account any relevant
corporate approach
· Issues Log: used to capture and actively manage programme issues.

Planning and Control

This governance theme is concerned with the integration of the various

governance strategies and plans to produce a programme plan and a control
regime. The Programme Plan should cover key programme level events and
controls such as:
· The Tranche structure - how the programme is divided into tranches each
of which delivers a step change in capability and some associated
benefits.
· Governance activities (e.g. end of Tranche Reviews)
· Project milestones (start, finish, key events)
· Project output delivery
12
· Interdependencies
· Key transition activities and milestones
· Communications
· Benefits management activities (e.g. Benefit Reviews)
· Quality management activities (e.g. Quality Reviews and Compliance
Audits)
· Assurance activities (e.g. Gateway Reviews and Healthchecks)

The plan will be influenced by the:

· Resource Management Strategy: to define how the programme will

acquire and manage the various resources needed to achieve the
business changes and resulting benefits. This will include the procurement
approach to be used and the method of dealing with resource conflicts
across the projects and transition activities in the programme.
· Resource Management Plan: schedule of activities to implement the
programme’s Resource Management Strategy – e.g. activities to establish
frameworks agreements with resource providers and recruitment activities
to obtain staff for the programme
· Monitoring and Control Strategy: to define how the programme will
apply internal controls to itself. The strategy should define the monitoring,
reporting and control standards that will apply at programme and project
level, the information required for monitoring progress and achievement
and escalation routes for managing exceptions.

Quality Management

The scope of quality management theme covers all aspects of the programme
(including its projects and transformation activities) to ensure they are
appropriate and fit for purpose. This will enable stakeholders to be assured
that the planned benefits have the best chance of being realised. The theme
recommends the production of:
· Quality Management Strategy: to define the approach to managing
quality across the programme e.g. what will be subject to quality
assurance/audit/review/control, responsibilities for quality management,
standards and regulations, interfaces with corporate and other relevant
quality management systems.
· Quality Management Plan: the timetable and arrangements for
implementing the quality management strategy

13
Transformational Flow processes

A programme, being a strategic initiative, should be triggered top down by

some form of ‘Mandate’ from a sponsoring group of senior management, one
of whom will take on the role of the programme’s Senior Responsible Owner
(SRO).

Programme

Identifying Completion
a of
Program
me Sponsoring
Defining a Group
programme Closing a
programme
Programme
definition,
governance Managing the Tranches
arrangements
and plans
Delivering Realising
the the

Outputs Outcomes
and and

The ‘Identifying the Programme’ process is used to appoint the SRO who
will then define in outline the programme vision, objectives and benefits and
record them in a Programme Brief which contains an outline business case.
This leads to the first key decision by the Sponsoring Group whether or not to
commit resources to defining the programme and its management approach
in detail i.e. whether or not it is sensible and worthwhile to start the Defining a
Programme process.

The ‘Defining the Programme’ process is where the Programme Manager

and Business Change Manager(s) are appointed. They refine the elements of
the Brief, build the detailed business case, design governance arrangements,
develop the plans etc. At the end there is an important decision made by the
Sponsoring Group whether or not to commit the resources required to carry
out the programme and to give the SRO authority to proceed.

14
If the SRO is given the go-ahead then work commences on ‘Managing the
Tranches’ which is the process where day to day governance of the
programme is applied by the SRO and Programme Board with involvement of
the Sponsoring Group at key points (e.g. Tranche Boundaries).

Within each Tranche changes are implemented to enable the required

benefits to be realised. This is achieved by the Programme Manager and
Business Change Managers working closely together in:

· Delivering the Capability is the process by which the Programme

Manager initiates projects to create outputs and new capability
· Realising the Benefits is the process the Business Change
manager(s) use to ensure that the project outputs are properly
embedded into ‘business as usual’, the required changes in operational
practices and culture are achieved and, as a result, benefits start to be
realised and are measured.

Eventually there will come a point when the Closing the Programme process
is required. This is usually when the whole ‘Blueprint’ for change has been
delivered and benefits are materialising to a sufficient degree to satisfy the
programme’s Business Case. Sometimes premature closure will be
appropriate if the programme’s business case is no longer viable or if
programme management no longer adds value. Either way this leads to the
final decision by the Sponsoring Group to close and disband the programme
but also to ensure that benefits realisation and measurement continues after
the programme has closed. The main activities at programme closure are:

· Notify stakeholders that the programme is about to close

· Assess completeness of delivery of the Blueprint
· Ensure all projects have completed satisfactorily (NB If the programme is
closing prematurely then ensure that any existing projects are transferred
to relevant business owners)
· Review the performance of the programme
· Identify lessons that may benefit other programmes
· Assess realisation of benefits to date (perhaps hold a final Benefits
Review)
· Update the Business Case and confirm it has been satisfied
· Allocate responsibility for post-programme reviews of benefits
· Ensure ongoing ownership of any outstanding risks and issues
· Confirm that ongoing operational support arrangements are in place
· Finalise the programme documentation and archive it in accordance with
corporate policy
· Disband the programme organisation and hand back resources and
support functions.

15
What is the lifecycle of a typical Programme?

Using the MSP Transformational Flow model a programme timeline might

look as follows (not to scale). You will note the key decision points and the
points at which the programme management information is produced.
Also note that Tranches may overlap in that projects associated with delivery
of some element of new capability may start in an earlier Tranche than the
one where the capability is implemented. This will be essential where, for
example, a project involves a long procurement lead time and it would cause
unacceptable delay to wait until all preceding tranches have completed.

The structure of a Programme using MSP

Programme
Mandate

Identify Define the programme Tranche 1 Tranche 2 Tranche 3 Close

G H G B E H B G B E BE

• Programme Brief
• Programme Preparation Plan Project .A
• SRO and Sponsoring Group
appointments Project .B

Project .C T
• Vision Statement Transition
• Programme Definition Doc
Project .D
• Business Case T
• Benefit Profiles/Map/Realisation Plan Transition
• Blueprint
• Governance arrangements
• Programme Plan Project E
• Projects Dossier
Project F Project H
• Communications Plan
• Risk Register/Issues Register
• Programme Manager/Business Project G
T Project I
Change Manager appointments Step change
Transition T
in capability
Transition
Realisation of
Benefits
Step change
KEY to Reviews/ Approvals: in capability Step change
= Sponsoring Group decision point Realisation of in capability
B = Benefit Review Benefits Realisation of
E = End of Tranche Review Benefits
• In MSP: Tranche governance by the SRO/Programme Board
T = Approval to enact transition (e.g. to ‘Go live with a new service)’ is via the ‘Managing the Tranches’ processes.
C = Compliance Audit • Projects are initiated and controlled by the Programme
G= Gateway Review Manager under the ‘Delivering the Capability’ process
H = Healthcheck • Transition Management is done by Business Change
Managers in the ‘Realising the Benefits’ process

16
The importance of Benefits Management in Programmes

Programmes are designed to manage the delivery of Benefits, so what is

a Benefit?
A benefit is a measurable improvement resulting from the changes and
outcomes introduced by the Programme. A benefit must be perceived as an
advantage by one or more stakeholders (NB changes and outcomes
perceived as negative by one or more stakeholders are referred to as ‘Dis-
benefits’.)

An assessment of the anticipated benefits is essential for determination of the

initial and continuing justification of a programme. Financial benefits will form
part of the Investment Appraisal in the Business Case and will be used during
and after the programme to measure the advantage gained and the value for
money achieved.

The most important benefits will be tangible, measurable and, ideally,

definable in financial terms. However some benefits might be intangible
(sometimes referred to as ‘soft’ benefits) in that they are difficult to
substantiate – proxy measures might be necessary to provide some evidence
of realisation (e.g. a reduction in the number/type of calls to a Help Line might
be used as a proxy indicator for the improved usability of a website.)

Ideally it will be possible to establish the ‘baseline’ current value for a benefit
before any changes are introduced via the programme.

What is the difference between an Outcome and a Benefit?

An Outcome is a result of change which affects real world
behaviour/circumstances and may lead to one or more benefits. Outcomes
are achieved as a result of the work done by projects and other activities
creating outputs and new/enhanced organisational capability.
Benefits are the measurable improvements resulting from, and enabled by,
the outcomes. Hence the sequence of events might look like this:

Project Outputs Outcomes

Benefit
s

E.g. New IT and E.g. Customers are aware of E.g. Increased

facilities; trained the new services; Staff are trade, revenue,
staff; contracts skilled, available and profit; compliance
agreed with interacting with customers; with legislation
service suppliers; response centre is (avoided fines);
Branding and operational and taking calls; reduced operating
marketing IT is being used to capture costs; customer

17
What is the role of a Benefit Owner?

A benefit owner should be someone from a relevant operational business

area and should be sufficiently senior to be accountable for the delivery of that
benefit (N.B. the SRO is accountable for delivery of the overall set of benefits
for a programme).

Define
and
quantify Help
h plan
the

Manage
any
Prepare
business
for

Measure
ongoing
achievement
of the
Implement
measurem
Establish
baseline
measures

A Benefit Owner must:

· Participate in defining the benefit and agree its Benefit Profile (see
below)
· Work with the Programme Manager and other members of the
programme team to optimise the timing of projects/activities to align them
with benefits realisation
· Prepare the affected business area(s) for change
· Ensure that the changes introduced by the programme team are fit for
purpose, will be operationally effective and will enable achievement of the
benefit
· Implement the mechanisms by which the benefit can be realised and
measured
18
· Manage the realisation of the benefit
· ensure that the changes being introduced to enable the benefit do not
cause any side-effects that could damage the integrity of business
operations.

What is a Benefit Profile?

A Benefit Profile is a document describing a single benefit that records its

attributes and dependencies. Every benefit described in the Business Case
for a Programme should have a Benefit Profile. The contents of a Benefit
profile might include:
· Benefit Identifier and title: a simple unique identifier to make it easier to
refer/cross refer to benefits e.g. B05 – Higher Earnings
· Benefit Description: Sufficient detail to make it clear and precise what is
the benefit and who will be the beneficiaries
· Benefit Type: Tangible/Intangible? Quantifiable/non-Quantifiable?
Financial/non-Financial?
· Benefit Owner: (see above)
· Objectives supported: e.g. PSA targets, Departmental Objectives,
Organisational Objectives, Divisional Objectives, Compliance
requirements. Plus any relevant Key Performance Indicators
· Changes required to enable this Benefit: An explanation of the
business changes and new/amended capability required and an indication
of the organisation(s) within which the changes must be implemented.
Where known, details of the projects and activities that will deliver the
necessary changes/capability should be included
· Other related benefits/outcomes: (a) A list of the outcomes/benefits
upon which this benefit is dependant. (b) A list of the outcomes/benefits
that are dependent on this benefit. The Benefits Map diagram will be
useful when identifying these interdependencies
· Stakeholders: (a) Beneficiaries (b) Influencers (those able to affect in
some way the achievement of this benefit)
· Units of measure: For tangible quantifiable benefits there should be one
or more direct measures. For intangible benefits there may be one or more
proxy measures
· Method of measurement: The tools, technology, methods, approaches
required to baseline the benefit and subsequently measure its
achievement
· Resources required to track and measure achievement of the benefit
(People, £, facilities etc)
· Baseline value and timing of measurement: Actual or suggested.
· Target values: For each measure a set of target values and timing. It may
not be possible to define precise timing until the Programme Plan has

19
 been produced. In these circumstances indicate the triggers/enablers and
any lead times for achievement of the target
· Benefit start date: Anticipated date is either a defined business
requirement or derived from the Programme Plan (e.g. MM/YY for benefits
commencing in a particular Tranche).

Validating benefit definitions

According to the best practice Managing Successful Programmes method

(MSP) a benefit should pass four validation tests (the DOAM tests):
· Description: Is it clear what precisely is the benefit and who ‘owns’ it?
· Observation: Are there verifiable differences that should be noticeable
between pre-and post-programme implementation?
· Attribution: Where will the benefit arise? Can this programme claim its
realisation? Are there any other programmes that might also claim this
benefit? Is ownership of delivery of the changes and outcomes that will
enable the benefit clear and agreed?
· Measurable: How and when will the achievement of the benefit be
measured? Is it possible to quantify the benefit (in financial terms where
possible)? Can sensitivity analysis be applied? E.g. best-case, most likely,
worst case?

20
What Programme Management support is available?

Office of Government Commerce

OGC is the sponsor and owner of trade marks for the MSP and PRINCE2
methods and the Gateway Review process. It provides much useful guidance
on its website www.ogc.gov.uk .

APMG Ltd http://www.apmg-international.com

APMG administers the MSP training company accreditation and examinations
processes. Qualifications are available at three levels:

· Foundation: a basic understanding of the MSP Principles,

Governance Themes, Transformational Flow processes, Roles and
Responsibilities and Programme information. Examination is by 40
minute multi-choice test typically taken at end of 3 day training course.
· Practitioner: a more detailed understanding of how to apply MSP to a
real world situation. A complex objective testing exam lasting 150
minutes. The Foundation exam must have been passed before taking
the Practitioner exam.
· Advanced Practitioner: a three hour written paper or dissertation
based on a complex case study.

TSO (The Stationery Office)

Publishes the MSP manual, available from all large bookshops or online at
www.tsoshop.co.uk

OGC/TSO/APMG Best Practice site

This site is the official umbrella website providing support for MSP, PRINCE2
and other methods at all levels of adoption and is dedicated to making access
to the guidance quick and easy.
http://www.best-management-practice.com/

Special Interest Groups

There are various special interest groups dedicated to Programme
Management. Some are for members of professional bodies (e.g. Association
for Project Management or British Computer Society).

21
Glossary of key Programme Management terms

This is a subset of those in MSP manual plus other PPM terminology used in
this guidance but not commonly used in BIS. See http://www.best-
management-practice.com/officialsite.asp?DI=575004&FO=1230366 for more
a more comprehensive glossary of MSP terms.

Business Change Manager(BCM)

The ‘change agent’ role responsible for benefits management, from
identification through to realisation, ensuring the implementation and
embedding of the new capabilities delivered by the projects.

Change Team
A group of specialists appointed to support a Business Change Manager in
the change management aspects of benefits realisation.

Dis-Benefit
Outcomes perceived as negative by one or more stakeholders. Dis-benefits
are actual consequences of an activity whereas, by definition, a risk has some
uncertainty about whether it will materialise.

Emergent programme
A programme that subsumes one or more pre-existing projects into a
coherent alignment with corporate policy and strategy.

Gateway Review
The OGC Gateway Review Process examines programmes and projects at
key decision points in their lifecycle. It looks ahead to provide assurance that
they can progress successfully to the next stage. The process is best practice
in central Civil Government, the Health sector, Local Government and
Defence and is applicable to a wide range of programmes and projects
including:

· Policy development and implementation

· Organisational change and other change initiatives
· Acquisition programmes and projects
· Property/construction developments
· IT enabled business change
· Procurements using or establishing framework arrangements

Outcome
The result of change, normally affecting real-world behaviour and/or
circumstances. Outcomes are desired when a change is conceived.
Outcomes are achieved as a result of the activities undertaken to effect the
change. In a programme, the outcome is the manifestation of part or all of the
new state conceived in the blueprint.

22
Output
The tangible or intangible product resulting from a planned activity.

Portfolio
The totality of the change initiatives within an organization; it may comprise a
number of programmes, stand-alone projects and other initiatives that achieve
congruence of change.

Programme
A temporary flexible organization structure created to coordinate, direct and
oversee the implementation of a set of related projects and activities in order
to deliver outcomes and benefits related to the organisation’s strategic
objectives. A programme is likely to have a life that spans several years.

Programme Assurance
Independent assessment and confirmation that the programme as a whole or
any of its aspects are on track, applying relevant practices and procedures,
and that the projects, activities and business rationale remain aligned to the
programme’s objectives. See also Gateway Review.

Programme Board
A group that supports the senior responsible owner to deliver the programme

Programme Management
The coordinated organisation, direction and implementation of a dossier of
projects and activities that together achieve outcomes and realise benefits
that are of strategic importance.

Programme Manager
The role responsible for the set-up, management and delivery of the
programme, typically allocated to a single individual.

Programme Office
The function providing the information hub for the programme and its delivery
objectives; could provide support for more than one programme.

Programme Organisation
How the programme will be managed throughout its lifecycle, the roles and
responsibilities of individuals involved in the programme, and personnel
management or human resources arrangements.

Project
A temporary organization that is created for the purpose of delivering one or
more business products/outputs according to a specified Business Case.

Projects Dossier
The group of projects designed to deliver the outputs required by the
programme.

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Senior Responsible Owner (SRO)
The single individual with overall responsibility for ensuring that a project or
programme meets its objectives and delivers the projected benefits.

Sponsoring Group
The main driving force behind a programme who provide the investment
decision and top-level endorsement of the rationale and objectives of the
programme.

Tranche
A group of projects, transition activities and governance structured around
distinct step changes in capability and benefit delivery.

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Programme Management Documentation Templates

Example programme information documents, which can be tailored to suit

your programme and its context are available. These include:
· Programme Brief
· Programme Definition Document
· Roles and Responsibilities
· Blueprint
· Quality Strategy and Plan
· Benefit profile
· Benefit Management Plan

You can access and view those example templates that are available by
clicking here, which will take you to the BIS website.

© Crown copyright 2010

You may re-use this information (not including logos) free of charge in any format or medium,
under the terms of the Open Government Licence. To view this licence, visit
http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information
Policy Team, The National Archives, Kew, London TW9 4DU, or e-mail:
psi@nationalarchives.gsi.gov.uk.
This publication is also available on our website at http://www.bis.gov.uk
Any enquiries regarding this publication should be sent to:
Department for Business, Innovation and Skills
1 Victoria Street
London SW1H 0ET
Tel: 020 7215 5000

If you require this publication in an alternative format, email enquiries@bis.gsi.gov.uk, or call

020 7215 5000.

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