| 6 Management Organisation | | | | quality, risk, communications and benefits while |
| The organisation structure for a programme should | | | | reconciling project objectives with overall programme |
| have clear lines of sponsorship, authority and | | | | goals. Using a Programme Plan ensures that control is |
| management while being flexible enough to react to | | | | established and maintained. Major decision points must |
| changes. Responsibilities of staff engaged in | | | | be built into the plans to ensure that the continued |
| programme roles should be matched against required | | | | viability of the programme can be reviewed. |
| individual skills, competencies and experience. Training | | | | 8 Benefits Management |
| and on-going mentoring may be required to support | | | | Benefits management is the activity of identifying, |
| individuals and the team. Recommended roles are the | | | | optimising and tracking the expected benefits from |
| following: | | | | business change to ensure that they are achieved. It is |
| (a) Sponsorship | | | | a core activity and a continuous management process |
| Programmes require sponsorship from the most senior | | | | running throughout the programme supported by the |
| executives of the organisation or group of | | | | Business Change Manager. |
| organisations committed to the programme to ensure | | | | 9 Stakeholder Management |
| support of the business case and its fit into | | | | Success relies on cooperative contributions and |
| organisational objectives. Sponsorship includes senior | | | | support from all involved. A continuing and two-way |
| management support for the changes introduced by | | | | approach to communications is essential between the |
| the programme and commitment to achieve the | | | | programme and its stakeholders to secure |
| required outcomes. Sponsorship also means making | | | | commitment and maintain momentum. |
| the investment decision. | | | | 10 Managing Issues and Risk |
| (b) Management | | | | The programme must have a clear strategy covering |
| There are three primary roles for managing a | | | | how issues will be handled, and in particular, how risks |
| programme: | | | | will be identified, monitored and managed throughout |
| The Programme Director (also known as the Senior | | | | the running of the programme. The programme must |
| Responsible Owner - SRO) role provides overall | | | | use and maintain a Risk Register to document the |
| leadership and has ultimate responsibility for the | | | | actions and responsibilities associated with managing |
| successful delivery of the programme. | | | | risk. |
| The Programme Manager role carries the responsibility | | | | 11 Quality Management |
| for day-to-day management of the programme's | | | | Quality management ensures that the deliverables are |
| portfolio of projects and for ensuring these are | | | | fit for purpose and are delivered within an overall |
| focused on delivery of the required capabilities. | | | | quality management strategy. |
| The Business Change Manager role is responsible for | | | | 12 Configuration Management |
| realising the required outcomes through the integration | | | | Configuration management helps keep related |
| of the new capabilities into the business operation. | | | | information about the programme up-to-date and |
| (c) Management Office | | | | accurate by continuous review, monitoring, and |
| The Programme Management Office should be | | | | controlled changes. |
| established to manage information, provide assurance, | | | | 13 Audit |
| and be responsible for resource management | | | | Audit involvement with the programme will help the |
| (providing specialist resources and specialist expertise). | | | | sponsors and stakeholders assure that the |
| 7 Planning | | | | programme is being managed effectively and the |
| Programme planning is not simply project planning on a | | | | delivery of changes is aligned with the required |
| larger scale but requires an overall management of | | | | outcomes. |