In this post we’ll look into the first process from the transformational flow: identifying a programme.
Transformational flow
The transformational flow looks at how transformational business changes are achieved. The steps needed are iterative and interrelated.
The following Transformational flow processes are identified within MSP:
- Identifying a programme
- Defining a programme
- Managing the tranches
- Delevering the capability
- Realising the benefits
- Closing a programme
Identifying a programme
From the companies strategy/policy or vision a programme mandate can be derrived. The Project Mandate pulls together the objectives, relevant policies and the outline vision statement. This programme mandate can function as the start of a programme.
With the approved Project Mandate a start can be made with the first process: “Identifying a Programme”. This process turns the programme Mandate into a Programme Brief.
The programme brief is a business proposition where you describe the expected benefits, costs, timescales and risks. The programme brief has to clarify what is to be achieved, including the desired benefits. It desires a management decision whether the programme is desireable and appropriate. It requires commitment for budget and resources in order to proceed to the next process “Defining a Programme”. Confirmation is also required that the change has to be managed as a programme.
This al can be done in the following steps:
- Sponsor the programme;
- Confirm the programme mandate;
- Appoint the Senior responsible Owner and the Programme Board;
- Produce the Programme Brief;
- Develop the Programme Preparation Plan;
- Review of Programme Brief and Programme Preparation Plan;
- Approval to proceed.
Responsibilities
The Sponsoring Group has a big part in this process. They are accountable for: Sponsoring the programme, confirming the Programme Mandate, appointing the SRO and the Programme Board and the approval to proceed.
Since the programme has not formally started (in full size) the Sponsoring Group has to start up this programme by clarifying their perspective on the programme and their particular interests. It also helps if the Sponsoring Group provides the programme with engagement support. In order to avoid problems later in the Programme it is very important that the members of the Sponsoring Group accept the programme as proposed and that the members are ‘happy’ with their role in the programme, and act accordingly. The Sponsoring Group approves to proceed to the next step, “Defining the Programme”, on advise of the Senior Responsible Owner.
The Programme Board is responsible for producing the Programme Brief and developing the Programme Preparation Plan. These documents are reviewed by the Programme Board and the SRO.
The Senior Responsible Owner is accountable for the production of the Programme Brief and the development of the Programme Preparation Plan. After reviewing these documents the SRO is responsible for obtaining the approval to proceed.
During this process it is possible (or mandatory??) that a small programme team can be formed which can be consulted creating the Programme Brief and Programme Preparation Plan. If there is a Programme Office available then they can be consulted too.
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