Successful Management Of Change Programmes Programme Governance (April 2007)

Successful Management of Programmes
Programme Governance

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Programme Governance
This presentation is designed to provide a set of principles and guidelines for governing large, complex programmes
Topics covered:

Programme management and structure
Programme roles
Role of the Programme Sponsor
Project Control
Programme Planning
Integration with other functions

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Principles for Programme Governance
Manage both upwards and downwards. The programme needs clear direction from above and needs careful control and management downwards.
Have the right steering group (senior level people from affected functions, IM, HR and change directors) to provide direction and support.
Maintain senior level input and engagement.
Stay within business strategy and corporate governance
Work to a recognised lifecycle
Control the programme:
Stay within remit
Manage and resist change
Control and manage risks
Deliver on time, to cost & quality
Report progress and relevant issues honestly to all interested parties.

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A typical Change Project Lifecycle

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Programme management and structure: Guidelines

Clearly state goals, ambitions and benefits
Use the ‘hour glass’ to define the programme and scope
Plan to deliver against the programme scope and create a baseline plan
Prepare an investment case against the baseline plan and scope
Regularly report the status of benefits and how they will be realised
Constantly review scope against proposed solution elements – be prepared to reject some and add others depending on the overall benefit accrued.
Log and control all dependencies.
Have an honest and appropriate reporting process that shows progress, milestones, risks and issues
Create and shape your management plan.
Deliver against your commitment
Change management skills should form an integral part of all programme activities.

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Standard Project Structure
Change skills are woven through the fabric of the team. It is how things are done that characterise change as much as whatis done. It is not a separate team but an integral part of the how things are done throughout the programme.
Sponsor – Strategic Direction & Vision
Programme Director – To manage delivery
Business Process Owners
Project Stream leader (s)
Project Implementation Support
Design Integration
IM Project Manager
Controls Team
Communications
Third Party Suppliers
Core Design Team & Facilitation
Support
Training
Data

Change management is more than just a set of activities or tools – it’s a way of thinking and working
Change Programme Activities
Carry out those activities to plan, analyse, design and implement the change
What is done
Individual empathy
Understand and help individuals to deal with the emotional, rational and political aspects of change
Organisational empathy
Understand and adapt the change programme to the cultural environment
How its done

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Programme Roles: Guidelines
Role of IS.
IS are a key supplier to the programme of technology.
IS own the technical architecture.
IS ensure the solution fits to the architecture and can be supported.
Role of the Programme Director.
To ensure delivery – provide the right lifecycle and programme control
To advise the sponsor
Partnership with the sponsor
Advise sponsor and contribute to the direction of the programme (raising issues and providing key facts about the programme).
Role of the steering group
To ensure the programme is on the right track to meet the business objectives
To resolve any issues raised by the programme
To provide guidance and senior level support to the programme

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Role of the Programme Sponsor: Guidelines

The Sponsor is custodian of the business interest.
They need to be driven by business benefits.
They should be committed to the programme and passionate about its success. They will be key to getting the programme through the investment board.
They should be able to clearly articulate the business benefit of the programme.
They need to give sufficient time to the project and to understanding the solution and its impact on the business.
They need to behave as a client and customer, testing the robustness of plans and due diligence on behalf of the business.
They need to provide/secure business resources for the programme and understand why this is important.
They should manage the politics upwards, especially at board level.
They should be visible and prepared to represent the programme with senior management and other stakeholders and at events, such as roadshows.

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Programme Control: Guidelines
Complement project management skills with
Planning
Risk management
Management reporting
Cost Control
Estimating & commercial management
Change management
Create baselines and manage against them.
Prepare for and manage risk.
Ensure compliance with the Project Control Cycle. Ensure the appropriate change and project management products are produced and managed.
Resist change and scope creep where possible. Manage change in a structured way. All change must have an impact assessment before the change is enacted.

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Programme Planning: Guidelines
Work to a recognised project lifecyle.
Create a plan with the right level of detail – cost and resource load the plan to ensure you can deliver what is required, what it will cost and when it can be delivered.
Baseline the plan, so the impact of changes can be assessed before they can be accepted.
Link the plan to risk management and plan for risk mitigation.
Be disciplined – update and progress the plan on a regular basis, whether it is weekly, fortnightly or monthly.

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Integration with other functions: Guidelines
Understand all inputs to your processes & clearly specify any changes.
Defining & sharing data is key.
Ensure that others can deliver your requirements.
Keep checking progress and timescales (others have different priorities).
Understand your process outputs and your customer requirements.
My Project
Areas of overlap & dependency

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Contact
TIPS Consulting Ltd
Hamilton House
Mabledon Place
Bloomsbury
London
WC1H 9BB
Tel - +44 (0) 207 554 8637
Fax - +44 (0) 207 554 8501
Web – www.tipsconsulting.co.uk