Interaction with Programme Delivery Mechanisms | 17/03/11 p Steering Group - Monthly Meeting Leadership Meeting - Weekly Meeting, consolidated weekly reporting Programme “Domains” / Maintenance Releases Weekly Meeting and structured consistent reporting Workstream Level Activities Regular schedule of reporting and meetings, determined by Domain leads QA3 QA2 QA1 External panel reviews as required, Updates to Steering Group forum Specific deep dive analysis of plan or areas of concern Provides guidance to Level 3 panel and support to Leadership Daily / ongoing whole team commitment Supported by Programme PMO. Documented in Project Quality Plan (see slide 6)
Quality Assurance Scope & Method | 17/03/11 p What? (objectives and scope of responsibilities) When? (Scheduling) How? (mechanism) Who? (membership) QA 1
To manage and deliver the programme using high quality processes and procedures.
All Programme activities are in scope
All Programme resources are responsible (with support from the Programme PMO)
Ongoing – built into all activities.
Use of Centrica and Wipro quality methodologies.
Evidenced via weekly reporting.
Whole Programme Team
To assure that quality has been built into the programme by use of programme and non-programme resource and expertise.
“ Deep dive” reviews of the plan.
Targeted reviews of any specific areas of concern arising from the above
Plan deep dives monthly. Other reviews as required.
Deep dives to be led by PMO drawing on resources appropriate to subject under analysis.
Outcomes to be fed back into Programme Board meeting.
Operates independently of Programme Leadership meeting but may draw on some of it’s members, and will provide feedback / support to it.
PMO led plan deep dives.
Additional specialists to be invited to specific reviews, depending on topic areas being covered.
To answer the questions:
Is Programme fit for purpose?
Can we maintain / operate the Programme solution?
Will corporate systems / data remain secure?
Can the Business accept / absorb the change we deliver?
External panel review agenda to be determined as required, but likely to include:
Review of Programme plan/critical path
Review with Programme domain leads
Deeper investigations into key current issues
Monthly / as required.
Some standard agenda items followed by feedback from QA2 deep dives plus further discussion.
Identify areas of concern for QA2 team to investigate over following period
Steering Group membership as described in PQP governance.
Panel membership to be confirmed, subject to need and specific requirements definition.
Typical Timing & Communication Plan | 17/03/11 p Timing Audience Channel Message By whom Jan BGB Wide SBU Headl message
Beacon is coming
Progress of UAT
Alignment with other initiatives
SW – Content AU – Production/Publish 8 th Jan BGB Wide Buddy Update
SW – content and distribution 15 th Jan BGB Wide Business Update
Successes in December
Key milestones for January – Key focus
Any call to action/cascade of information team specific level
SW – Content AU – Production/Publish 9 th , 12 th, 16th Jan Leicester Creative Initiative
SW- Event Mgmt AU – Publish Invite 16 th , 23 rd and 30 th Jan Leicester Creative Initiative
UAT Open House
AU- coordination and content of invite SW publish invite 22nd Jan BGB wide Intranet
Training milestone message
AU – content SW – publish 22 nd Jan Beacon Team Prog. Director Team update
Progress and achievements
SW – Content SG – Publish
Categorisation of Issues | 17/03/11 p An issue must be assessed and scored for impact (negative or beneficial). Issues include: A change in requirements A change in the environment An anticipated risk occurring An unanticipated problem occurring A problem or error occurring in work under way or completed A query about any aspect of the Project <50% R <75% O <90% Y >90% G SEVERITY HOW CONFIDENT ARE YOU THAT THIS WON’T AFFECT TIME / COST / QUALITY? High impact on project time, cost or quality Medium impact on project time, cost or quality Low impact on project time, cost or quality Minimal impact on project time, cost or quality
Categorisation of Risks | 17/03/11 p Risks include: Strategic/Commercial risks Economic/Financial Legal and Regulatory Organizational/ Management/ Human factors Technical/Operational/ Infrastructure ROYG Diagram <50% R O O R R <75% O Y O O R <90% Y G Y O O >90% G G G Y O G Y O R >90% <90% <75% <50% SEVERITY HOW CONFIDENT ARE YOU THAT THIS WON’T AFFECT TIME / COST / QUALITY? PROBABILITY HOW CONFIDENT ARE YOU THAT THIS WON’T OCCUR? High impact on project time, cost or quality Medium impact on project time, cost or quality Low impact on project time, cost or quality Minimal impact on project time, cost or quality