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Project Management exam > Programme Management- INtrod > Flashcards

Programme Management- INtrod Flashcards

1
Q

What is a programme

A

A temporary flexible orgaisation created to cordinate, dorect and oversee the implementation of related projects or activities in order to deliver outcomes of benefits. A programme can be regarded a group of interlinked projects operating under the direction of a common programme team

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2
Q

Different between programme and project

A
  1. Temporary but usually existing for a much shorter time
  2. It delivers one or more outputs according to a business plan
  3. It may or may not be part of a programme
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3
Q

WHat is a portfolio?

A

The collection of strategic processes and decisions that together enable the most effective balance of organisationa; changes and business as usual operations.
It collects relevant information about the organisations investment initiatives. ALigns delivery with strategic obejctives, business reuirmenyts and the organisations caperbility and maturity

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4
Q

Programme V project

A

Outcome driven V deliverable driven
Longer V shorter
Driven by vision of end stats V finite
No pathway V has a clear start and end start, with clear deliverables and scope
Realises benefits during and after V after the project closes

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5
Q

Difference between programmes V portfolios

A

FOCUS Concerned with the direction and delivery of of part of the business strategy V Concerned with the leadership/alignment of strategy
VISION/Blueprint: Programme boundary V whole org
BUSINESS CASE: Benefit realisation versus the benefits and costs V may not exist
BENEFITS: Benefits delivery V Org benefits that affect all areas linked to organisational goals
PLANNING: Delivering outcomes through tranches an dmanaging project interdepencies VOutcome dependency and managing conflict
RISK Managing agrregation of project risk and operational transition V Strategic and business continuity
ISSUE: Resolving interproject escalation/benefits delivery V Extend beyon programme boundaries
QUALITY: (Management processes) Control and Improvement V Portfolio alignment and effectiveness
STAEKHOLDER: All of organisation and key external influencers V strategic and external

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6
Q

What does MP do?

A

Monitors, assesses and manages both resources and solutions, intergates them into bsuiness operation and provides a context framework for the resources, projects and individuals involved

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7
Q

What 3 elements does MP align?

A

Business as usual environment
Corporate Strategy
Delivery mechanisms

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8
Q

Why use PM?

A
  1. High level strategic and strategic objectives are difficult to define
  2. Resources are scare
  3. Effectively manages large scale change within an organisation
  4. Common activities/ products across more than one project
  5. Uncertainty of change
  6. Is an requirement for overall improvement
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9
Q

What is the PM environment?

A

Internal/External Environment&raquo_space;>(influences and shapes)»»Strategies, Policies, Initiatives and Targets»»(define, scope and prioritise)»»>Programmes»»(Initatiate, monitor and align)»»»>Project and related activities delivers new capabilities»»> (Implement and deliver)»»>Transition delivered and Outcomes achieved»»»>Transformed operation and service enables benefits realisation.

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10
Q

What are the 3 types of programmes

A
  1. Vision led
  2. Compliance
  3. Emergent
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11
Q

What is a vision led programme

A
  1. Define vision owned by SMT
    1b. Top down in approach
  2. Cross functional implications for the organisations operations
  3. Likely to focus on innovation/strategic opportunity created by the external environment
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12
Q

What is an emergent programme?

A
  1. Arises because of emergence of unco-ordinated projects
  2. Recignised that projects need direction in order to be able to deliver benefits/changes desired
  3. Transitory becomes a planned programme
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13
Q

What is a compliance programme?

A
  1. Must do as a result of external event or change
  2. Programme outcomes may be expressed in terms of compliance , avoidance of negative and achievement rather than measurable improvements in performance
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14
Q

Why do some programmes fail?

A
  1. Insuffient board level support
  2. Unrealistic expectations of organisational capacity
  3. Insufficient focus on benefits
  4. Absence of blueprint of future caperbility
  5. Failure to change working culture
  6. Poorly defined vision of future outcome
  7. insuffient engagement of stakeholders fail to achieve transformational change
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15
Q

What are some drivers for change (or for orgs to adopt transformational programmes)?

A
  1. adapt to changing market
  2. New sales channels
  3. Changes in economic environment
  4. Need for improving quality and delivery of products /services
  5. Developments to achieve globalisation
  6. Compliance
  7. Increase Competitiveness
  8. Developments in tech
  9. Opportunities from merges and aquisitions
  10. random events
  11. Changing or new strategics initiatives and policies
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16
Q

What areas are affected by drivers of change?

A 
relationships with stakeholders
Work patterns 
Culture
Buisness processes
Responsibilites
Organistaional structire
IT
Vendors
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17
Q

What is the nature of programmes?

A

Specification led programmes
Business Transformation programmes
Political and societal change programmes

18
Q

What is a specification led programme?

A

Led by the specification of the outputs required. E.g. making and delivering new facilities

19
Q

What is a business transformation programmes?

A

Way the business functions. Vision led with desired outcomes and associated benefits

20
Q

What is political and societal change programmes?

A

|Focused on improvements to society and governed by external factors. Level of predictability is low

21
Q

Programme information

A

Level of information suffient to make the programme successful.
Roles, accountabilities and responsibilities
Processes, tools and techniques
Standards including legislation and policies
Criteria for measuring success
Definition of key terms

22
Q

What are the 3 information baselines?

A
  1. Boundary
  2. Governance
    3 Management
23
Q

What is the boundary information baseline?

A

Sets out direction and scope of programme

24
Q

What is the governance information baseline?

A

Sets the standards and frameworks in which the programme will be delivered.
Defines how the project will be managed

25
Q

What is the management information baseline?

A

What activities will be undertaken and by whom?

26
Q

What is an information baseline?

A

Help plan and develop the programme information
represent a step forward on completion and apporavl
Schedule reviews of effectiveness
Help team to classify information and unstand their purpose and maintenance regiemes.
Change one, change them all- inter related

27
Q

What is corporate strategy?

A

a organisations approach to achieving its corporate objectives

28
Q

What is corporate policy?

A

defines rules that everyone follows that arise from strategy

29
Q

What is Pogramme governance strategy?

A

describe why and how something will be undertaken as part of the programme

30
Q

What is programme plans?

A

describe activities, resources and timelines that are required to implement the programme government strategy

31
Q

What are the 7 principles of MSP?

A
  1. Remaining aligned with corporate strategy
  2. Leading change
  3. Envisagioning and communicating a better future
  4. Focusing on the benefits and the threats
  5. Adding value
  6. Designing and delivering coherant Caperbility
  7. Learning from experience
32
Q

What does remaining aligned with corporate strategy?

A

Maintains good links with corporate strategy
strategic drivers are extended downwards into the programme/projects change activities
Robust and flexible enough to adapt to frequent change
Review business case for alignment/viability

33
Q

What is the leading change MSP principle?

A

Gves leadership and engenders trust within team
Actively engages stakeholders
Appoints right people at right time
Solves problems and easy solutions
Supports transition until new caperbilities are estblished

34
Q

What is the envisaging and communicating a better future MSP principle?

A

Ensures that prog is aligned to strategic objectives, even if there is a change to the vision statement
Consistently communicated

35
Q

What is the focusing on benefits and threats MSP principle?

A

maintains focus on benefits management

aligned to corporate strategy

36
Q

What is the add value principle?

A

Adds values to its constiuent proj/activities

Close if none and projects continue independently

37
Q

What is the designing and delivering coherant caperbility MSP principle?

A

adbility to deliver blueprint
bigger picture
smooth transition to outputs to p-outcpmes

38
Q

What is the learning from experience MSP principle?

A

attitides to learn
you can say them
you action what you’ve learned

39
Q

What are the nine governance themes?

A
  1. Risk management and issue resolution
  2. Benefits management
  3. Vision
  4. Blueprint, design and delivery
  5. Programme organisation
  6. Business case theme
  7. Leadership and stakeholder engagament
  8. Planning and control
    9 Quality and Assurance Management Theme
40
Q

What are the governance responsibilities?

A
  1. Senior Responsible owner (SRO)
  2. Programme Manager
  3. Business Change Manager
  4. Programme Officer
41
Q

What is the transformational flow of a programme?

A
  1. Identifying a programme
  2. Defining a programme
  3. Managing the tranches
  4. Delivering the caperbility
  5. Realising the benefits
  6. Closing the porg
42
Q

What are the key control documents?

A

Mandate (high level strategic objectives of a programme), strategic drivers and relevant policies), outline vision statement)
Programme brief- helps to define the programme.
Programme definition
Control framework
PLans/Schedules- these are the basis for delivering the caperbility and realising the benefits
Delivery of new enhanced operational caperbility
Completion of programmes
Final Lessons learned

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