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IBC > Workbook 2 > Flashcards

Workbook 2 Flashcards

1
Q

What is a programme?

A

A temporary, flexible organisation created to coordinate, direct and oversee
the implementation of a set of related projects and activities in order to deliver
outcomes and benefits related to the organisation’s strategic objectives.

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2
Q

What are the key points in the definition of a programme?

A
  • Temporary – a programme is undertaken to achieve given
    organisational objectives after which it is closed down. However this
    does not mean it is a quick process. A programme may take several
    years to complete.
  • Flexible – a programme is not a fixed plan – it is constantly under
    development and must be capable of accommodating changing
    circumstances. At regular stages the programme is reviewed, the
    key documentation is updated, and the future plans are adjusted to
    ensure the overriding strategic goal will be achieved.
  • Coordinated – a key skill in programme management is deciding
    which projects should be carried out in which order.
  • Related projects and activities – the outputs from a range of
    different projects and activities will be required to realise each of the
    programme benefits.
  • Outcomes and benefits – a project is designed to produce a specific
    set of outputs. The aim of a programme is to achieve an overriding
    strategic goal.
  • Strategic – a programme is a significant, whole organisation
    undertaking. It is because of the size and complexity of the process
    that it is not undertaken within the normal operational business of the
    organisation but is instead run as a separate temporary structure.
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3
Q

What is a project?

A

A project is designed to produce a specific output or series of outputs to
bring about a tangible change in an organisation’s capabilities.

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4
Q

What is the aim of a programme?

A

The aim of a programme is to use those capabilities, in combination with the
outputs from a range of other projects, to deliver a change in the way the
organisation does business, and so realise the overall strategic objectives of
the firm i.e. programmes deliver transformational change.

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5
Q

What are two differences between a project and a programme?

A
  • A project has a clear start and end date for completed delivery of
    the outputs. The end date for a programme, which must realise
    objectives, will be less clear.
  • A programme will run for longer than individual projects. The outputs
    from a number of projects will be delivered during a programme.
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6
Q
A

Note that a large project is not the same as a programme. A large project
may have lots of parts and require significant management skills but it still
delivers outputs – products or services – and the project manager is not
expected to realise organisational goals.

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7
Q

What is stakeholder engagement?

A

Ensuring that the entirety of the programme is co-designed and coproduced by a coalition of key stakeholders to achieve positive supported
outcomes and so realise the intended benefits.

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8
Q

Which full of support of stakeholders are needed to allow for a programme to be successful?

A
  • The programme sponsors- who must approve all major decisions
    including the ongoing financial investment.
  • Other organisations -involved in the change. This could include
    partners in the programme (where for example the programme is
    undertaken as a joint venture), or subsidiary organisations within
    the group structure that will be affected by the changes, as well as
    supplier and customer organisations.
  • The operational staff- who will need to implement the changes and
    adopt the new working practices. They will need to be led and kept
    motivated throughout the change process.
  • The public -who must engage with the new version of the
    organisation if the benefits are to be realised.
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9
Q
A

Please see figure 1 pg 16 (wb2) to see the way in which a programme serves to deliver corporate objectives.

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10
Q

What is Corporate Objectives?

A

Long term strategic goals of the organisation

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11
Q

What is a Programme Vision statement?

A

A high-level picture of the better future that the programme will deliver.

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12
Q

What is Benefits?

A

Quantifiable, measurable improvements in organisational performance
perceived as positive by the stakeholders. The full range of benefits required
from the project will be described in the programme vision statement
(discussed further below). Taken as a whole the benefits will ensure
achievement of the corporate objective.

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13
Q

What is a Programme Blueprint?

A

A description or model of the future environment that will be needed to deliver
the benefits. This will include details of the skills, working practices, systems,
structures, information systems and infrastructure that will be needed.

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14
Q

What are Outcomes?

A

The practical manifestations of the new state the programme is designed to
bring about. The outcomes will be changes in behaviour or circumstances
which create the organisational environment envisaged by the programme.
The programme blueprint (also discussed further below) will define the
outcomes the projects must deliver.

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15
Q

What are Outputs?

A

The results of projects and activities. They do not result directly in
organisational benefits. The capabilities they deliver must be harnessed to
bring about the outcomes needed to generate benefits.

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16
Q

What are Capabilities?

A

Services, functions and operations that the organisation can exploit to
realise benefits.

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17
Q

What will a programme require?

A

A programme will require sponsorship at the highest organisational level if
it is to succeed. The senior executives responsible for achieving the strategic
goal the programme is designed to achieve will form the sponsoring group
for the programme.

18
Q

Who leads the sponsoring group?

A

The sponsoring group will be led by the senior responsible owner (SRO)
who will have overall responsibility for ensuring the programme meets its
objectives and delivers the required benefits.

19
Q

What is the first role of the sponsoring group?

A

The first role of the sponsoring group will be to develop the programme
mandate. This must be done in collaboration with the key stakeholders to
the programme.

20
Q

What is essential from the very beginning of the process?

A

It will be essential from the very beginning of the process that key
stakeholders are consulted to ensure that the programme mandate has their
full support. The importance of ensuring stakeholder engagement cannot be
overstated. Without the support of those who will be working within or with
the newly designed organisation the benefits will not be realised.

21
Q

What is a Programme Mandate?

A

A programme mandate is an initial high-level description of the strategic
aims of the programme. Its approval triggers the initiation of the overall
programme management process.

22
Q

What should the mandate provide and incorporate?

A

A programme will have a high level and significant impact on the way an
organisation carries out its business. The mandate should provide the basis
for the development of the programme business case and incorporate:
* The strategic objectives of the programme.
* How the programme fits into the organisation’s strategic framework
including a summary of the ‘as is’ state that the programme is being
commissioned to address, and a summary of the drivers for change.
* The critical success factors against which its performance will
be measured.
* Anticipated initiatives for inclusion and possible strategies for delivery
* The improvements or capabilities that are expected.
* An initial (and highly estimated) budget.

23
Q
A

There are several stages in the management of a programme as shown in the diagram below (figure 2, pg24, wb2).

24
Q

What is leading a programme include?

A

Leading a programme is not simply about controlling the projects and activities within it, but is a larger role and includes:
* Providing clear direction
* Actively engaging with stakeholders at all stages in the process
* Managing uncertainty and risk
* Supporting the transition to the new state and the realisation of the
benefits it brings

25
Q

What role does a finance director play in a programme?

A

As a programme is an organisation-wide undertaking, the finance director
will be a key stakeholder and will have an important role to play in achieving
these aims.

26
Q

What is the first stage in the programme management process?

A

The first stage in the programme management process is identification of
a programme. This is a pre-planning stage where the idea contained in
the mandate is refined to produce a more tangible, workable design. The
purpose is to test out the viability of the idea in practice.

27
Q

What does Identification of the programme provide?

A

Identification of the programme will provide the context and direction for
the work that follows. At the end of this stage, if, and only if, the idea is
considered viable, the programme will be given formal approval to proceed
to the significantly more costly programme definition (detailed planning)
stage.

28
Q

What is developed first?

A

It has two aspects, firstly the programme brief is developed and then a plan
for the detailed planning stage is drawn up

29
Q

What is an approved programme mandate used to produce?

A

The approved programme mandate is used to produce the more detailed
programme brief. This document will be used to decide whether the ‘idea in
principle’ contained in the mandate is actually workable in practice. If there
are flaws in the mandate, the programme brief should reveal them.

30
Q

What is a Programme Brief?

A

A programme brief provides a formal basis for assessing whether the programme is viable and achievable. Based on the programme mandate, it details the specific objectives, required benefits, potential risks, outline costs and approximate timescales.

31
Q

What should a programme brief do two ways?

A
  • Provide an outline vision of the future state envisaged for the
    organisation with a clear description of the end goal
  • Summarise the benefits the programme should realise which will
    provide the justification for the investment along with measurement
    criteria and approximate timescales
32
Q

What is the programme brief not?

A

The programme brief is not a detailed business case for a particular course
of action. At this stage different options to achieve the objectives may still
be explored.

33
Q

What is the decision to approve a programme dependent on?

A

The decision to approve a programme is dependent on the analysis
provided by the programme brief. Approval should not be automatic, and a
programme could well be abandoned after the brief has been reviewed by
stakeholders.

34
Q

Reasons to abandon a programme?

A
  • Too much resistance / too little support from key stakeholders.
  • Unlikely to achieve the envisaged objectives.
  • Will require resources beyond those available to the organisation.
  • Other strategic goals have a better chance of being achieved.
35
Q

What is the next stage after a programme brief has been approved?

A

Once a programme brief has been approved to move to the definition
(detailed planning) stage a programme preparation plan will be drawn up.
This is the plan for how the planning itself will be carried out. The definition of the programme can take many months and be costly.

36
Q

What will the plan set out? programme preparation stage

A

The plan will set out the governance arrangements, resources and expected
timetable for the definition stage. The definition stage must be allowed the
correct amount of time to take place fully and the sponsoring group must
ensure that sufficient resources are made available.

37
Q

What does the Programme Definition stage mark?

A

The programme definition process marks the official start of the programme.
It determines who will be involved, what is to be achieved and how it will be
undertaken.

38
Q

What is the Programme Definition stage?

A

Is where the detailed
planning for the programme is undertaken. As the process progresses a
detailed business case and governance structure for the programme will be
drawn up incorporating the planning outputs.

39
Q

What happens at the close of the programme definition phase?

A

At the close of this phase, the sponsoring group and the SRO should have
sufficient information to formally approve the programme to proceed.

40
Q

What does the definition phase include?

A

The definition phase will involve the following activities:
* Establishing the programme structure
* Refining the vision statement
* Developing the blueprint
* Creating the benefits realisation plan
* Developing the project portfolio
* Confirming the programme business case

41
Q
A

IBC (2 decks)

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