PROJECT PROGRAMME

"a temporary endeavour undertaken to accomplish a unique purpose" OR "A temporary, flexible organisation created to coordinate, direct and oversee the
“…a unique process, consisting of a set of coordinated and controlled activities with start and finish dates, implementation of a set of related projects and activities in order to deliver outcomes and
Definition
undertaken to achieve an objective conforming to specific requirements, including the constraints of time, benefits related to the organisation’s strategic objectives"
cost, and resources.”
Mandate Programme mandate
Project Initiation Document Programme brief
Governance Structure Programme preparation plan
Business Case Programme vision statement
Documentation Quality Plan Programme brief
Output Programme bluepoint - POTI model and tranches
Success criteria Project portfolio - evaluate project dossier (CRRROC)
Communication Plan Project dependencies and tranches
Business case
Project stakeholders Programme structure
Sponsor Sponsoring group (SRO)
Client Programme board (Programme Manager, Business Change Manager )
Customer Programme Office
Stakeholders Manager Business Change Team
Team Project Board

Finance professionals

Project start up & initiation Programme identification

Project planning Programme definition
Stages
Project implementation Manage and control
Project closure Close
Risk management Stages - Identify, Assess and Develop suitable response
At start of project
Risk management - Identify End of every stage
Every time a change is requested
At end of project
Risk management - Assess Risk appetite, Categorisation of risks - Impact, probability, combined score and action
Risk management - Addressing Four T's model - Tolerate, Treat, Transfer and Terminate;
risks Controls - Preventive, Directive, Corrective and Detective;
Risk management -
Documenting RAID log

PRINCE 2 - Waterfall methodology

Tools / techniques Agile approach
Network diagrams
Gantt chart
Lean Thinking Gateway Reviews
Elimination of waste
Models for improvement
Kaizen Governance strategies
(Project management)
Six Sigma Risk and issue management - Levels - Strategic, programme, Project and Operational
/
Value Analysis Quality management - 8 process areas
Governance strategies
ServQual Assurance management - 5 key principles
(Programme management)
Pareto
Cause and effect
Decommission project - obtain agreement, ensure all payments made, clsoe and archive files; Closure is confirmed by the sponsoring group
Identify follow-on actions - review risk log, recommend appropriate actions, set review date; The programme is subject to a full review to report on: -
Post project review - evaluate completed project, learn what went well (lessons learned log), what could have Delivery of the blueprint, realisation of the overall benefits and achievement of the business
Closure been done better, review RAID and Quality log; case
- Lessons learned which will be used to inform future programmes
The programme organisation and supporting functions are disbanded