Multi-page article http://www.education.gov.uk/b0057/programme-management/managing-the-process/programme-monitoring-programme-chasing 2012-04-26T15:00:45 Programme monitoring & programme chasing <![CDATA[<h1> Guidance on Planning</h1> <h2> Programme Governance</h2> <p> You need to think about or recommend to the Senior Responsible Owner (SRO) who should be members of the Programme Board, what its terms of reference should be and how it should it work. You should be able to advise on, or resolve with, the SRO the following questions:</p> <ul> <li> who should be a member?</li> <li> what categories of member do you need? For example: Chair, Members, Observers, Board Advisors etc</li> <li> the differences between the role and behaviour of Programme Board and (any) Programme-level Steering or Stakeholder Groups should be noted</li> <li> how the board should work - what are their terms of reference?</li> <li> frequency of meetings</li> </ul> <h2> Programme Monitoring and Control / Progress Chasing</h2> <p> On the basis of the Department's experience and proven evidence, effective Programme monitoring and control should look like this:</p> <ul> <li> there has been effective initial planning in all aspects of the Programme, including resources and evaluation</li> <li> it is based on a macro (i.e. strategic) not micro (i.e. Project) management approach</li> <li> it develops, maintains and actively promotes a coherent and consistent focus and management approach which sees the proactive management of Programme risks, issues and (inter) dependencies</li> <li> efficient (i.e. non bureaucratic), but effective Programme record keeping with Programme-level decisions, actions, changes, risk and issues logs well organised and managed. Records should include a note of all SRO, Sponsor and Programme Board decisions (i.e. what decision was taken, who made it and when)</li> <li> You might need this for subsequent audit purposes, compiling your lessons learnt report and as record retention, which is good administrative practice and promotes the efficient management, storage and control of records</li> <li> strategic Programme-level risk management</li> <li> strategic Programme-level issue management</li> <li> development, promotion and maintenance of an open Programme no blame culture</li> <li> open, honest and by exception Programme (sub-Programme and Project) level reporting</li> <li> a dedicated PPM resource at the centre to provide secretariat support to the Programme Board and real support to you and your SRO, as you'll have a lot of ground to cover and a big horizon to keep watch over - this means that you need resource to provide support to component sub-programme or project colleagues etc</li> <li> clear and realistic delegation by your SRO to you, and from you to your team deputies</li> <li> good Programme-wide (and further) communications and networking</li> <li> effective Programme (and component) transition, implementation and change management approaches</li> <li> clear PPM arrangements are in place and operational. How will you be able to tell whether they are working? By the use of Health Checks and Gateway Reviews; and, what can you do if they are not?</li> </ul> ]]> false English Programme board agenda - blank template

Word, 36 Kb //media.education.gov.uk/assets/files/doc/p/programme board agenda blank template.doc Multi-page article http://www.education.gov.uk/b0057/programme-management/managing-the-process/team-working 2010-09-09T12:37:46 Team working <![CDATA[<h1> Remember - People are your most important PPM resource!</h1> <p> Remember "the team" is not just those working full time on the Programme or Project, but includes, amongst others, members of other teams contributing to your Programme or Project, the Programme or Project Board, reviewers and your manager.</p> <p> It is all too easy to become task focused and to forget about your team. The team and its individuals are very important and you need to make sure you keep everything in balance:</p> <ul> <li> keep the team informed - make sure they understand how their Programme and Project is going and any changes to its scope, priorities or plans</li> <li> encourage them with feedback on Programme or Project achievements so far</li> <li> keep the team spirit high - celebrate your successes</li> <li> keep workloads sensible - encourage or adopt a flexible resourcing model to make best use of available PPM human resources</li> <li> encourage the team to make suggestions and contribute their ideas</li> <li> keep developing your team members - look for opportunities within the Programme or Project</li> <li> provide individual support and encouragement.</li> </ul> <p> Composition of your PPM team should be considered right from the word go, so team skills and knowledge required should be considered when developing the Programme or Project Business Case.</p> ]]> false English Multi-page article http://www.education.gov.uk/b0057/programme-management/managing-the-process/health-checks 2012-04-26T15:00:46 Health checks <![CDATA[<h1> What is a Health Check?</h1> <p> It is an independent check of the status of the Programme or Project including the questions:</p> <ul> <li> is it running to time?</li> <li> is it likely to produce the required outputs, to the right quality standard?</li> <li> is it being adequately managed?</li> <li> are all risks to the successful completion of the Programme or Project identified, mitigating action taken and regularly reviewed?</li> </ul> <h1> Why are they useful?</h1> <p> It is often difficult for people closely involved in a Programme or Project to take a truly objective view of the current state of play. A Health Check is a proven way of doing this, it provides an independent assurance to the Programme/Project Manager and Programme/Project executive/sponsor on the current state of the Programme or Project.</p> <h1> Isn't this just second guessing the Programme/Project Manager?</h1> <p> A Health Check should add to the overall level of confidence in a Project.</p> <p> There are benefits all round:</p> <ul> <li> if concerns emerge from the Health Check, then it is much more beneficial to have spotted them early and be able to take remedial action</li> <li> if a Programme or Project is given a clean bill of health, it is an external validation that the Programme/Project Manager is doing a good job.</li> </ul> <p> Programme/Project Managers will be fully involved in Health Checks and should not see them as threatening.</p> <h1> Who undertakes the Health Check?</h1> <p> Depending on the nature and size of the Programme or Project, it would normally be reviewed by experienced auditors from Internal Audit or consultants specially commissioned to undertake the work.</p> <h1> What happens during a Health Check?</h1> <p> The reviewers will initially discuss their remit with the Programme or Project Manager and Programme or Project executive/sponsor. They will identify the people they need to speak to (users as well as Programme or Project team members) and the Programme/Project papers they may need to look at.</p> <p> Once they have finished, they will discuss the results with the Programme or Project Manager and Programme or Project executive/sponsor before issuing their report. The Programme or Project Manager may then wish to prepare a response to the report for the Programme/Project Board.</p> <h1> What should I expect the outcome of a Health Check to be?</h1> <p> The people carrying out the Health Check should identify those aspects of the Programme or Project which are critical to success, and explain which are being carried forward well, and which need to be dealt with differently or with greater energy. For each of the latter, there should be a clear indication of what is needed and how urgently remedial action should be completed.</p> <h1> How do I know when a Health Check is due?</h1> <p> There are no hard and fast rules about the timing of a Health Check, not every Programme or Project will need one. They are best timed either mid way through a Programme or Project or at a critical stage within the Programme or Project.</p> <h1> What should be done following a Health Check?</h1> <p> The Programme or Project Manager should quickly produce an action plan, for the Steering Group or Programme/Project Board, which sets out what will be done by when, to address the issues raised at the Health Check.</p> <h1> What additional things would you cover in a Health Check that aren't covered in a mandatory Gateway Review?</h1> <p> Gateway Reviews are not usually undertaken for policy implementation Programmes, although there are a few high risk Projects that are reviewed. Whilst they are mandatory at key points in the lifecycle for ICT, construction and procurement Projects, policy Projects are not currently subject to a Gateway Review.</p> <p> There are five Gateway Reviews during the lifecycle of a Programme or Project, three before contract award and two looking at service implementation and confirmation of the operational benefits. A Programme or Project is reviewed at the Gateway Review appropriate to the point reached in its lifecycle. Retrospective or combined Gateway Reviews are not supported.</p> <p> There may be additional Gateway Reviews if required, such as the decision points between Gateway Reviews 3 and 4 for construction Projects. The process emphasises early review for maximum added value.</p> <p> Gateway Review 0 is a Programme-only review that is repeated throughout the Programme's life; it can be applied to policy implementation, business change or other types of delivery Programme involving acquisition. It sets the Programme review in the wider policy or corporate context.</p> <p> Health Checks are not significantly different from Gateway Reviews, and are essentially trying to achieve the same thing - a review of the Programme or project to ensure that it is operating in a controlled and managed way.</p> <p> Health Checks are particularly appropriate to Programme reviews as they tend to be broader than Gateway Reviews at Programme level, and look at the overall Programme performance.</p> <p> Health Checks tend to take longer than Gateway Reviews and are more likely to consider the requirements to undertake a Project, as well as consider if the approach being adopted is appropriate and likely to lead to the achievement the Project objectives.</p> ]]> false English OGC Gateway Review for Programmes & Projects

External link http://www.ogc.gov.uk/what_is_ogc_gateway_review.asp Planning and initiating an OGC Gateway Review

External link http://www.ogc.gov.uk/ogc_gateway_review_for_programmes_projects_planning_and_initiating_a_review.asp