Programme Management

PGM

The Programme Management (PGM) capability is the ability to assemble and assign resources to identify, select, approve, oversee, and deliver value from programme co-ordinated components (i.e. subprogrammes and projects). Managing the programme will prioritize, monitor, track, analyse, and report on programmes and programme components. It will also leverage component synergies.

Structure

PGM is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

AProgramme Governance, Policies, and Controls

A1Programme Initiation and Planning: Identify the need for a programme and draft a programme plan. Programme plans should address schedule, resources, costs, scope, governance, risk management, execution, oversight, and control.
A2Programme Governance: Communicate and promote the use of programme governance structures, policies, and controls to all relevant stakeholders for consistent management, execution, and control of the programme.

BProgramme Initialization

B1Budget and Cash Flows Plan: Determine programme costs, request a budget, and indicate cash flow plans for the programme.
B2Programme Benefits Definition: Define the benefits that the programme will deliver.
B3Project Relationships and Programme Schedule: Identify, document, and sequence programme projects based on their interdependencies and available resources.

CProgramme Oversight and Control

C1Programme Delivery Support: Gain senior management support and approval for the removal of obstacles to the progress of programme components. Respond and provide support to project and sub-programme managers who have escalated issues to the programme level.
C2Programme Component Failures Management: Through oversight and status monitoring; identify and remedy, or cancel, failing or out-of-control programme components.
C3Stakeholder Communications Management: Listen to and respond to stakeholder concerns and feedback. Generate and communicate status updates that are specific to stakeholder groups.
C4Programme Risk Management: Analyse and aggregate programme component risks, and review programme associated risks to understand and manage the programme's risk profile.
C5Programme Management Supporting Expertise and Tools: Provide an appropriate tool set and access to experts on communications, procurement and contract management, financial planning and control, risk management, programme domain expertise, etc. These experts may be part of the programme team or may come from other parts of the organization, or may be provided by an outside consultancy.
C6Programme Lessons Learned: Capture lessons learned at individual, team, and department levels and at all project phases (initiating, planning, executing, monitoring and controlling, and closing). Capture information across all programme performance areas (strategy alignment, governance, benefits management, stakeholder communications, and life cycle management). Record, analyse and incorporate all lessons learned into future programmes.

Overview

Goal & Objectives

The Programme Management (PGM) capability covers:

Establishing a governance model that facilitates the flexible control and management of the programme components (i.e. sub-programmes and projects).
Prioritizing and authorizing programme components, and establishing a run-order in which they will be executed.
Identifying and involving key personnel in the selection of programme components.
Assessing and prioritizing programme components based on their alignment with any changes to business objectives and operational needs.
Maintaining oversight of the programmes financial, people, and technical resources.
Monitoring and tracking the progress and expected impact of components within the programme.
Reviewing the projects in the programme for adherence to the original business case.
Maintaining visibility of the programme's status, highlighting any variances beyond agreed tolerances for stakeholders.
Approving and terminating programme components in accordance with the governance model and the charters of the specific programme components.

Scope

Definition

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for PGM at each level of maturity.

2Basic

Practice
Develop clear guidelines and instructions for staff preparing programme proposals, and ensure they understand the decision processes.
Outcome
Programme proposals are easily mapped to decision criteria, yielding faster and more consistent decisions.
Metric
Elapsed time from submission to approval of decision.
Practice
Use forward and reverse pass analysis techniques to ensure interdependencies are identified.
Outcome
Using both forward and backward passes increases the accuracy and dependency of programme schedules
Metric
Number of interdependencies identified post scheduling.
Practice
Promptly act on reported programme issues.
Outcome
Agility is supported and delays are minimized.
Metric
Elapsed time from opening to closing of project issues referred to programme management.

3Intermediate

Practice
Develop guidelines for the treatment of programme risk and its reporting in programme proposals.
Outcome
Programme risks in proposals are easily mapped to decision criteria, yielding faster and more consistent decisions.
Metric
Elapsed time from submission to approval of decision.
Practice
Develop interfaces to, or integrations with, the organization's financial systems to facilitate programme reporting.
Outcome
Programmes can leverage available accounting packages.
Metric
Number of programmes leveraging the organization's financial systems.
Practice
Clarify roles and governance boundaries for programme management issues.
Outcome
There is improved issue routing and clarity on ownership.
Metrics
- Number of project issues escalated and addressed by programme management.
- Number of project issues referred back to project management.
- Number of project issues further escalated to senior management of portfolio management.

4Advanced

Practice
Tailor approvals cycles by insisting that alternative signatures must be provided.
Outcome
Fewer approval cycle delays and a more agile, flexible approvals regime is evident.
Metric
Approvals cycle-times.
Practice
Use advanced tools and techniques to get the best possible programme schedule.
Outcome
A best balanced schedule is identified.
Metric
Programme schedule variance.
Practice
Use contracts to manage programme risk around outsourced activities and projects.
Outcome
The risk impact of outsourcing is analysed, understood, and managed.
Metric
Number of positive and negative risks associated with contracts.

5Optimized

Practice
Document feasibility criteria for programme proposers at financial, technical, and marketing levels.
Outcome
Faster more reliable go/no-go decisions on programme evaluations and fewer failures are evident.
Metric
Number of failed projects that were found to be not feasible.
Practice
Develop a programme of continuous improvement around programme management.
Outcome
Programme management performance is sustained at the desired levels of excellence.
Metric
Percentage of programmes meeting performance standards and expectations.
Practice
Provide access to research and education to doctoral levels in benefits management.
Outcome
The completeness, accuracy, and reliability of identified benefits is adequate for programme planning purposes.
Metric
Benefits realized versus benefits expected from programmes.

Reference

History

This capability was introduced in Revision 18.01, replacing Programme and Project Management (16).