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Programme Initiation and Planning

A1

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.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Programme Initiation and Planning at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of staff.
    Outcome
    An immediate basic capability is turned on.
    Metric
    Number of experienced staff.
  • Practice
    Leverage professional associations and networking to identify working approaches known to be effective.
    Outcome
    The implementation of working approaches that are known to be effective is very fast.
    Metric
    Number of approaches, methods, tools, or processes adapted from outside to get up and running.
2Basic
  • Practice
    Develop clear guidelines for programme approvers that clarify decision criteria.
    Outcome
    Approvals and rejection decisions are faster and more consistent.
    Metric
    Elapsed time from submission to approval of decision.
  • 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.
3Intermediate
  • Practice
    Develop guidelines for the evaluation of risk associated with programme approvals.
    Outcome
    Approval and rejection decisions are made faster and are more consistent.
    Metric
    Elapsed time from submission to approval of decision.
  • 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.
4Advanced
  • Practice
    Use advanced approaches that will systematically test the assumptions upon which the business case was developed.
    Outcome
    Business case credibility is enhanced.
    Metric
    Ratio of actual costs and revenues from programmes to business case predicted values.
  • Practice
    Test stakeholder support for the programme prior to approving it — i.e. ensure the programme is capable of success.
    Outcome
    There is increased likelihood of programme success.
    Metrics
    • Number of programmes in difficulty due to stakeholder support issues.
    • Number and cost of stakeholder issues.
5Optimized
  • Practice
    Develop and set feasibility criteria for the programme at the following levels: technical, financial, resource demand, competence, skill/competence, knowledge and organizational capability.
    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 infeasible.
  • Practice
    Develop guidelines for programme proposers to document feasibility criteria for the programme at technical; financial; resource demand; competence, skill/competence, knowledge and organizational capability 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.