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Programme Delivery Support

C1

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.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Programme Delivery Support 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 processes and procedures to communicate programme project issues to programme management.
    Outcome
    Project issues that cannot be resolved within the authority scope of the project team are quickly escalated to programme management.
    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 from programme management to senior management of portfolio management.
  • 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
  • Practices
    • Document programme issue management processes and procedures.
    • The order in which issues are dealt with is determined by the sequence in which they arose and by the priority of the programme component.
    Outcome
    Expectations are set for the manner in which issues are reported and dealt with.
    Metric
    Percentage of issues routed in compliance with processes and procedures.
  • Practice
    Clarify roles and governance boundaries for programme management issues.
    Outcome
    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 from programme management to senior management of portfolio management.
4Advanced
  • Practice
    Use advanced sophisticated methods to analyse project assistance requests relating to the programme.
    Outcome
    Patterns and insights are identified which helps with improvement cycles.
    Metric
    Number of programme delivery support innovations.
  • Practice
    Resource and or optimize programme management to ensure that responsive and effective support structures are maintained.
    Outcome
    Programme management remains an effective part of the solution and does not become a bottleneck or part of a new problem.
    Metric
    Elapsed time from opening to closing of project issues referred to programme management.
5Optimized
  • Practice
    Develop project oversight and monitoring capabilities to detect any project problems, so allowing a proactive set of supports be in place — e.g. earned value, S-curve analysis, etc.
    Outcome
    Programme management is proactive in identifying and managing programme project issues.
    Metric
    Number of programme detected or programme/project simultaneously detected issues.
  • Practice
    Develop a programme of continuous improvement around programme delivery support that leverages best-known industry practice, research findings, and the advice of programme management tools vendors.
    Outcome
    Excellent and best-known industry practices are used by the organization.
    Metric
    Programme delivery support innovations count.