Programme 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.
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.