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The Programme Board Tutorial

1 The Programme Board

This lesson focuses on the responsibilities and attributes of the Programme Board members. Let us begin with the objectives of this lesson in the next screen.

2 Objectives

By the end of this lesson, you will be able to: ? Describe the responsibilities and attributes of the Programme Board members ? Explain programme assurance

3 Programme Board Membership

The Senior Responsible Owner or SRO chairs the Programme Board. The other members, who are always a part of the Programme Board are the Programme Managers and the Business Change Managers or BCMs. Apart from them, we can have Project Executives from relevant projects, representatives from corporate functions like administration, finance, human resources, etc. The Lead Supplier can be part of the Programme Board, if there are multiple senior suppliers across the projects of programme. One of the suppliers among them is appointed as lead supplier and invited to join the Programme Board. In the next screen, we will discuss the roles and responsibilities of the Programme Manager in detail.

4 Programme Manager Responsibilities

The Programme Manager is responsible for leading and managing the programme on day-to-day basis. It is his responsibility to deliver new capabilities, realise the benefits and finally, close the programme. The foremost responsibility of the Programme Manager is day-to-day management of the programme till it gets completed or closed. The Programme Manager is responsible for planning and designing the programme, proactively monitoring its overall progress, resolving issues, initiating corrective action, managing and resolving risks and other issues that may arise during the course of the programme. They maintain overall integrity and coherence of the programme leading it in the right direction. The Programme Manager is also responsible for managing the programme’s budget, monitoring the expenditures and costs against benefits, and defining programme’s governance framework. He will develop the blueprint along with the Business Change Manager and manage it throughout the life of the programme. He or she is responsible for facilitating the appointment of individuals to project teams and ensure efficient allocation of resources and skills within the projects. The Programme Manager also takes lead in engaging key stakeholders. Also, working as proxy of the SRO, he or she can constantly update the SRO about the progress of the programme. Now that we have understood the responsibilities, let us look into the attributes of a good Programme Manager, in the next screen.

5 Programme Manager Attributes

The Programme Manager should have the ability to work positively with the full range of individuals and groups involved in the programme. This will lead to effective working relationship with other members of the programme management team and stakeholders. They should have the necessary experience to be able to take on the responsibilities required of the role. Strong leadership and management skills will definitely help them in managing the programme successfully. They should also understand the wider objectives of the programme to ensure the coordination between projects. The Programme Manager has to maintain credibility within the programme environment and should have the ability to influence others. This is useful while interacting with key stakeholders to get their support. Good knowledge of techniques for planning, monitoring and controlling programmes, including risk management will add to the effectiveness of the Programme Manager. Knowledge of project management disciplines like PRINCE®2 will also help the Programme Manager to assist the Project Managers. Good knowledge of resource allocation and budgeting will help the Programme Manager increase efficiency in programme management. Now we will discuss the profile of the Business Change Manager in the next screen.

6 Business Change Manager

We have already discussed that the SRO is accountable for the overall success of programme; and the Programme Manager is mainly responsible for the delivery of new capability. The Business Change Manager is responsible for realising the resultant benefits by embedding new capabilities in business operations. Thus all three working together realise the benefits of the programme and help in the transition of day-to-day operations. In the next screen, we will discuss the Business Change Manager’s responsibilities in detail.

7 Business Change Manager Responsibilities

The Role of the BCM is primarily focused on benefits. The BCM is responsible for identifying and defining benefits, assessing progress to realisation, achieving measured improvement and monitoring the performance of transitioned benefits. The BCMs contribute to the development of benefits management strategy, ownership of benefit profiles and the benefits realisation plan. They create benefit profiles for their respective operational areas and then track them to realisation. They also give inputs to blueprint by providing the “to-be” or the future state of organisation. The BCMs also monitor business stability and on-going capability to cope with change. They ensure that their sections are ready for change. The BCMs advise the Programme Managers on decisions related to progress, ensuring business changes are effectively integrated and also whether the work of the programme and each project is contributing to planned benefit or not. If a programme does not add any value, we should close the programme and similarly, if a project is not there to provide an output required for the programme, it should not be a part of the programme. The BCMs work to optimise the timing of release of project deliverables into business operations and when the capability is ready for delivery, they notify expected benefits to all the stakeholders. The BCMs need to concentrate on ensuring effective communication with all the areas of business they represent. In the next screen, we will focus on the attributes of the Business Change Manager.

8 Business Change Manager Attributes

The BCM should have a rich experience in relevant business area and environment. Please note that the BCMs should possess on-going operational responsibilities and they are taken from relevant business areas. So, if a programme affects more than one business area, it is better to have multiple BCMs, as each BCM is responsible for their operational area. It ensures that changes resulting from the programme are firmly embedded in the organisation. They should have confidence of senior managers and should understand the management structures, politics and culture of the organisation(s) involved in the programme. Management skills to coordinate personnel from different disciplines and with differing viewpoints are extremely necessary for them. The BCMs should possess change management skills, experience to manage complex situation and maintain focus on the programme's objectives. The ideal BCM should have deep understanding of the organisation’s operational business. They should be able to identify, quantify and define benefits. Each Business Change Manager is supported by a business change team. Let us focus on the business change team in the next screen.

9 Business Change Team

As we discussed in the previous screen, each operational unit involved in change can have their own BCM. They are supported by the change team to ensure that transition is smooth and team is ready before the actual transition starts. The main skills needed for the BCM team are: change management skills, operational knowledge and experience. Change management is necessary, as during the transition there will be scenarios that will need change to be effectively managed. Similarly, the operational knowledge will give the team enough expertise to assess the impact of change. The business change team ensures that the transition of operational unit is as smooth as possible and it should function at maximum capacity as early as possible. Let us understand how the Programme Office aids the programme in the next screen.

10 Programme Office

The Programme Office acts as a nerve centre and information hub for the programme. All the information, communication, monitoring and controlling activities for the programme are coordinated through the Programme Office. It can provide support to the projects and initiatives by helping with resource allocation and timely communication. The Programme office will also provide assurance and governance, including organisation-defined standards like CMMI and P3M3, approvals, financial monitoring health checks, etc. The Programme office can support multiple programmes in big organisations at once. In the next screen, we will focus on the services provided by the Programme Office.

11 Programme Office (contd.)

The Programme Office can help with providing team access to policy and strategic information and informing the programmes about policy changes. When strategic initiatives are not successful, the Programme Office can help them analyse the reasons. In the given image, the Programme Office uses tools like programme mandate, programme brief, programme definition document and programme preparation plan to monitor the programme. Using the inputs from various documents like vision, blueprint, business case benefit profiles etc. the Programme Office can administer and consolidate different management baselines like programme plan, benefits realisation plan quality and assurance plan etc. The programme needs to be managed with three different perspectives. First deals with the programme itself and includes independent audits or assurance activities, mentoring, custody of programme information, standards etc. From an external perspective, the Programme Office can spot external events like strategy change etc. and analyse how it will impact programme. From internal perspective the Programme Office is best placed to design, establish and maintain communications between programmes and projects. The Programme Office plays an active role in managing large amount of information created in a programme. Similarly, the Programme Office also assists with resource management by maintaining a database of resource, skills availability etc. they can also help with acquisition of resources by maintaining relations with external organisations. The Programme Management Office will have an expertise in use of tools for project management and programme management. Project management tools are about modelling the project like defining how to test, when to deliver etc. Programme management tools help programmes about what is happening in other parts of organisation. Interaction between people, work and purpose of programme should be understood and reflected in plans. The other responsibilities of the Programme Office include tracking and reporting the progress against the plan, financial accounting, risk and issue tracking, analysing critical dependencies, maintaining stakeholder list and their interests, quality and change control. We will look into the concept of program assurance in the next screen.

12 Programme Assurance

Assurance is assessment of specific aspects of programme to generate confidence that the programme is managed effectively and is on track to realise planned benefits. Assurance, like audit, should be carried out independently by an external or internal reviewer team. A few sample assurances frequently undertaken are: risk management assurance which verifies whether the programme is doing effective risk management or not. It will also verify all planned risk responses and how effective they have been. Business assurance and stakeholder assurance are other examples of assurance reviews. Assurance reviews can be carried out at any point, followed up by more formal reviews. We should repeat them in case problems have been identified in a particular area. We will cover programme assurance in more detail in lesson 12 of MSP®. In the next screen, we will discuss few more governance roles in programme management.

13 Other Governance Roles

We will start with the role of risk management. Risk management requires considerable expertise and experience. The Risk Manager provides this support to programme and assists the SRO and the Programme Manager by providing effective control on risks. The Programme Accountant is responsible to ensure that financial accounting criteria are met and the programme is following all the accounting principles. This is one of the mandatory tasks and has to be done, to avoid negative implications. Design Authority is a role needed at specific instances to provide expert advice for some standalone service or strategy to ensure appropriate alignment and control. For example, preparing a new IT function for supporting organisation or hiring an auditor to review the programme and ensure that it is aligned to organisational strategy. Procurement expertise is needed in organisation to ensure compliance with corporate strategies and alliances. Almost all programmes need to adopt a form of procurement. In the next screen, we will focus on an example based on the concepts discussed.

14 Programme Organisation Problem Statement

Mr. Smith Gordon, the CEO of Nutri Worldwide Inc., has identified Kylie Honkele, the CFO, to be the Senior Responsible Owner of the programme, Nutri Snack. The aim of the programme is to create and launch a new evening snack. This programme needs to undertake multiple projects, namely, ‘creating a new recipe’, ‘advertising and marketing’ and ‘identifying the sellers’ to ensure successful completion. Kylie now needs to set up her team to complete the projects. She chooses the following people for various roles in the team: ? William Cooke, the EVP of the R&D department has been appointed as the Programme Manager. He has no previous experience in running a programme but has good knowledge in R&D. ? Belinda Dunes, the EVP of the Global Alliance department has been identified as the Business Change Manager. She also has a lot of experience in supply chain management. ? Kylie has decided to hire a CA to play the role of the Programme Accountant. ? The VP—Quality has been given the role of the Risk Manager. In the next screen , let us find out whether the right people are appointed for the team.

15 Programme Organisation Solution

The choices made by Kylie can be analysed as follows. William Cooke, the EVP of the R&D department, has no previous experience of running a programme but has good knowledge in R&D. This is an incorrect choice as the Programme Manager should be someone who can take the overall programme forward. Belinda Dunes, the EVP of Global Alliance, has been identified as the Business Change Manager and also has a lot of experience in supply chain management. This is a good choice because she can make sure that the new product finds good buyers and can also oversee the supply. Kylie has decided to hire a CA to play the role of the Programme Accountant. This is a good choice because a resource can be hired if not available in the organisation. The VP—Quality has been given role of the Risk Manager. This is again a good choice. A robust background in quality management will help in identifying blockers in terms of quality standards of the programme.

16 Summary

Let us summarise what we have learnt in this lesson: ? The SRO chairs the Programme Board and the Programme Managers and the Business Change Managers are always a part of this board. ? The Programme Manager is responsible for leading and managing the programme on a day-to-day basis. ? The Business Change Manager is responsible for realising the resultant benefits by embedding new capabilities in business operations. ? Assurance is assessment of specific aspects of programme to generate confidence that the programme is managed effectively and is on track to realise the planned benefits. Next, we will look into programme organisation within the transformational flow.

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  • PMP, PMI, PMBOK, CAPM, PgMP, PfMP, ACP, PBA, RMP, SP, and OPM3 are registered marks of the Project Management Institute, Inc.

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