Describes the structures for a programme, including the responsibilities and competencies of individuals within those structures.
Describes the role of the vision statement, its development and contents, and contextual importance to the programme.
Leadership and stakeholder engagement
Describes the need and nature of leadership against the backdrop of stakeholder engagement. Provides tools and techniques to analyse individual and groups of stakeholders with a cycle of activities to maintain engagement and support the communications plans.
Explains how benefits are central to any programme and describes that can be deployed to ensure the benefits are realized.
Blueprint design and delivery
Describes the criticality of designing the operationg model that the programme will deliver. It outlines the concepts of the 'as-is' state, the 'to-be' state, and the step changes required to achieve the target operating model.zq
A programme is typically a large investment that should make a significant contribution towards achieving corporate performance targets. A well-managed programme maintains good links with a sometimes-volatile corporate strategy.
Seeing through change in a programme is a leadership challenge. In addition to the need to manage a large number of complex tasks, people need to be led. It is impossible to move to a better future without clear leadership.
Envisioning and communicating a better future
A programme is relevant where there is a need to achieve transformational change, where there is some marked step change or break with the present required in the future capacity. In order to achieve such a beneficial future state, the leaders of a programme must first describe a clear vision of that future.
Focusing on the benefits and threats to them
Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits. Thus the programme's boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits. The ultimate success of a programme is judged by its ability to realize these benefits and the continuing relevance of these benefits to the strategic context. If the benefits are of strategic value, then effective risk management is crucial.
A programme only remains valid if it adds value to the sum of its constituent projects and major activities. If it is found to add nothing, then it is better to close the programme and allow the projects to proceed independently.
ITIL 4のSVS「Guiding Principles」に「Focus on value」というのがあるが、寧ろ「Keep it simple and practical」に似ている。
Designing and delivering a coherent capability
The capability that the programme will deliver is defined in the blueprint. The programme will deliver a coherent organizational capability that is released into operational use according to a schedule that delivers maximum incremental improvements with minimal adverse operational impact.
Learning from experience
A programme is learning organization in that it reflects upon and improve its performance during its life. Good governance requires approaches to managing the different themes that are regularly adjusted and adapted on the basis of experience and results to date. For example, good benefits management encourages stakeholders to identify new opportunities to realize benefits as their awareness and experience increases.