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Program Documents (. (Program Roadmap
Created during program definition…
Program Documents
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- Program Roadmap
- Created during program definition phase / formulation subphase / Initiation phase.
- Created in strategic aligment domain
- Created with the help of program architecture and program milestone plan
- documents the major events with associated dates
- documents the success criteria for each chronological events
- Maps components to milestones
- Chronological reperentation of the intended direction of the program & its benefits
- helps to manage program execution and assess the program progress
- Depicts how the program is structured
- Outlines the milestones and used for detail planning of the components
Describes:
- Dependencies between milestones
- Communicates the linkage between business strategy & prioritised work
- Reveals & explains the gap
- Provides high level view of key milestones and decision points
- Summarises the risks, challenges, key end point objectives.
- Provides high level snapshot of the supporting infrastructure & component plans
- [Updates to program roadmap is approved/rejected by Program Governance]
- Stakeholder Register
- List the stakeholders
- Categorise their relationship to the program
- Their ability to influence program outcome
- Other characteristics and attributes
- Stakeholder Engagement Plan
- Stakeholder engagement strategy
- Guidelines
- Metrics to measure stakeholder eng. activities
- Guidelines for project level stakeholder engagement
- Critical inputs to communication plan
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Program Charter
- Created during program definition phase / formulation sub-phase / Initiation phase. PC Approval authorises program commencement & Program manger will be authorised to use org. resources. PC links program to its business case and org. strategic priorities.
- Summarise everything from program formulation
Contains:
- Justification (why program is important and what does it achieve) . comes from business case.
- Vision (what will be the end state, how will it benefits the org.). comes from program plan
- Strategic fit (key strategic drivers, relationship with org. strategies). comes form program plan.
- Outcomes (key program benefits required to achieve the vision)
- Scope (in-scope, scope exclusions). comes from business case.
- Benefits strategy (what benefits are sought & how benefits will be achieved)
- Assumptions & constraints, dependencies
- Components; May include a high-level program plan for all comp. comes form program architecture.
- Initial risks and issues identified during the preparation of program brief. comes from business case.
- Timeline: total length of the program including all milestone dates. comes from roadmap
- Program cost & resources needed (including staff, travel, training etc)
- Stakeholder considerations: Initial stakeholders and their attitude towards the program, initial eng. strategy. Also include a draft of program communication mgmt. plan.
- Program governance structure: for program and component projects. What are Program manager's authorities.
[If the program is not authorised it will be recorded in PC and stored in Lessons learned]
Program Plan [Formulation Phase]
- Created by Program Manager, in formulation phase, in strategy aligment domain
- Pure strategy document documents the program strategy
- This document is used to measure the success of program, in all phases (and also for new business initiations)
- Components of the program are authorized by the program plan. Components must be aligned with the goals/strategies defined in the program plan
- Establishes measures to monitor program perf. and to track the accomplishments of programs goals and objectives.
- Program plan proves that the program manager has a clear understanding of the program.
- Ultimate goal is to ensure that program remains aligned with org. strategy and program components deliver exp. benefits
Contains:
- Program concept
- Program vision statement (how end state will look like)
- Program mission statement (purpose of the program, why does this program exist. e.g reduce the commute time)
- Program goals and objectives
- Expected benefits
- Metrics to measure success (to measure if goals will be achieved)
- Methods of measurement
- Clear definition of success (program exit criteria)
- How and when the goals will be achieved, and how it will be monitored and managed.
[Component success criteria will also be documented in program plan, after defining the components]
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Program Architecture
- Created by program manager in formulation phase/ benefits analysis & planning phase / in benefits management domian]
- Defines the structure of the program components and the relationships/interdependencies
- Start time / end time of component
- How the component will contributes to program benefits
- How components will deliver capabilities and outcomes
Program Milestone plan
- Created in parallel with program architecture, in PLC domain
- Documents the major events, milestones of the program
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Program Quality Plan / Program Quality Mgmt. Plan
- Quality policy
- Quality standards
- Quality estimates of cost
- Quality metrics, SLAs, memorandums
- Quality checklist
- Quality assurance & control specs
- Program Quality Plan
- Minimum quality criteria and standards to be applied to all components
- Minimum testing/validation requirements for all component outputs and outcomes
- Minimum requirements of QP, QA and QC by components
- Program level QA & QC activities
- Role and resp. of program level QA and QC activities
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Program Mandate:
- Issued by Portfolio Review Board / GB / decision making body. Confirms commitment of the resources to determine programs suitability.
- Triggers initiation activity [In formulation phase]
Contains:
- Strategic objectives of the program
- Expected benefits
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Business Case:
- Created in formulation phase / benefits identification phase, in strategic alignment domain.
- created/updated by sponsor or Program Manager. Approved by portfolio review board.
- business case & mandate are the key inputs to charter (program charter) and authorise programs
- Links the org. strategy and objectives to program objectives.
- Formal declaration of the value
- Justification of the resources expended
- Establishes the philosophy, authority and intent
- Provide direction for structure, guiding principle and organization of the program
- Identifies level of investment & support required.
- Contains
- Problems or opportunities
- business & operations impact
- cost benefit analysis
- alternate solutions
- financial analysis (funding need, funding environment etc)
- intrinsic/extrinsic benefits (direct/indirect benefits)
- parameters to assess the objectives/constraints of the program
- market demand & barriers
- potential profit
- social need
- environmental influence
- legal implications
- risks
- time to market
- constraints
- extent of strategic alignment
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Program Management Plan [PP]
- Created on org. strategic plan, business case, program charter and other outputs from formulation.
- Documents the intended direction of the program.
Contains:
- Benefits realisation plan
- Stakeholder eng. plan
- Governance plan
- Communications mgmt. plan
- Program management plan
- Financial mgmt. plan
- Procument mgmt. plan
- Quality management plan
- Resource mgmt. plan
- Risk mgmt plan
- Schedule mgmt pln
- Scope mgmt. plan
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Benefits Register
- Developed in definition phase / formulation sub-phase / benefits identification phase / in BM domain
- Developed based on program business case / strategic plan.
- Lists the planned benefits
- Used to measure and communicate delivery of benefits throughout the program
Contains
- List of planned benefits
- Mapping of benefits to planned program components (as in roadmap).
- How each benefits will be measured. process for measuring benefits
- KPIs and their thresholds for evaluation
- Status or progress indicator of each benefit
- Target dates / millstones for benefit achievement
- Person / group or org. responsible for delivering each benefit
[Status and progress of the benefits are updated in benefits register ]
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Benefits Realisation Plan
- Created in Benefits Analysis & planning phase / in preparation phase (after the approval for program charter)
- Formally documents activities required for achieving benefits. This is a baseline document. CR required to change.
- specifies the mechanism that should be in place to ensure benefits will be realised
- guides the delivery of benefits
- Lists the processes activities and systems needed for the change introduced by program. e.g. changes to existing process
- how & when the benefits will be delivered
- how & when the transition to operational state will occur
Contains:
- Benefits and associated assumptions
- How & when each benefits will be delivered.
- Links component project outputs to program outcomes
- Metrics/KPIs & procedures to measure metrics
- Roles and responsibilities required to manage benefits
- Define how benefits will be transitioned from non-operational to operational state ("state" not the team)
- How resulting capabilities will be transitioned
- Provide a process for determining the extent to which benefits will be achieved prior to program closure
[Roles and responsibilities of benefits management in BRP and the person/org. responsible for delivering benefits in benefits register]