Programme Governance Model

Copyright © Peter Wheelhouse 2014

 

Programme Executive - Role Description

1.  Overview.

The Programme Board delegates responsibility for achieving of the aims of the programme through the day-to-day management of the programme team to the Programme Executive.

 

The Programme Executive is the management authority for the programme whilst being accountable to the Programme Board for ensuring that the day-to-day management is geared to the achievement of the objectives, benefits and outcomes approved by the Programme Board. The Programme Executive is comprised of the senior managers within the programme team, typically the Programme Director, Programme Manager, Business Change Manager, Design Authority, Communications Manager and the Programme Office Manager.

2.  Accountabilities.

The Programme Executive is specifically accountable for the following:

 

  1. Strategic Alignment. Maintaining the alignment of the programme to the organisation’s strategic direction. Evolving business needs and emerging issues that impact the programme will undoubtedly arise. The Programme Director is responsible for ensuring that such issues are addressed appropriately.
  2. Programme Governance. Each member of the Programme Executive is personally accountable for effective & efficient governance across their area of the programme and the Programme Executive has cabinet accountability for the effective and efficient governance of the total programme.
  3. Programme Management. Each member of the Programme Executive is personally accountable for effective & efficient management across their area of the programme and the Programme Executive has cabinet accountability for the effective and efficient management of the total programme.
  4. Programme Authority to Act. Accepting the Programme Board’s Authority to Proceed (Gates 1 to 6) as a valid basis for the appropriate stage of the Programme and for its on-going validity for the duration of the stage in the Programme.
  5. Programme Management Baseline. The Programme Board is accountable for approving all elements of the Programme Management Baseline documentation1 .
  6. Change Board. The Programme Board is accountable for baseline change decisions that affect all & any of the Programme Management Baseline documentation1.
  7.  

    1The Programme Management Baseline documentation is represented in the following documents:

     

    1. Benefit Realisation Plan
    2. Communications Plan
    3. Programme Benefit Map
    4. Programme Benefit Profile
    5. Programme Blueprint
    6. Programme Controls Definition
    7. Programme Plan
    8. Programme Portfolio
    9. Risk Profile
    10. Stakeholder Map

3.  Responsibilities.

The Programme Executive’s specific responsibilities include:

 

  1. a. Develop the components of the Programme Strategic Baseline & submitting them for approval by the Programme Board.
  2. b. Maintenance of the Programme Strategic Baseline, under the Change Authority of the Programme Board, throughout the life of the Programme.
  3. c. Develop the components of the Programme Management Baseline, inline with the Programme Strategic Baseline.
  4. d. Review the components of the Programme Management Baseline and collectively approve them.
  5. e. Creating an environment, across the programme, in each member of the programme team can successfully deliver to the objectives set them.
  6. f. Advising and supporting the Programme Director, the Programme Sponsor and the Programme Board.
  7. g. Reviewing & approving actual achievement of the programme and forecast achievement against the programme plan(s).
  8. h. Providing visible leadership & commitment to the programme team at all programme events and as part of their day to day ‘business as usual’ programme role.
  9. i. Acts as the Change Board for changes that affect the Management Baseline. As part of this responsibility, the Programme Executive reviews all proposed changes to ensure that they do not:
  10.  

    1. • Breach the appropriate Authority to Proceed (Gates 1 to 6) from the Programme Board;
    2. • Require a change to the current approved elements of the Strategic Baseline;
    3. • Escalating to the Programme Board any changes that could materially affect any part of the Strategic Baseline, which is comprised of:
    4.  

      1. Approval to Proceed (Gates 1 to 6)
      2. Benefit Management Strategy
      3. Business Case
      4. Communications Strategy
      5. Controls Strategy
      6. Issue Resolution Strategy
      7. Programme Brief
      8. Programme Charter
      9. Programme Mandate
      10. Quality Management Strategy
      11. Resource Management Strategy
      12. Risk Management Strategy
      13. Stakeholder Management Strategy

Programme Organisation