Programme Governance Model

Copyright © Peter Wheelhouse 2014

 

Programme Manager - Role Description

1.  Overview.

The Programme Manager is responsible, on behalf of the Programme Director, for successful delivery of the new capability. The role requires the effective co-ordination of the projects and their interdependencies, and any risks and other issues that may arise. The Programme Manager is responsible for the overall integrity and coherence of the programme, and develops and maintains the programme environment to support each individual project within it through the Programme Office function.

2.  Accountabilities.

The Programme Manager is specifically accountable for the following:

 

  1. Delivery of the business systems, tools & facilitties (Outputs) that are needed to leverage & support the business changes (Outcomes) upon which the target benefits are dependent.
  2. Governance & overall management of the delivery projects, workstreams and initiatives that are initiated to deliver the Outputs and effect the changes, including, where appropriate, cancelling or suspending projects, workstreams or initiatives as may be agreed by the Programme Executive.
  3. Monitoring actual achievement and forecasting future achievement against the programme plan, escalating for Programme Executive consideration where actual or forecast achievement is outside of approved tolerances as soon as there is reasonable confidence that such tolerance have or will be breached.
  4. Owner of the following Governance Baseline Components:
    1. Issue Resolution Strategy
    2. Quality Management Strategy
    3. Resource Management Strategy
    4. Stakeholder Management Strategy
    5. Benefit Realisation Plan
    6. Programme Plan
    7. Programme Portfolio
    8. Risk Profile
    9. Stakeholder Map

3.  Responsibilities.

The Programme Manager is responsible, on behalf of the Programme Director, for successful delivery of the new capability. The role requires the effective co-ordination of the projects and their interdependencies, and any risks and other issues that may arise. The Programme Manager is responsible for the overall integrity and coherence of the programme, and develops and maintains the programme environment to support each individual project within it through the Programme Office function. Specific responsibilities include:

 

  1. Planning and designing the programme and proactively monitoring its overall progress, resolving issues and initiating corrective action as appropriate.
  2. Defining the programme’s governance framework.
  3. Managing execution of the programme.
  4. Managing the programme’s budget on behalf of the Programme Director, monitoring the expenditures and costs against benefits that are realised as the programme progresses.
  5. Facilitating the appointment of individuals to the project delivery teams.
  6. Ensuring that the delivery of new products or services from the projects meets requirements and is to the appropriate quality, on time and within budget, in accordance with the Programme Plan and programme governance arrangements.
  7. Ensuring maximum efficiency in the allocation of resources and skills within the Project Portfolio.
  8. Managing third-party contributions to the programme.
  9. Managing the communications with stakeholders.
  10. Managing the dependencies and interfaces between projects.
  11. Managing risks to the programme’s successful outcome.
  12. Initiating extra activities and other management interventions wherever gaps in the programme are identified or issues arise.
  13. Reporting progress & forecasting future progress of the programme at regular intervals to the Programme Director.
  14. Once projects become established, the role of Programme Manager focuses on monitoring interdependencies between projects and changes within the Project Portfolio. The day-to-day management and delivery of the projects will be carried out by the designated project teams.
  15. Throughout the programme, the Programme Manager provides the ongoing ‘health check’ of the programme by reassessing whether the projects continue to meet the programme’s objectives and continue to use available funds and resources efficiently. This requires the timely management of exceptions, slippage and conflicting priorities.

Programme Organisation