Programme Governance Model

Copyright © Peter Wheelhouse 2014

 

Programme Gate 0 Authority to Proceed

1.  Owner.

Programme Sponsor.

2.  Purpose

To provide the Programme Sponsor with the Authority to start the Programme Identification stage and to set the overall scope for the Programme.

3.  Authority.

  1. Corporate Executive Board.

4.  Programme Stages.

  1. Preceeding Stage: This is the very start of the programme and there is not a preceding programme stage. The process leading up to the issuing of this Authority to Proceed will vary by organisation but can be characterised as corporate business planning.
  2. Next Stage: Identify the Programme.

5.  Contents.

  1. Name of the Programme. The Programme needs to have a unique name that will be used in all future references & documentation.
  2. Corporate Aims & Aspirations. This should define, at a summary level, what the Corporate Executive needs to be achieved through the programme. It should encapsulate that part of the Corporate Strategic Vision or Mission that is to be directly addressed by the programme.
  3. Value Add & Benefits. This should define the target Value that the the programme should add to the business and / or the principal Benefits that the programme should realise or for which the programme should provide the environment for realisation.
  4. Expected Outcomes. This should define the key Outcomes (Business Changes) that are anticipated to be needed in order to deliver the target value / benefits.
  5. What’s In & What’s Out. This should define what parts of the business environment are expected to be impacted by the programme and what parts of the business environment are expected to be out of scope for the programme. This defines the boundaries for the programme.
  6. Constraints & Exclusions. This should define the absolute limits of authority for the programme.
  7. Costs & Timescales. This should define the anticipated costs and timescales for the programme, together with a definition of the tolerances / variations allowable against those costs & timescales.
  8. Key Success Metrics. This is a statement that defines the key metrics that the Programme will need to achieve for it to be regarded as a successful initiative for the business together with a definition of the tolerances / variations allowable against those metrics. Typical metrics would be:
    • RoI Ratio. This is the return on investment ratio between the total costs of the programme against the value added to the business by the programme.
    • P&L Impact. This is the impact, expressed as a ratio / percentage or actual amount, on the corporate P&L as a result of the programme.
    • Balance Sheet Impact. This is the impact, expressed as a ratio / percentage or actual amount, on the corporate Balance Sheet as a result of the programme.
    • Shareholder / Principal Stakeholder Value Impact. This is the impact on the value of the changed company to the Shareholders / Principal Stakeholders as a result of the programme. For a Stock Exchanged quoted company, this could be expressed as the Share Price but it can be whatever is appropriate to the shareholders / principal stakeholders.
  9. Formal Authority to Proceed with the Identify Stage of the Programme. This is a statement that the Programme Sponsor has formal Authority to proceed with the Identify stage of the Programme.
  10. Baseline for Initiate Stage of Programme.. The version & date of the Corporate Business Strategy and of this Authority to Proceed (Gate 0) that are the Baseline for the Identify Stage of the Programe should be explicitly stated.
  11. Programme Personnel. The name of the Programme Sponsor and the members of the Programme Board, together with their specific areas of interest & expertise should be defined.

Programme Gateways.