CHAPTER 17
Evaluate new information
17 Evaluate new information
Figure 17.1 illustrates the evaluate new information process within the MSP framework.
Figure 17.1 Evaluate new information process within the MSP framework
The purpose of the evaluate new information process is to ensure that the sponsoring group and programme board are supported by high quality, up-to-date, and decision-ready information. Evaluating new information ensures that decision-making during the programme appropriately considers each theme and principle.
The objectives of the evaluate new information process are to ensure that new information is:
• collected efficiently and at pace
• validated to ensure its quality/integrity
• analysed, taking the themes into account, in order to provide insight into the current state of the programme and predictions (i.e. forecasting) of what is to come in the future
• presented to programme boards in an appropriate way (i.e. concise, informative, timely, and action-oriented)
• used to inform the programme design and the next tranche.
During programmes, decision-makers are regularly making decisions about the strategy, design, and delivery of the programme. In a dynamic and complex environment, information is imperfect and emergent. New information needs to be evaluated in a way that:
• directly supports decision-makers in the governance structures (e.g. programme boards)
• helps to improve understanding and accelerates action-taking
• is unambiguous to those working both directly and indirectly with the programme.
Table 17.1 shows the inputs, activities, and outputs for the process.
Table 17.1 Inputs, activities, and outputs for evaluate new information
Inputs to the process |
Activities |
Outputs from the process |
Landing point achieved Benefits realized to date Issue register Risk register Decision register |
Analyse tranche performance vs plans Analyse current state vs target operating model Review the programme environment Prepare for the next process Agree to proceed (or close) |
End-of-tranche report Risk register Issue register Decision register |
17.4.1 Analyse tranche performance vs plans
This activity is focused on understanding performance to date vs the programme strategy and programme plans. Information on all aspects of the strategy and plans needs to be combined into the end-of-tranche report, including:
• cost performance
• delivery performance
• benefits realization to date
• status of stakeholder engagement and communications
• adequacy of governance and team-working.
The programme office is likely to play a lead role in this activity, supported by formal assurance activities. As the programme progresses, it is important to understand current status, variance from plans, and any reasons for variance that are likely to continue.
17.4.2 Analyse current state vs target operating model
Another specific element of the end-of-tranche review and report is to confirm the operating model in the current state, i.e. at the current landing point, comparing it with the intended change for that tranche and identifying any aspects that are not as planned. This vital information will identify any aspects of the current operating model that are unstable and needing attention before the next tranche of change begins. Change activity is always more effective when building from a stable set of organizational routines, so any areas of instability need to be understood at this point.
17.4.3 Review the programme environment
In addition to looking backwards at performance to date vs plan and at the current operating model, the evaluation of new information also needs to look forward, to identify emerging trends in the programme environment. As discussed in Chapter 1, programmes always exist within the internal and external organizational contexts and these are inherently volatile, uncertain, complex, and ambiguous. Programmes evaluate new information to keep a focus on the most affordable and achievable way forward.
The programme risk register will already contain the risks perceived and captured by the team, but this is a good time to look again at any disruption in the programme environment and emerging risks, using techniques such as horizon scanning.
17.4.4 Prepare for the next process
In the early tranches of the programme, the expected next step will be the design the outcomes process, where the information from the evaluation of new information will be taken forward into re-planning the next tranche of delivery. As the programme approaches the latter tranches, the next step is more likely to be to close the programme. In both cases, it is important that the end-of-tranche report contains complete information about progress to date and the likely changes in the programme environment going forward.
17.4.5 Agree to proceed (or close)
Formal approval to proceed means that:
• the programme manager confirms that the end-of-tranche report is accurate and complete
• the BCM confirms the status of the change to date and readiness for the next tranche
• the SRO and sponsoring group agree to fund the next tranche
• if formal approval cannot be given, the programme will close.
Table 17.2 shows a RACI chart for the activities in the process, split between the core MSP governance boards, supporting offices, and individual roles.
Table 17.2 RACI chart for evaluate new information
17.6 Application of the themes in this process
Table 17.3 shows how the themes apply to the evaluate new information process.
Table 17.3 Application of the themes in the evaluate new information process
Theme |
Application to evaluate new information process |
Organization |
Confirm the status of governance and stakeholder engagement and communications |
Design |
Refresh risk identification and prioritization Assess progress to target operating model |
Justification |
Review progress vs business case (costs, benefits, and risks) Verify that funding is adequate for any subsequent tranches |
Structure |
Assess completeness of tranche in terms of development of capability, transition, and benefits realization Validate dependencies Assess performance vs resource plans and highlight any issues |
Knowledge |
Identify new knowledge and propose new lessons to be learned in the next tranche Validate compliance with information approach |
Assurance |
Validate that assurance activities have added value and propose changes for next tranche |
Decisions |
Validate that decision-making processes, including issue resolution and risk responses, have been effective Propose any changes for the next tranche |