CHAPTER 12

Identify the programme

12 Identify the programme

Figure 12.1 illustrates the identify the programme process within the MSP framework.

12.1 Purpose

The purpose of the identify the programme process is to analyse the drivers and justification for the programme, ensuring that it is consistent with the overall strategy for the investing organization(s) and is likely to offer a worthwhile investment, before carrying out more detailed work to justify and structure the programme and plan its delivery.

The time to implement this process is typically short (perhaps only a few weeks), involving a minimum amount of work. The aim is to turn the initial idea into a tangible business concept so that a decision can be made on whether further work on the programme is worthwhile.

12.2 Objectives

The objectives of the identify the programme process are to ensure that:

• the programme has a clear business justification which warrants further investigation

• the outline vision and high-level benefits are understood

• high-level costs, funding, and cash-flow implications have been considered

• major risks have been identified

• key roles have been identified and appointed

• the resources, timeframes, and costs needed to design the programme in more detail have been planned.

12.3 Context

The programme mandate is the trigger to begin this process. Although it may not initially exist as a document, the executive management communicates the drivers and key objectives for the programme. An important part of this process is for the sponsoring group to confirm the information in the programme mandate and then for the SRO and the team to develop it into a coherent programme brief that describes the high-level costs, benefits, and risks associated with the programme.

Table 12.1 shows the inputs, activities, and outputs for the process.

12.4 Activities

12.4.1 Confirm the organization structure

The sponsorship for the programme and the overall programme governance structure needs to be confirmed at the earliest opportunity. The sponsoring group is appointed first, followed by the programme board.

12.4.2 Confirm the SRO

The sponsoring group appoints the SRO, which is the role accountable for the programme’s success. The SRO needs to be a peer and member of the sponsoring group to ensure the appropriate level of seniority and decision-making authority.

12.4.3 Confirm the programme mandate

The programme mandate may be received from the executive management in any format, or it may be derived from strategic planning or policy development cycles. It may not be received as a single, cohesive document. Before continuing, the sponsoring group creates a single document and confirms that the programme mandate correctly reflects the objectives of the investing organization(s) and the drivers for change.

12.4.4 Develop the programme brief

The programme brief builds from the programme mandate and provides the formal basis for assessing whether the proposed programme is viable and achievable. It shows the programme’s specific objectives, benefits, costs, and risks, together with a view of the organization’s capability and capacity to be successful. When developing the programme brief, consideration of the initial options is documented. After it has been approved, the programme brief provides the basis for developing the programme’s full business case.

12.4.5 Establish the initial programme strategy and plans

It may be appropriate at this point to establish initial governance approaches to cover certain aspects of the programme; for example, funding, assurance (including arrangements for an independent review of key documents such as the programme brief), and organization (including descriptions for key roles and terms of reference for the programme board). These are included in the initial programme strategy, which will be refined and developed further in later processes. Initial versions of plans covering certain programme elements (e.g. assurance) may also be developed.

If possible, the SRO or sponsoring group establishes the programme board and appoints other programme board members, including the BCM and programme manager, to set up governance and give early input to those business areas which will be impacted.

12.4.6 Prepare for the next process

The programme brief may be independently reviewed. This ensures that it reflects the objectives, high-level costs, benefits, timeframes, and risks of the programme and the extent to which the organization has the capacity and capability to deliver and realize the expected benefits.

The next process involves refining the programme vision, analysing the programme benefits, and developing the target operating model. This can be complex work, requiring resources or specialist skills, which may need to be formally planned in detail.

12.4.7 Agree to proceed (or close)

Formal approval to proceed means that:

• the sponsoring group approves the outputs from the process

• the sponsoring group authorizes and commits to resource the next process

• the SRO confirms that the programme correctly reflects the drivers and objectives

• the programme board commits to supporting the next process in the programme lifecycle

• if formal approval cannot be given, the programme will close.

12.5 Responsibilities

Table 12.2 shows a RACI chart for the activities in the process, split between the core MSP governance boards, supporting offices, and individual roles.

12.6 Application of the themes in this process

Table 12.3 shows how the themes apply to the identify the programme process.