CHAPTER 18

Close the programme

18 Close the programme

Figure 18.1 illustrates the close the programme process within the MSP framework.

18.1 Purpose

The purpose of the close the programme process is to end the programme in a controlled way, extracting as much value from the programme regardless of the reason for closing it. This includes ensuring that the investing organization(s) is ready to maximize the benefits to be realized from the completed programme work by continuing to measure the benefits and taking steps in BAU to minimize benefit erosion.

18.2 Objectives

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

• a final assessment of the programme is conducted to capture its achievements relative to those expected and any gaps

• other governance structures assume accountabilities for residual benefits realization, risk management, and capability development activities

• the impact of closure on stakeholders is understood and managed well

• capabilities are fully integrated into BAU

• the programme office and the supporting processes are decommissioned

• resources are decommissioned (e.g. contractors, staff, or secondees)

• evidence that supports future assurance activities is retained (e.g. external audit)

• knowledge acquired during the programme is retained and lessons learned are put in place for subsequent programmes.

18.3 Context

Programmes are closed when the value of continuing is no longer justified by the sponsoring group because:

• the work has been completed as planned

• the outcome expectations are deemed to have been sufficiently achieved, leading to the mandate being fulfilled

• other organizations (e.g. vendors, programmes, projects, or BAU) are deemed to be better suited to delivering the outcomes or objectives of the programme, leading to the mandate being substantially changed

• programme resources are deemed to be better used elsewhere, leading to the mandate being withdrawn early.

Withdrawal of the programme mandate might happen either when new corporate strategies or priorities emerge, corporate funding for programmes has been reduced, the programme is lacking achievements, or the likelihood of significant achievement in the future is very low.

Table 18.1 shows the inputs, activities, and outputs for the process.

18.4 Activities

18.4.1 Prepare for closure

To prepare for closure, the programme manager:

• confirms that the programme is about to close (triggered by the formal approval to close)

• ensures that stakeholders are notified (this will be in the stakeholder engagement and communications plan if the closure is planned)

• evaluates programme performance to identify lessons to be learned (drawing from the end-of-tranche report).

18.4.2 Hand over residual work

The programme manager:

• assesses delivery of the target operating model

• hands over residual capability delivery to other programmes (if relevant)

• hands over responsibility for ongoing benefits realization and associated risks and issues.

18.4.3 Finalize programme information

This activity is to ensure that programme information is up to date and stored or archived.

18.4.4 Disband the programme organization and close

Formal closure means that the SRO disbands the programme organization and agrees with the sponsoring group to close the programme.

18.5 Responsibilities

Table 18.2 shows a RACI chart for the activities in the process, split between the core MSP governance boards, supporting offices, and individual roles.

18.6 Application of the themes in this process

Table 18.3 shows how the themes apply to the close the programme process.