1. Minor Project- en Programmamanagement Les 7 Programma levenscyclus

2. Opdracht Breng de projectlevenscyclus in kaart. o welke stappen of fasen; o welke documenten worden wanneer opgeleverd. Schrijf op een flip

3. What future will the programme deliver? Is the programme affordable? Who will be involved in the programme? How will the programme undertake key aspects of work? Vision Programma levenscyclus Why do we need the Programme? Organisation Leadership and Stakeholder Engagement Risico en Issue Management Business Case Blueprint Design and Delivery Benefits Management Planning and Control Quality Management Minor project- en programma management Lia de Zoete 19-12-2015 / 3

4. Lifecyle Allignment Policy, Vision, Strategy IdentifyDefine Deliver Capability Realize Benefits Close Post Programme Business as Usual Programme Lifecycle Vision, Values and Goals Define delivery strategy and measures of success (KPIs) Identify initiatives, programmes and projects Prioritize and Build Portfolio Deliver and track Business Change Business as Usual Portfolio / Business Lifecycle Portfolio Office Functions and Services Portfolio Office Programme Office (permanent hub or temporary) Mandate Pre-Project Start upInitiation Development through stage gates Close Post Project Business as Usual Project Lifecycle Programme Office (may be a hub programme office for a division or department or a temporary Programme Office where the project is a component of a temporary programme) Project Office (temporary) or embedded support staff Centre of Excellence Functions and Services

5. Realising The Benefits Establish Policy Strategy Vision Mandate Identifying a Programme Programme Brief Programme Definition, Control Framework, and Plans/Schedules Completion of programme, final lessons learned Delivery of new or enhanced operational capability Closing a Programme Defining a Programme Managing the Tranches Review & Prepare Programma levenscyclus Delivering the Capability

6. IN OUT KEY ROLES Overview of “Identifying a programme” Programme Mandate Strategy Emerging programme current status and plans 1.Sponsoring the programme 2.Confirm the mandate 3.Appoint the SRO and the Programme Board 4.Produce the Programme Brief 5.Develop the Programme Preparation Plan 6.Review Brief & Preparation Plan 7.Approval to proceed with “Defining a Programme” Verify maps to strategy Confirm common understanding with Sponsoring Group Formal review and approval Sponsoring Group Senior Responsible Owner Programme Board Small team (optional) Confirmed Mandate Approved Programme Brief Decisions on current activities for emerging programmes Programme Preparation Plan for “Defining a Programme” Approval to start “defining a Programme” Appointment of Senior Responsible Owner and Programme Board PRINCIPAL CONTROLS Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

7. IN OUT KEY ROLES Overview of “Defining a programme” PRINCIPAL CONTROLS 1.Establish the infrastructure 2.Establish the team to define the programme 3.Identify the stakeholders 4.Refine the Vision Statement 5.Develop the Blueprint 6.Develop the Benefit Profiles 7.Model the benefits and refine the Profiles 8.Validate the benefits 9.Design the Projects Dossier 10.Identify tranches 11.Design the programme’s organisation 12.Develop governance arrangements 13.Develop the Programme Plan 14.Consolidate the Programme Definition Document 15.Develop and confirm Programme Business Case 16.Prepare for first tranche 17.Approval to proceed Programme Brief Strategy Programme Preparation Plan Emerging programme current status and plans Decisions on current activities for emerging programmes Senior Responsible Owner Programme Board Sponsoring Group Programme Manager Business Change Manager Team appointed for “Defining a Programme” Review of (emerging and final) Business case by SRO Sponsoring Group, approval to proceed Emerging programmes, current activities stopped Risks and Issues logged Programme Definition Document Governance arrangements Plans for benefits, communications and programme Approved Business case Approval to start first tranche or stop Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

8. Programme Brief (incl. Vision) Blueprint Future state Current state Gap Benefit Maps and Profiles Benefit Realisation Plan Projects Dossier Programme Plan Rest of ‘Defining a programme’ OK Not acceptable, try different solutions Not acceptable, try a different future state design Drive design of Validate against Time, cost risk Extend and refine Filled by Evolving Business Case Developing the basis of an acceptable Business case

9. IN OUT KEY ROLES PRINCIPAL CONTROLS Overview of “Delivering the Capability” Governance arrangements for monitoring and control Project Brief: quality, acceptance criteria and tolerances Project monitoring Reviewing and closing projects 1.Start projects 2.Engage stakeholders 3.Align projects with benefits realisation 4.Align projects with programme objectives 5.Governance; manage and control delivery a. Monitor and control progress b. Manage risks and resolve issues 6.Close projects Project Briefs Projects started Changes; re-scoped projects Escalations from projects Communication events Project outputs approved and delivered Project lessons learned and evaluation reviews Tools baseline updated Senior Responsible Owner Programme Board Programme Manager Business Change Manager Programme Office Blueprint Programme Plan Projects Dossier Business Case Programme Communications Plan Issues and risks Benefits Profiles and Realisation Plans Current projects Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

10. IN OUT KEY ROLES PRINCIPAL CONTROLS Benefits management Strategy Project Brief: quality, acceptance criteria and tolerances Project monitoring Reviewing and closing projects Overview of “Realising the Benefits” Benefits docs updated/refined Transition prepared Transition completed New operations stabilised Changes in operations Achievement of outcomes Benefit measures Senior Responsible Owner Programme Board Programme Manager Business Change Manager Programme Office Vision Statement Benefits Profiles and Realisation Plans Benefits Management Strategy Programme Communications Plan Blueprint Programme Plan Project progress Project changes 1.Manage pre-transition Establish benefits measurements Monitor benefits realisation Plan transition Communicate change Assess readiness for change 2.Manage transition Initiate transition Establish support arrangements Enact transition Review transition Manage outcome achievement 3.Manage post-transition Measure benefits Decommission old systems Respond to changing requirements Monitor and report benefit realisation Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

11. IN OUT KEY ROLES PRINCIPAL CONTROLS Sponsoring Group Senior Responsible Owner Programme Board Programme Manager Business Change Manager Programme Office Overview of “Managing the Tranches” 1.Establish the tranche 2.Direct work 3.Manage risks and issues 4.Control and delivery of communications 5.Initiate compliance audits 6.Maintain alignment Blueprint with strategy 7.Maintain information and asset integrity 8.Manage people and other sources 9.Procurement and contracts 10.Monitor, report and control 11.Transition and stable operations 12.Prepare for next tranche 13.Review of Tranche and Close Programme docs (update/refined) Governance Strategies and Arrangements (adapted/funded) Stakeholder status External changes (strategy, legislation, etc) (italic – for second or subsequent tranches) Review of risks and issues Review at end of tranches Benefits reviews Standards, regulations and legislation Other procedures in governance arrangements Business case Risks and Issues managed Standards complied with Programme management infrastructure implemented Lessons learned Capability delivered Outcome achieved Benefits measures so far Next tranche prepared Approval to close tranche and start next tranche or realign, or stop Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

12. IN OUT KEY ROLES PRINCIPAL CONTROLS Overview of “Closing a Programme” Blueprint Programme plan Benefit review results Risks and issues Business Case Confirmation of programme closure Programme team disbanded Lessons Learned Review incl. programme assessment Plan for post programme benefits reviews Sponsoring Group Senior Responsible Owner Programme Board Programme Manager Business Change Manager Programme Office All programme information (appropriately analysed and summarised) 1.Notify programme is about to close 2.Review programme 3.Update and finalise programme information 4.Feedback to policy and strategy 5.Confirm ongoing support is in place 6.Confirm programme closure 7.Disband programme organisation and supporting functions Als de Blueprint is gerealiseerd en het gros van de benefits Establish Defining a Programme Identifying a Programme Closing a Programme Delivering the Capability Realising the Benefits Managing the Tranches Review & Prepare

13. Enabler Time 1 2 3 4 5 6 75 Benefit Baseline Measurement Benefit Realisation Pre-TransitionTransitionPost-Transition OutcomeEmbedded Change Realise Benefits Business Change Management Sustained Business Operations Deliver Capability Project Programme Management Output Outputs, transition management and benefits realisation

14. Programme Plan Benefits Realisation PlanProgramme Plan Benefits Map Benefit Profiles Projects Dossier Quality Management Plan Information Mgt Plan Resource Management Plan Programme Communications Plan Milestones & dependencies Realising benefits Delivering capabilities Managing tranches Programme Manager Business Change Manager Programme Manager

15. Opdracht Pak een deel van je Blauwdruk. Hiervoor start een project binnen het programma. Bedenk welk pre-transitie, transitie en post-transitie activiteiten door de Business change manager gedaan moeten worden.

16. Assignment 7 – Programmaverloop Maak een animatie van het verloop van het Mediq programma. Leg van begin tot eind uit wat er tijdens het programma gebeurt. Laat zien waar de focus van de programmamanager in de verschillende fasen ligt.