Starting A Programme
MSP
In MSP methodology this process is covered under the transformational flow components (chapters given in brackets):
- Identifying a Programme (14)
- Defining a Programme (15)
- OGC MSP website
In starting a programme you will go through a process of developing and refining a broad initial idea. This is an iterative process which involves both:
breaking the programme down into its component parts and defining the scope, budget, timescale and benefits for each of the individual projects
co-ordinating across the projects to eliminate duplication or gaps and to ensure effective dovetailing of plans and management of resources across the programme
During this process you will produce a set of core documentation that will be key to managing your programme. How many documents you produce and what you call them may vary but you are likely to end up with most or all of the documents listed below.
Some of the documents may be rolled into one e.g. Programme Mandate/Programme Brief or Programme Brief/Programme Business Case. What matters isn't what you call it only that it performs the necessary functions. Going through each of these stages does of course consume resources and after every stage you should be reviewing whether further investment is justified (see Managing Project Boundaries in our Project Management infoKit).
Programme Mandate
This may be no more than a note in a set of minutes or an email from a senior manager affirming the decision to start planning a new programme. It should of course confirm who has responsibility for taking the idea to the next stage and what resources are available to them.
Programme Brief
Office of Government Commerce
This is not an in-depth analysis but it should give enough information to enable senior management to decide whether to invest resources in further scoping activity and should include:
A Vision Statement
A description of the benefits to be achieved (and how they will be measured)
Risks and Issues (of both going ahead and of doing nothing or retaining the current status quo)
Estimation of costs, timescales and likely projects needed to achieve the programme's objectives
The OGC material looks at Producing the Programme Brief.
Resources
This links the programme to the institutional strategy and forms the basis for more detailed work including:
Creation of the business case
Development of a stakeholder analysis
Start point for outcome and benefits modelling
Start point for programme planning
Programme Business Case
This may be combined with the above or may be a more in-depth next stage.
Benefits Profile
The Benefits Profile outlines each identified benefit or 'dis-benefit' from the proposed programme.
In addition to this you will eventually develop a set of documentation for each of the individual projects. See the Project Management infoKit for more on this.
