Blog Main Categories
- Project Management 81
- Business Skills 157
- Creative Design 94
- Business Processes 88
- IT and Web Development 81
- Digital Marketing 160
You are viewing posts from the Managing Successful Programmes category. Click to view all posts
A blueprint is a model of the organisation, its working practices and processes, the information it requires and the technology that supports its operations. The blueprint provides a useable basis for modelling benefits and designing the Projects Dossier. The Blueprint is used throughout the programme to maintain the focus on delivery of the new capability.
It is created in Defining a Programme with the Benefits Map, Project Dossier, Programme Plan, Benefits Realisation Plan and Business Case. The Blueprint will then be reviewed at the end of each tranche.
Leadership is part of how stakeholders are engaged. Programme managers need to think of stakeholder engagement not just as a system of tasks and managing things, but also as a way of achieving influence and positive outcomes through effective management of relationships.
Programme success relies on co-operative contributions and support from all involved. Some will support and others oppose, some will benefit and see opportunity, others will see threat, and some will be indifferent. The key to success is to understand and address all views. A continuing and two-way approach to communications is essential between the programme and its stakeholders to secure commitment and maintain momentum.
The diagram below shows the steps involved in stakeholder engagement:
Benefits are the measurable improvements resulting from an outcome which are perceived as being an advantage by a stakeholder. The objectives of benefits realisation are to:
This can be described as the programme’s time based to-do list. By contrast the themes can be seen as the reference manual. If the flow required actions, then the themes should provide guidance on how it should be done.
Each process describes inputs, activities, outputs, controls and roles. There are also typical responsibilities summarised in a table at the end of each chapter. Please note that these may need to be adapted and extended for each programme. The Transformational Flow is represented at the centre of the diagram -