Program Management Define Phase
The Define Phase is where the detailed definition and planning for the program is undertaken. It provides the basis for deciding whether or not to proceed with the program (not necessarily the work it may contain). The Program Brief is used as the starting point for creating key program documents, which make up the Program Definition Documentation.
The Business Case and management/control strategies for the program will be developed. The strategies define the management of the quality, stakeholders, risks and issues, benefits, resources, planning and control of the program.
Objective
To:
- Perform the detailed definition and planning for the program and produce justification for continuing
In a way that clearly defines:
- What the program is going to do
- How it is going to do it
- Who is involved and what roles they have
- How it will be controlled
- Its relationship to other work
- The justification for continuing the program
So that:
- The program can be delivered in a planned and controlled way
- Sufficient information is available for deciding the value in proceeding with the program
Entry Criteria
The following criteria should be met before beginning this activity:
• Program Brief (approved)
• Program Preparation Plan (approved)
• Organisational Strategy articulated
• Emerging program current status and plans available
• Review of organisation’s processes and frameworks (e.g. HR, stakeholder engagement, partnering, procurement) for application to program completed
Exit Criteria
The following criteria should be met before completing this activity:
• All program information consolidated into the Program Definition Documentation
• Program Business Case produced
• Approval received to proceed to Deliver Phase
Outputs
- Business Case, including:
- Benefits Plan (in Business Case)
- Benefits Map (optional)
- Benefits Profiles
- Program Definition Documentation
- Vision Statement
- Program Blueprint
- Program Organisation structure
- Program Plan
- Projects Dossier
- Benefits Management Strategy
- Risk Management Strategy
- Issue Resolution Strategy
- Information Management Strategy, including
- Information Management Plan
- Quality Management Strategy
- Quality Management Plan
- Resource Management Strategy
- Resource Management Plan
- Stakeholder Engagement and Communications Strategy (updated), including
- Stakeholder Engagement and Communications Plan
- Monitoring and Control Strategy
- Specific plans as required (e.g. procurement, partnering)
- Program Registers, including
- Risk and Issues Registers
Define Phase Process Map
Establish Infrastructure and Team to Define Program
It is important to establish a program infrastructure at the beginning to give the team the means to successfully conduct the necessary activities. This infrastructure might cover items such as:
• Office space
• Configuration Management
• Software tools
• Computers and other office equipment
Along with the infrastructure it is essential that a team with appropriate skills, knowledge and experience relevant to the program is created to conduct the definition of the program.
This is a small team formed to support the SRO and includes the appointment of both the Program Manager and Business Change Owner(s). Note, more than one Business Change Owner may be required for a program depending on the number of business areas impacted.
If the program is an emergent program, the team may also consist of existing resources working on current project activities.
Overlooking this task could cause the following challenges:
• Appropriate infrastructure is not available for the program to progress
• No system to identify and track all items being created, changed or retired by the program
• Key program roles not appointed
Exit Criteria
The following criteria should be met before completing this activity:
• Appropriate offices, computers, software and other office equipment in place
• Configuration Management in place
• Program Manager appointed
• Business Change Owner(s) appointed
Activities to be completed
During this step, the SRO should:
• Ensure the program infrastructure is established
• Assemble an appropriate team to conduct the program definition
Inputs
• Program Brief (approved)
• Program Preparation Plan (approved)
Outputs
• Program repository
• Program Infrastructure set up
Roles
• SRO
• Program Manager
• Business Change Owner
Define the Program Workshop
Purpose
The Define the Program workshop is the first opportunity to define and plan the program in more detail. The aim of the workshop is to:
• Discuss and refine the vision (if required)
• Agree the deliverables to be delivered by the program
• Identify initial program risks (to be recorded in the Risk Register)
• Conduct initial stakeholder identification and analysis (this can be incorporated into this workshop or conducted as a separate workshop – see next process step for more detail)
• Define any approaches or actions that will require other organisation processes (e.g. procurement if there is a procurement element)
• Dependencies with other projects, programs or business activities
• Agree the organisational structure of the program (including names of individuals where known)
At a minimum the attendees of the workshop should include the SRO, Program Manager and Business Change Owner. Additional attendees can be included as appropriate.
Note: It is often useful to have a specialist who is external to the program team to facilitate the workshop to ensure that the required workshop outcomes are achieved and all key program team members are able to participate fully.
Overlooking this task could cause the following challenges:
• The vision is not well understood or agreed to by all key program members leading to stakeholder expectations not being met
• Unforeseen risks may jeopardise the project
• The program is not appropriately resourced
Exit Criteria
The following criteria should be met before completing this activity:
• Define the Program workshop conducted
• Initial program risks identified
• Program organisation structure identified
Activities to be completed
During this step, the Program Manager should:
• Organise and schedule the Define the Program workshop
• Organise an external facilitator (if required)
• Ensure all output from the workshop is documented and distributed
Inputs
• Program Brief
• Program Preparation Plan
Outputs
• Risk Register (populated)
• Program Organisation Structure
• Workshop Agenda/Minutes
Roles
• SRO
• Program Manager
• Business Change Owner
