Managing the tranche
Establish Tranche
In the establish tranche step the programme manager implements the programme organisation structure, activating the programme office (if used) and appointing the required programme team members for the tranche. All programme team members should have clearly defined and accepted role responsibilities.
Once the core programme team is in place, a tranche kick off workshop should be held to:
- Officially kick off the tranche
- Introduce the team and their roles/responsibilities
- Go through the Blueprint for the programme to ensure everyone has a common understanding of the expected outcomes
- Outline what success looks like, including tolerances that need to be worked within for the programme
- Any other key information.
Any changes or additions to the existing infrastructure, such as office space or equipment, should also be implemented at this time.
Overlooking this task could cause the following challenges:
- Programme team roles and responsibilities not clear or well understood leading to confusion about roles and time not being spent efficiently or on the right activities
- No common understanding across all programme team members of what the expected outcomes are for the tranche.
Exit Criteria
The following criteria should be met before completing this activity:
- Core programme team in place
- Tranche officially started
Activities to be completed
During this step, the Programme Manager should:
- Implement the programme organisation
- Ensure all programme team members have clearly defined and documented roles and responsibilities
- Schedule and facilitate a tranche kick off workshop
- Ensure the programme infrastructure is adequate for the tranche
Inputs
- Programme Definition Documentation
Outputs
- Appointment of required programme team members
- Documented programme roles and responsibilities
Roles
- Programme Manager
Manage, Control and Track Programme
The manage, control and track programme step consists of all of the day to day and cyclical management activities required to ensure the programme remains in control and on track. This is where the management strategies and plans defined and produced in the define phase are applied.
The key activities include:
- Managing activities of the programme office (if used)
- Initiating activities to launch projects
- Managing programme risks and issues
- Managing and delivering programme communications
- Managing and executing any stakeholder engagement actions
- Initiating audits
- Monitoring strategy and Blueprint alignment
- Plan any partnering activities into appropriate projects.
- Maintaining programme information and configuration
- People and resource management
- Procurement and contract management
- Assessing success of partnering approach and arrange an exist if no longer mutually beneficial
- Regular status reporting
- Managing any tolerance exceptions
- Ensuring transition activities are well planned and meet the organisation’s needs.
These activities continue in a tranche until the objectives for the tranche (as described in the Blueprint/Business Case) are met.
Overlooking this task could cause the following challenges:
- No day to day management or control of a programme which could result in programme failure.
Exit Criteria
The following criteria should be met before completing this activity:
- Tranche delivered to Blueprint
Activities to be completed
During this step, the Programme Manager should:
- Manage and control the programme as per the Programme Definition Documentation.
- Tranche delivered to Blueprint and Business Case.
Inputs
- Programme Business Case
- Programme Definition Documentation
- Project Status Reports.
Outputs
- Programme Status Reports.
Roles
- Programme Manager
Prepare for Next Tranche, Review and Close Current Tranche
As the current tranche progresses towards completion, changes to the programme boundaries may have occurred and lessons should have been learnt. Changes to the programme’s approach may need to need to occur.
Key things to consider when planning for the next tranche include:
- Applying lessons learned (positive and negative) during the current tranche to the next tranche and giving feedback to the OPO regarding lessons and improvements
- Adjusting management and control strategies /plans, as required
- Updating the Resource Management Plan in line with any different skills and experience required for the next tranche
- Defining any programme infrastructure changes required for the next tranche e.g. office space, software tools or office equipment
- Refining key programme documentation such as the Blueprint, Benefits documents and Projects Dossier (in Programme Plan), as required and appropriate
- Refinement and improvement of the Business Case to ensure that it remains compelling. This may include formal stakeholder engagement
- Success of partnering activities in projects. The partnership may be ended if the relationship is no longer mutually beneficial.
Before a tranche can be formally closed and the next initiated, an End of Tranche Review must be carried out. The purpose of the End of Tranche Review is to assess the on-going viability of the programme and ensure that delivery options and approach remain optimal.
The End of Tranche Review is best conducted as a workshop including at a minimum the SRO, Programme Manager and Business Change Owner(s). The output of the workshop should be documented in an End of Tranche Review Report that is reviewed and accepted by the Sponsoring Group.
The key areas to be reviewed, and updated (if required), include:
- The programme’s Business Case. Stakeholders should be involved in this process.
- Benefits and the benefits management process
- Discussing and deciding whether any open risks or issues should be accepted or carried on to the next tranche
- The effectiveness of Stakeholder Engagement Plan and Communications Plan
- The effectiveness of programme management activities.
In addition to the End of Tranche Review, the Business Change Owner should schedule at least one post tranche benefits review to ensure that any benefits to be realised after the tranche has closed remain on track and are realised.
The SRO is responsible for consulting with the Sponsoring Group and gaining approval to close the current tranche and start the next.
Overlooking this task could cause the following challenges:
- Repetition of mistakes due to not reviewing and adapting to lessons learned
- No clear direction for the following tranche
- The Business Case does not remain compelling and an unviable programme continues to be delivered
- Tranche benefits are not realised impacting the overall benefits for the programme.
Exit Criteria
The following criteria should be met before completing this activity:
- Updated programme documents
- End of Tranche Review Report accepted by the Sponsoring Group
- Approval to move to the next tranche
- Post tranche benefit review(s) scheduled
- Performance information for any leaving programme staff provided to the relevant line managers.
Activities to be completed
During this step, the Programme Manager should:
- Review lessons learned from the current tranche
- Prepare for the following tranche
- Schedule and conduct the End of Tranche Review
- Create the End of Tranche Review Report.
During this step, the Senior Responsible Owner should:
- Consult with the Sponsoring Group and gain approval to proceed to the next tranche, providing the End of Tranche Review Report as guidance to the Sponsoring Group in making their decision.
Inputs
- Lessons log
- Programme Business Case
- Benefits Plan (in Business Case)
- Stakeholder Engagement and Communication Plan (in Management Strategy).
Outputs
- Updated programme documents
- End of Tranche Review Report (accepted by the Sponsoring Group).
Roles
- Programme Manager
- Senior Responsible Owner
- Business Change Owner
