![]() ![]() Reporting provides the programme or project board with a summary of the status of the programme or project at intervals defined by them. Monitoring is used to oversee progress of products, outputs, and outcomes. This usually takes the form of the production of documentation and reports at key stages. In addition the SRO and board will routinely monitor if the business case continues to be viable and in alignment with strategic objectives. Monitoring is about assessing what work has been completed for a programme or project including costs, risks and issues. project management office - administering project change control procedures, maintain planning standards and procedures and updating and maintaining all project, stage, team and other relevant plans under the direction of the project manager the PMO will provide advice and guidance on practical matters associated with plans.project manager - preparing project and stage plans, monitoring and updating them regularly the PM will liaise with the programme manager on relevant planning issues and alert the SRO or project board to any potential exception conditions, preparing exception plans as required.project board - is responsible for the decision making process supporting project plan creation the board will approve all stage and project plans including exception plans and all associated resource, time and cost implications.senior responsible owner - ensuring that the project has a coherent set of plans at the appropriate levels the SRO will approve plans including any proposed changes to scope, cost or timescale and monitor the impact of plan changes on the business case and stage progress against agreed tolerances.The main roles and responsibilities associated with project planning are: programme management office - supporting the programme manager in developing and implementing planning and control processes the PMO is also responsible for collecting, updating and publishing measurement data as part of the ongoing programme communications activities and for ensuring that defined planning standards are being adhered to across the programme and in its projects.business change manager - managing the transition to business as usual, working closely with the programme manager on defining the project portfolio (the group of projects that make up the programme) the BCM also works with benefit owners to ensure the transition aligns with the required benefits realisation.programme manager - designing and implementing the programme plan, monitoring and control of resources the programme manager must work closely with the business change manager to ensure that the programme plan, benefits realisation plan and benefit profiles are consistent and up to date.senior responsible owner - approving the programme plan and leading monitoring activities, including end-tranche reviews these reviews should measure programme performance in terms of benefits realised and outcomes achieved.The main roles and responsibilities associated with programme planning are: Programme and project planning roles and responsibilities Programme planning identify major and minor decision points.analyse and minimise resources required, resolving any resourcing conflicts.identify the critical path (by taking a second pass through the network diagram).estimate the duration and effort required for each activity.visualise the order (in a network diagram) including inter-dependencies.define the sequence of identified activities.identify activities to develop the products or services.define and describe the major products or services.Programme plans are partly an aggregate of the associated project level plans and partly a reflection of the strategic context for the programme.Īt project level, typical steps woul be to: In a project environment, planning is driven by the products and services being produced or delivered by the project. monitoring and control activities plus relevant performance targets.a transition plan through to business as usual.a schedule showing the programme’s tranches and project milestones.project timescales, costs, outputs and dependencies.The level of detail shown in the plan will be greatest at the lower (individual) plans and will become less detailed in the upper levels (project, programme and overarching programme or portfolio).Īt programme level, a summary of the main contents would be: overarching portfolio or strategy level plan.Typically, a number of plans may be produced: Plans are resource intensive in terms of their creation and maintenance so it is important to give the right level of detail to the right audience. Planning Control Cycle diagram Purpose of programme and project planningĭepending on what the plan is for, the level of detailed required in it can vary.
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