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Necesidad

de cambio

Proyecto

Proyecto

Aplicativo

Mejor gestión de

los almacenes

Menor

inmovilizado

Mayor liquidez

Necesidad

de cambio

Necesidad de

cambio

resuelta

¿Se utiliza?

¿Se gestiona mejor?

¿Disminuye el inmovilizado?

¿Tenemos mayor liquidez?

¿Alguien se

preocupa del

beneficio final

esperado?

¿Necesidad de-

cambio

resuelta?

Necesidad

de cambio

Proyecto

Programa

Necesidad

de cambio

Disminución del

inmovilizado

Programa

Formación equipo

de ventas Nuevo director

de almacén

Eliminación

productos no

rentables

Menor tiempo de

facturación

Reorganización

de personal

Existencia de un programa

Programa dirigido por la Visión

Programa emergente

Programa de cumplimiento

• De la Alta Dirección

• Top-down

• Oportunidades estratégicas o de innovación

• Se debe hacer

• Resultado de evento externo

• Cumplimiento y evitar impactos negativos

• Se desarrollan a partir de proyectos concurrentes y no coordinados en los que es necesario coordinar la obtención de los beneficios

Necesidad

de cambio

Proyecto

Programa

Portafolio

Necesidad

de cambio

Proyecto

Programa

Portafolio

P3O

Necesidad

de cambio

Proyecto

Programa

Portafolio

P3O

Gestión del

Riesgo

Necesidad

de cambio

Proyecto

Programa

Portafolio

P3O

Gestión del

Riesgo

Gestión del

Cambio

BU

SIN

ES

S

© Maven Training Ltd 2012 32


Figure 4.2 Layering of programme organization, control and reporting

Sponsoring group

Programme board

Project board Project board

© Crown Copyright 2011. Reproduced under Licence from OGC.

Purpose: Used to describe the required

outcomes from the programme based on

strategic or policy objectives

Main contents (see Appendix A4)

Created in: n/a

Implemented/reviewed in: Identifying a Programme

Baseline: Boundary

Approver/Producer/Reviewer: SG/not applicable/not applicable

Notes: Can sometimes be called strategic or

embryonic business case


Purpose: Used to assess whether the

programme is viable and achievable

Main contents (see Appendix A4):

Created in: Identifying a Programme

Implemented/reviewed in: n/a

Baseline: Boundary

Approver/Producer/Reviewer: SG/SRO/Not applicable

Notes: Will evolve into a number of other documents


Purpose: Description of the management

roles, responsibilities and

reporting lines in the programme


Created in: Defining a Programme

Implemented/reviewed in: Managing the tranches (tranche

start)/Managing the tranches (tranche end)

Baseline: Governance

Approver/Producer/Reviewer: SRO/PgM/BCM

Notes:


Purpose: Used to communicate the end goal of the programme. Could be seen as providing an external artist’s impression of the desired future state Main contents (see Appendix A4): Created in: Initially created as part of Programme Brief; formally created in Defining a Programme Implemented/reviewed in: n/a Baseline: Boundary Approver/Producer/Reviewer: SG/SRO/BCM Notes: Sufficiently flexible to remain relevant over the life of the programme. Terminology used should be suited to all stakeholders and the context of the programme


Purpose: A document that is used to

consolidate or summarize the information

that was used to define the programme



Implemented/reviewed in: Reviewed in managing the tranches

(tranche end)

Baseline: Boundary


Notes: Single document more appropriate for smaller

programmes as a single point of

reference


Purpose: Used to maintain the programme’s

focus on delivering the required

transformation and business change





Baseline: Boundary


Notes: May take different forms including prototypes

and workshops. May also include

current state and intermediate states

aligned with tranches


Purpose: Used to validate the initiation of the

programme and the ongoing viability of

the programme


Created in: Initially created as part of Programme Brief;

formally created as part of Defining a

Programme

Implemented/reviewed in: Managing the tranches (tranche end)

Baseline: Boundary


Notes:


Purpose: Sets out the timetable and

arrangements for implementing and managing

the Stakeholder Engagement Strategy




start)/Managing the tranches (tranche end) plus

Delivering the Capability and Realizing the

Benefits

Baseline: Management


Notes:


Purpose: Defines the programme approach to

risk management




start)/Managing the Tranches (tranche end)



Notes: Can be combined with issue management

strategy Derived from the organization's risk

management policy and risk management process

guidance Takes into account the

organization's risk appetite in terms of

tolerance thresholds


Purpose: Used to define and establish the

activities for managing quality across the

programme







Notes: May be referred to as assurance management

strategy


Purpose: Sets out the timetable and

arrangements for carrying out the quality and

assurance strategy





Baseline: Management


Notes: May be incorporated as part of the

overarching programme plan


Purpose: Illustrates the sequential relationship between benefits Main contents (see Appendix A4): Created in: Initially as part of the programme brief; formally in Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can be adapted to be included in the benefits realization plan


Purpose: Defines the approach to realizing benefits and the framework within which benefits realization will be achieved Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Managing the tranches (tranche start)/Managing the tranches (tranche end) Baseline: Governance Approver/Producer/Reviewer: SRO/PgM/BCM Notes:


Purpose: Used to define each benefit (and dis-benefit) and provide a detailed understanding of what will be involved and how the benefit will be realized Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: Realizing the Benefits/Managing the Tranches (tranche end) Baseline: Boundary Approver/Producer/Reviewer: SRO/BCM/PgM Notes: Can use a summary document for easier tracking called a benefits register


Purpose: Used to track the realization of benefits across the programme and set review controls Main contents (see Appendix A4): Created in: Defining a Programme Implemented/reviewed in: End of Tranche, Closure Baseline: Management Approver/Producer/Reviewer: SRO/PgM/BCM Notes:


73

Capacidad

Apetito

Tolerancia


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