Code of Practice for Programme Management: In the Built Environment.pdf

Code of Practice for Programme Management: In the Built Environment.pdf
 

书籍描述

内容简介
The CIOB Code of Practice Programme Management for Construction & Development is intended to complement the popular CIOB Code of Practice for Project Management for Construction and Development, providing practical coverage of general processes and procedures to be followed when managing a construction programme or portfolio of projects. It sets out the necessary requirements for effective and efficient programme management, but is not intended to be a manual of operating procedures for the manager of such programmes.

作者简介
About the CIOB

The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.

目录

Foreword

Acknowledgements

Working Group of the Code of Practice for Programme Management

Summary of Key Terminology

Introduction

Part 1: The Context of Programme Management

1.1 Definitions of Projects, Programmes & Portfolios

When is it a Project?

When is it a Programme?

When is it a Portfolio?

1.2 Programme Management in the Built Environment

1.2.1 Corporate Social Responsibility (CSR)

1.2.2 Sustainability and the Environmental Mandates

1.2.3 Ethics in Programmes – Business and Professional

1.2.4 Health and Safety standards and requirements

1.3 Types of Programmes

1.4 Range & Scope of Programmes

1.5 Need for Programme Management

1.6 Programme Management Process & Stages

1.7 Programme Organisation Structure

1.7.1Types of Clients who may initiate Programmes

1.7.2 Client Organisation Structure

1.7.3 Programme Management Structure

1.7.4 Business Partners

1.7.5 Stakeholders

1.8 Portfolio Management

Part 2: Stage A - Inception

2.1 Purpose of Stage

2.2 Stage Outline

Vision Statement

Programme Mandate

2.3 Stage Organisation Structure

2.3.1 Stage Structure& Relationships

2.3.2 Stage Roles of Key Participants

Client/Sponsoring Organisation

Business Partners & Funders

Programme Sponsor

Programme Sponsors’ Board

2.4 Programme Management Practices

2.4.1 Strategic Change

Strategic planning: setting the direction

Strategic change identification

Business Objectives: defining the destination

Business Change Process: delivering continuous improvement

2.4.2 Funding Policy & Strategy/Arrangements

Part 3: Stage B - Initiation

3.1 Purpose of Stage

3.2 Stage Outline

Identification Process

Programme Brief

Feasibility Process

Programme Business Case

3.3 Stage Organisation Structure

3.3.1 Stage Structure & Relationships

3.3.2 Stage Roles of Key Participants

Programme Sponsor

Programme Sponsors Board

Business Change Manager

Programme Manager

3.4 Programme Management Practices

3.4.1 Benefits Management

Benefits Identification & Realisation

3.4.2 Feasibility Study

3.4.3 Funding Arrangements

Part 4: Stage C – Programme Definition

4.1 Purpose of Stage

4.2 Stage Outline

Benefits Profiles

Scope Definition & Projects Register

Stakeholder Analysis

Risks, Issues, Assumptions & Constraints

Programme Timescale Plan

Programme Financial Plan

Transition Plan

Programme Delivery Plan

4.3 Stage Organisation Structure

4.3.1 Stage Structure & Relationships

4.3.2 StageRoles of Key Participants

Programme Sponsors Board

Programme Sponsor

Business Change Manager

Benefits Realisation Manager

Programme Manager

Programme Financial Manager

Programme Management Board

Stakeholder/Communications Manager

Programme Management Office

Head of PMO

Scheduling Manager

Cost Manager

Risk Manager

Document/Information Manager

Administrator(s)

Health & Safety Manager

Sustainability & Environmental Manager

Specialist Advisers

Establish Programme Organisation

Benefits Management

Change Management

Audits

Transition

Stakeholder Analysis

4.4 Programme Management Practices

4.4.1 Scope Management

4.4.2 Benefits Management

4.4.3 Risk Management

4.4.4 Governance

4.4.5 Issues Management

4.4.6 Time Scheduling

4.4.7 Financial Management

4.4.8 Cost Management

4.4.9 Change Control

4.4.10 Information Management

4.4.11 Stakeholder/Communications Management

4.4.12 Quality Management

4.4.13 Procurement & Commercial Management

4.4.14 Health & Safety Management

4.4.15 Sustainability/Environmental Management

Part 5: Stage D - Implementation

5.1 Purpose of Stage

5.2 Stage Outline

Initiate Projects

Performance Monitoring & Control

Reporting

Projects Closure

5.3 Stage Organisation Structure

5.3.1 Stage Structure& Relationships

5.3.2 Stage Roles of Key Participants

Programme Sponsors Board

Programme Sponsor

Business Change Manager

Benefits Realisation Manager

Programme Manager

Programme Financial Manager

Programme Management Board

Stakeholder/Communications Manager

Programme Management Office

Head of PMO

Scheduling Manager

Cost Manager

Risk Manager

Document/Information Manager

Administrator(s)

Health & Safety Manager

Sustainability/Environmental Manager

Project Management Structures

Project Managers

Project Support Office

Consultants & Contractors

Design Team

Contractor

Suppliers

H&S

5.4 Programme Management Practices

Programme Delivery Plan

Benefits Management

Business Case Management

5.4.1 Performance Monitoring, Control & Reporting

5.4.2 Risk & Issues Management

5.4.3 Financial Management

5.4.4 Change Management

5.4.5 Information Management

5.4.6 Stakeholder/Communications Management

5.4.7 Quality Management

5.4.8 Procurement & Commercial Management

5.4.9 Health & Safety Management

5.4.10 Sustainability/Environmental Management

5.4.11 Projects Closure

Part 6: Stage E – Benefits Review & Transition

6.1 Purpose of Stage

6.2 Stage Outline

Benefits Review

Benefits Realisation

Transition

Training & Induction

6.3 Stage Organisation Structure

6.3.1 Stage Structure& Relationships

6.3.2 Stage Roles of Key Participants

Programme Sponsors’ Board

Programme Sponsor

Business Change Manager

Benefits Realisation Manager

Programme Manager

Programme Financial Manager

Programme Management Board

Programme Management Office

6.4 Programme Management Practices

6.4.1 Benefits Management

6.4.2 Transition Strategy & Management

Part 7: Stage F - Closure

7.1 Purpose of Stage

7.2 Stage Outline

Shutting-down the Programme

Disbanding the Programme Team

7.3 Stage Organisation Structure

7.3.1 Stage Structure& Relationships

7.3.2 Stage Roles of Key Participants

Programme Sponsors Board

Programme Sponsor

Business Change Manager

Programme Manager

Programme Financial Manager

Stakeholder/Communications Manager

Programme Management Office

7.4 Programme Management Practices

7.4.1 Programme Closure

List of Diagrams

D 0.1 Benefits cycle

D 0.2 Key output documents at each stage

D 0.3 Key output document responsibilities

D 1.1 Projects related through customer

D 1.2 Organisationally related projects

D 1.3 Key characteristics of projects, programmes & portfolios

D 1.4 Programme management in context

D 1.5 Programme delivery in built environment

D 1.6 Types of programmes

D 1.7 The programme's life

D 1.8 Programme organisation structure

D 1.9 Stakeholder map

D 1.10 Portfolio management structure

D 2.1 Stage A: Inception

Template T1 Vision statement

Template T2 Programme mandate template

D 2.2 Stage organisation structure - Inception

D 2.3 Programme delivery in built environment

D 2.4 ODA: London 2012 strategic approach

D 2.5 Strategic objectives - change type

D 2.6 Strategic objectives - alignment

D 3.1 Stage B: Initiation

Template T3 Programme brief template

Template T4 Business case template

D 3.2 Stage organisation structure - Initiation

D 3.3 Benefits categories

D 3.4 Benefit delivery in three stages

D 3.5 Graphical representation of benefit realisation

D 4.1 Stage C: Definition

D 4.2 Programme delivery plan

D 4.3 Stage organisation structure - Definition

D 4.4 Stakeholder map

D 4.5 Three point estimate triangle

D 4.6 Estimation of uncertainty

D 4.7 S-curve detailing cumulative contingency requirement

D 4.8 Change management, risk management and reporting

D 4.9 Financial management roles

D 4.10 Programme budget for transport programme

Template T5 Monthly programme report

D 4.11 Delivery/project performance - programme EVM summary

D 4.12 Annual spend summary

D 4.13 Four year programme cost projection

D 4.14 Reporting integration

D 4.15 Full year programme expenditure

D 4.16 Ability to impact and commitment to change

D 4.17 Invitation to tender and signed outline contract + value of contract

D 5.1 Stage D: Implementation

D 5.2 Stage organisation structure - Implementation

Template T6 Programme highlight report

D 6.1 Stage E: Benefits Review & Transition

D 6.2 Stage organisation structure - Benefits review & transition

D 6.3 Managing and realising benefits

D 6.4a Mapping benefits - PO to SO Stage 1

D 6.4b Mapping benefits - identifying benefits to PO Stage 2

D 6.4c Mapping benefits - identifying business changes Stage 3

D 6.4d Mapping benefits - project outputs to benefits Stage 4

D 6.4e Mapping benefits - establishing links Stage 5

Template T7 Benefits profile template

Template T8 Tracking benefits

D 6.5 Organisation size over time: London 2012

D 7.1 Stage F: Closure

Template T9 Programme closure report template

Appendices

Programme Templates

T1 Vision Statement

T2 Programme Mandate

T3 Programme Brief

T4 Business Case

T5 Monthly Programme Report

T6 Programme Highlight Report

T7 Benefits Profile

T8 Tracking Benefits

T9 Programme Closure Report

Key Roles Skills & Competencies Specifications

Case study – Example of a Vision-led programme: London Olympics 2012

References &Bibliography

Index

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