Ebook: Code of practice for programme management: in the built environment

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,;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;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;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;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;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;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.