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Programme Start-Up

This section deals with the activities and decisions associated with starting a programme.  It involves confirming the business need and identifying the interests and needs of various stakeholder groups.

Programme Start Up is divided into two distinct stages; one to check whether the basic principles for the programme are sound, the second to confirm the programme's design and planned approach is valid.

Finally, the scope and the proposed investment is formally authorised to enable the governance arrangements to be implemented and the management of the programme to begin.



Produce the Programme Brief

You are on step 4 of 13 steps.

Click for slide: Confirm commitment to the programme Click for slide: Confirm business need Click for slide: Appoint the SRO Click for slide: Produce the Programme Brief Click for slide: Check the potential for success: Click for slide: Carry out an OGC Gateway™ review Click for slide: Approval to proceed with programme definition Click for slide: Build on the programme's vision Click for slide: Design the appropriate organisation and people-related elements of the programme Click for slide: Develop the programme governance strategies and plans Click for slide: Design the project portfolio and constructing the programme plan Click for slide: Develop the programme's Business Case Click for slide: Formal approval to proceed and run the programme
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What you need to do

In order to progress beyond the initial concept and develop a more detailed programme definition, the Programme Brief provides the formal basis for assessing whether the programme is viable and achievable.

The Programme Brief is the first major product of the programme. It must contain sufficient detail for an informed decision to go ahead, or abandon the programme. It will need to include:

  • An outline vision statement describing the outcomes
  • Description of the benefits and how they will be measured
  • Risks and Issues
  • Estimated costs, timescales and effort required to set-up, manage and deliver the programme's objectives (including a list of candidate projects).

Points to consider

The change process in the public or private sector begins typically with a strategic initiative or policy, where the desired outcomes are considered and defined.

Outcomes may cover a wide range of impact areas, for example : positive (and sometimes negative) benefits to individuals, stakeholders, or organisations; different or new services and products being available for customers; changed or new structures and operating environments.

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OGC Gateway management reviews identify risks to programmes and projects and ensure that you deliver them on time and on budget. Government Relocation and Asset Management - streamlining the civil service and improving management of the civil estate. Centres of Excellence in programme and project delivery through your departments, agencies and non departmental public bodies. Programme & Project Management (PPM) Specialism helping developing careers. Key OGC products in the programme and project delivery chain include ITIL, PRINCE2, M_o_R and MSP.

Procurement policy supporting the implementation of European Union directives. Commodities, construction and facilities management procurement. Sustainable procurement. Efficiency Programme, eProcurement and eAuctions, improving supplier relationss and developing Best Practice, OGC works with the public sector to achieve efficiency, value for money and successful delivery of government projects. Expert advice, knowledge sharing by providing specialists, either as consultants or interim managers for your programme and project management.