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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.



Build on the programme's vision

You are on step 8 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

The initial justification and case for the programme has to be developed into a more rigorous view of its outcomes and how the organisation needs to change to deliver them. The programme team will need to:

The Blueprint and Benefits Profile are documents that describe the final shape of the organisation and the expected outcomes and benefits of the programme.

Points to consider

The vision expressed in the Programme Brief needs to be developed to provide a more detailed picture of the changes that the programme will make to the organisation's business capabilities. The Vision Statement should be a succinct but convincing argument for the programme aimed at its stakeholders.

Where the vision is an expression of the outcomes of the programme, the Blueprint describes what needs to be in place to deliver it. It will describe processes, physical structures, information systems and performance levels and is a document that will need to be reviewed and managed throughout the life of the programme.

Statements of the programme's benefits have already been made in the programme mandate and the Programme Brief and these should be reviewed and developed into a set of Benefit Profiles, one for each benefit, that together describe the programme's target improvements.

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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.