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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.



Develop the programme's Business Case

You are on step 12 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 Business Case is an aggregation of the other programme information and project level information.  It describes what the value is to the sponsoring organisation from the outcomes of the programme.

The Business Case should include :

  • Strategic objectives, reflecting the vision statement, aligned with organisational context and business environment.
  • Expected outcomes and benefits, with recognition of the organisation's capability to achieve with the necessary transformation and change.
  • Overall risk profile indicating the major risks to delivery and benefit realisation.

Estimated costs and overall timescales.  Detailed scheduling of programme milestones will be part of the Programme Plan.

Points to consider

Programme level Business Cases are different to project level Business Cases.  The programme level Business Case embraces the wider horizons of strategic benefits and outcomes from the programme's projects.

The Business Case is unlikely to be developed in its entirety in a single pass during this start-up stage.

Detailed risk assessment will be part of managing the programme's Risk Register/Log.

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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.