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Managing Successful Programmes is the 2003 copyright of the Office of Government Commerce (OGC) in the UK. Consistent with our North American spelling policy, we have used US spelling throughout this review, including the spelling in direct quotations.
Published here March, 2006. |
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Further Observations
It is interesting to note that the term "Program Director", akin to the term "Project Director" at the project level, has generally been dropped in favor of the broader term "Senior Responsible Owner" (SRO). Further, the SRO is an accountable individual, whereas the "Program Manager" is a role, not necessarily an individual, and the "Business Change Manager" is most likely several roles allocated to multiple individuals. Of course, any given organization may not necessarily have all three types of "tranches" illustrated in the diagram.
The reference to the people side of Managing Successful Programs is brief but crucial. Highlights include:[11]
"[P]eople need to be selected and recruited, developed and then posted out again with the active support of the Human Resources (HR) function. HR policies need to be established covering the reporting and management relationships between staff involved on the program and staff in the rest of the organization(s)."
"It is important that line and functional responsibilities are clearly defined and agreed."
"Program work should not be seen as a job done 'in spare time'"
"Program and project experience should be highly valued by organizations and should be reflected in the reward and reposting of program staff who have gained such experience."
11. Ibid, p30
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