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Strategic Delivery Model 1 of 37 Programme Governance Manual v1

Strategic Delivery Model

Programme Governance Manual

This document sets out the governance arrangements and controls to support delivery of NHS Milton Keynes Strategy through Programme

and Project Management

For use in (area) NHS Milton Keynes For use by All staff and third parties involved in

Programmes or Projects under the Strategic Delivery Model

Document Owner: Head of Corporate Governance Document Status: Ratified

Owner Version Number Date Change

Pam Tresise 1 16/12/09

Version Date

Approved

Last Review

Next Review

Equality Impact

Assessed

Author/ Contact Person

1 16/12/09

Dec 2010

Partial

Head of Corporate

Affairs


TABLE OF CONTENTS 1 Introduction 3 1.1 Strategic Delivery Model Objectives 3 1.2 Background 4

2 Governance Responsibilities 6 2.1 Definition 6 2.2 Key Areas 7 2.3 Strategic Delivery Model Structure 7 2.4 Key Responsibilities 8 2.4.1 Executive Team (The Sponsoring Group) 8 2.4.2 Strategic Delivery Board 8 2.4.3 Senior Responsible Owner 9 2.4.4 Programme Manager 9 2.4.5 Business Change Manager 10 2.4.6 Portfolio Office 11 2.4.7 Portfolio Manager 11 2.4.8 Portfolio Director 12 2.4.9 Chief Executive Office 13

3 Governance Architecture 13

4 SDB/Programme and Project Administration 14 4.1 SDB/Programme Documentation 14 4.2 SDB/Programme Strategies 14 4.3 SDB/Programme Approval 15 4.4 Project Approach 16 4.5 Project Approval 16 4.6 Communication 16

5 NHS Milton Keynes Project Approach 19 5.1 Workflow 21 5.2 Project Risk Level 21 5.3 Project Structure 21 5.3.1 Project Owner 22 5.3.2 The Senior User 23 5.3.3 The Senior Supplier 23 5.3.4 The Project Manager 23 5.3.5 Chief Executive Office 23

6 Training 24

7 Assurance 25 7.1 Dashboard Reports 25 7.2 Local Gateway Reviews 25 7.3 Internal Audit 25 7.4 Comprehensive Area Assessments 25 7.5 World Class Commissioning 25

8 Glossary 26


1 INTRODUCTION As the only organisation in Milton Keynes with a full overview of all NHS funded healthcare, NHS Milton Keynes has a responsibility to ensure its commissioning decisions improve the health of and reduce health inequalities in the population of the borough and provide access to safe high quality services. Working with providers and clinicians, NHS Milton Keynes is reviewing the care pathways for various conditions and diseases and making improvements in these pathways using tools such as the Map of Medicine and local clinical and patient champions. This work needs to continue and accelerate to reach greater scale and systematisation of delivery, especially in more deprived areas with greater health needs. It will require commissioning in a completely different way from the traditional methods, to commissioning entire pathways of care monitored against end-point outcomes and patient/client satisfaction and aligning financial incentives with more prevention and care provided closer to home.

As the country comes out of financial recession the government will need to address the national deficit by tightening funding to statutory services. While the nation is assured that the impact of this on the NHS will be less than other services it is still anticipated that this will equate to approx £15 - £20 billion. The financial climate requires rapid, radical transformation of services to ensure that quality of care is improved through effective patient pathways and costs reduced by stripping out waste and inefficiency. This is the biggest challenge facing the NHS for many years.

The Strategic Delivery Model uses a programme management approach to deliver local strategy and transform local services.

1.1 Strategic Delivery Model Objectives

This model aims to provide the structure, governance and assurance to see that the strategy is delivered by; reshaping supply and providing better value for money, reshaping clinical and patient pathways to reduce inefficiency and empowering patients to manage their own health needs

Programme Management will provide a mechanism for managing the pace of business change and for actively managing the benefits of that change. The projects will be aligned to the strategy and risks will be systematically managed using a locally developed project management process and PRINCE2 for complex, high risk projects. Programme Management will provide the following business benefits:

alignment between policy and projects

alignment between strategy and projects

managing the pace of business change

benefits actively monitored and managed

improved ability to deliver projects

programmes and projects aligned to organisational goals

framework for project prioritisation


systematic risk management

robust information for executive decision

projects sensibly planned and controlled

1.2 Background

The role of NHS Milton Keynes is to turn taxpayers’ money into better health, fewer inequalities in health, and access to safe high quality services. NHS Milton Keynes remains committed to its 5 year strategic goals as set out in its 2008-13 strategic plan, but existing plans will not deliver the desired benefits and outcomes of these quickly enough, in light of the revised financial assumptions.

NHS Milton Keynes Strategic Goals, 2008-13

The quality / health improvement agenda must become the same as the cost reduction agenda based on the belief that:

good quality care is generally cheaper than poor quality care

there is significant waste and inefficiency in the existing healthcare system

transformational – rather than marginal – change is required.

The process of transformation can be seen as a sequential chain of 4 interlinked stages, shown in the diagram below.

So far, the PCT has achieved the first stage with its Strategic Plan 2008-2013, produced last year. Its Operating Plan for 2009/10 in effect prioritises the targeted change required on an annual basis, however it is recognised that this does not go far enough in terms of delivering the radical and

1. Well Engineered Strategy 2. Targeted Business Change

3. Successful Plan Execution

4. Realise Outcomes & Benefits

Enables Delivers Yields


wholesale change that is required to make significant progress in the first 1-3 years of the strategy. This will need to be addressed and reflected in the plan for 2010/2011 due to be produced by early 2010. Likewise, a more robust approach to ensuring execution or delivery of the targeted change is required across the organisation, if the benefits and outcomes are to be realised for the local population. This transformation needs to be turned into a practical approach that leads to specific actions, if the Milton Keynes health economy is to remain robust during the years of tighter financial allocations from 2011/12 onwards and achieve its chosen strategic goals and outcomes. NHS Milton Keynes is still small enough but evolving at such a pace that action should be taken now to seize the moment and introduce a new planning & delivery approach that ensures people are made accountable for the delivery of the service developments, investments and cost improvement savings identified and this effort is transferred into tangible health benefits to the people of Milton Keynes.

There are various related pieces of work already under way involving or being led by NHS Milton Keynes. These include:

Changes to the delivery of the diabetes care pathway Increasing support to people with respiratory disease (especially COPD)

to stay well Reviewing the pathway of stroke care in Milton Keynes Establishing a shared electronic summary patient record between

providers Improving access to health promotion services such as smoking cessation

and weight management Social marketing and population segmentation to identify the most useful

methods of engaging and supporting people with (or at risk of) long term conditions

South Central PCT Alliance collaborative working on quality and outcomes and shared decision support tools

Whilst each commissioning project is laudable in its own right, up until now they have been undertaken largely in isolation from each other and there has been no overarching mechanism for ensuring that systematic, wholesale commissioning transformation. It will be important that the strategic delivery model takes account of and is directed by the emerging national and local planning context, as illustrated below.


Similarly, it will support the key Darzi themes designed to lead to longer-term and more sustainable change outlined in the ‘Next Stage Review’. The essence of this approach is to identify and develop what works well in service delivery and finding new solutions to old problems. Of course, since the publication of the review, rapid economic changes have left future funding uncertain, however if necessity is sometimes the mother of invention it is clear that carrying on doing things the way we always have is probably unsustainable in the current climate, and significant change in the PCTs commissioning approach is required. The Darzi themes are already well ‘anchored’ in the PCTs Strategic Plan, explicitly linked to the 5 Strategic Goals as shown below.

2 GOVERNANCE RESPONSIBILITIES 2.1 Definition

Governance is the control framework through which the Strategic Delivery Model (SDM) will deliver its strategic objectives and remain within corporate visibility and control. Each Strategic Delivery Board (SDB) and other Programmes need clear and open governance if it is to be successful. It will need to negotiate the resources it wants, manage the resources made available to it, and adjust to changing organisational contexts whilst delivering its agreed outcomes and benefits. The focus of this document is the core elements of an effective governance framework. The SDB and other Programmes will need to integrate its control framework with the control framework of NHS Milton Keynes and, where possible, use existing governance and control frameworks, since these provide the necessary structures and visibility. This document will be formally reviewed by the Executive Team 12 months after the start of the programme.


2.2 Key Areas

This alignment should include the following corporate controls: Finance and accounting Human resource management Risk and issue management Quality systems Operations and performance Information technology Customer and stakeholder satisfaction Sourcing and procurement Contract management Legislative compliance Information management.

2.3 Strategic Delivery Model Structure

There is a Strategic Delivery Board (SDB) for each of the five strategic goals. These are programme boards that follow MSP principles and have the primary focus of delivering the Commissioning Strategy. They will do this by identifying the benefits that need to be delivered and initiating projects to achieve them. The programme boards are supported by the Portfolio Office who will provide guidance and support, and ensure that resources are apportioned according to the strategic priority. Complementing the work of the SDBs is a Delivering Capability programme board whose primary function is to develop the technology, capability and competence to underpin the initiatives developed through the SDBs. Projects that sit within this programme will include; estates, information, technology and organisational development. This model ensures that there is one plan for NHS Milton Keynes. All other plans will be derived from this as necessary. For example, a cost improvement plan can be developed by identifying the projects that deliver savings. Corporate Objectives will be the prioritised projects that deliver the key benefits.


2.4 Key Responsibilities 2.4.1 Executive Team (The Sponsoring Group)

Acts as sponsor for all aspects of the Strategic Delivery Model. This includes: approval of programme mandates ensuring strategic alignment across SDBs agreeing corporate priorities agreeing programme budgets monitoring the performance of the SDBs monitoring and managing high risks approving developed business cases

2.4.2 Strategic Delivery Board

The Strategic Delivery Board (SDB) functions as a Programme Board and is a new and innovative organisation capability and governance model that has been specifically configured to: deliver the benefits set out in the Commissioning Strategy align with the strategic goals to work within the transformation framework and reshape structure of supply to improve quality strip out inefficiencies in clinical pathways and reduce waste encourage and increase user involvement in their own care to support the Executive Director to deliver the projects and work streams

that fall within the strategic area identifying priorities for commissioning / decommissioning in future plans undertake needs assessment, predictive modelling and scenario planning


Each of the five SDB’s has an Executive Director appointed who takes on the role of Senior Responsible Owner (SRO). Each SDB will also have a Programme Manager assigned to it and a number of Business Change Managers (BCM’s) which include a clinical PEC Member a representative from LINk’s and a Finance Lead.

As the authority of the strategic goal the Strategic Delivery Board is responsible for: developing a mini-business transformation plan for their area reviewing and assessing performance of each project stopping projects not achieving expected benefits managing risks and issues escalated from the project team identifying need for and resource to run new projects ensuring project documentation is to the required standard and fully

supports the programme or project to be undertaken evaluating and submitting projects to the Portfolio Office for reporting,

further performance management and resource allocation

To create stability and assurance the SDB’s will remain constant for a period of 5 years although the membership will vary over time to reflect the Business Change Managers that are required at different stages of the programme.

2.4.3 Senior Responsible Owner (SRO)

The Senior Responsible Owner (SRO) is the Executive Director responsible for ensuring that a project or programme of change meets its objectives and delivers the projected benefits. The SRO ensures that the change maintains its business focus, has clear authority and that the context, including risks, is actively managed. The SRO personal responsibility for successful delivery of the strategic goal. The SRO: owns the vision for the programme leads the programme secures the investment/disinvestment to deliver the programme change personal accountability for its outcome manages the interface with key senior stakeholders manages the strategic risks at a programme level maintains alignment to the organisations strategic direction

2.4.4 Programme Manager

Each Strategic Delivery Board has a Programme Manager. This role is responsible for the set up, management and delivery of the programme of work as identified by the Strategic Delivery Board and will work closely with the SRO. The Programme Manager will be accountable to the SRO while supervision is provided by the Corporate Programme Manager.

The Programme Manager is responsible for: day-to-day management of the programme and delivery of benefits planning and designing the programme and proactively monitoring its

overall progress, resolving issues and initiating corrective action effective coordination of the projects and their interdependencies providing the SDB and Portfolio Office with Highlight Reports


2.4.5 Business Change Manager

The Business Change Manager is primarily benefits focused. They are responsible on behalf of the SRO for defining the benefits to be derived from the SDB/Programme, assessing progress towards their realisation, and achieving measured improvements. The Business Change Manager must provide the bridge between the SDB/Programme and the service providers. The Business Change Manager will be set a permissible deviation above and below their plan’s estimate of time and agreed tolerance levels for quality, scope, benefit and risk without escalating the deviation through an Exception Report to the Programme Board. The Business Change Manager’s responsibilities are:

Day-to-day agent on behalf of the SRO, for successful delivery of the SDB

Programme. Ensuring development and business ownership of Benefit Profiles and

Benefits Realisation Plan. Identifying, defining and tracking the benefits and outcomes required of

the programme. Implementing the mechanisms by which benefits can be realised and

measured. Confirming delivery of expected benefits and ensuring that continued

accrual of benefits could be achieved and measured after the programme has been completed.

Defining the performance metrics that will be monitored to assess the operational ‘health’ of the SBD

Monitoring business stability and ongoing capability to cope with the level of change. This will include acceptable levels of performance variation (deterioration) whilst the change is embedded.

Directing and advising the Programme Manager whether the work of the programme and each project covers the necessary aspects required to deliver the products/outputs and services/outcomes that will lead to operational benefits.

Advising the Programme Manager at key points to allow decisions on progress.

Ensuring that business stability is maintained during the transition and that the changes are effectively integrated into the business.

Preparing the affected business areas for the transition to new ways of working and when necessary implementing new business processes.

Initiating business assurance reviews to ensure capabilities are being embedded and established.

Transition is the process of passing the management of the products of the SDB/Programme to what will be the normal, day-to-day, operational management of the changed systems, organisations or processes. Sometimes, inadequate management effort is put into this phase of the implementation of a programme, and the complexities of the transition from a programme/project to routine business are not fully addressed or recognised. It is imperative that there is an orderly and pre-planned transference of responsibility from the Programme to operational line managers. If everything and everyone is not thoroughly prepared, the change to the new ways of working will take longer and can be less successful. This can produce undesirable downsides: Disruption to operations will be more severe leading to loss of output

and/or


Improvements resulting from the new operations might be less pronounced, and delivery of benefits will be reduced or delayed

Operations may revert to the old ways of working and staff will lose faith in the programme.

The responsibility for the development and preparation of Transition Plans lies with the Business Change Manager, but the responsibility for their implementation lies firmly with the SROs.

2.4.6 Portfolio Office

Portfolio Office (includes Portfolio Manager and Portfolio Director) – is a focal point for portfolio management activities in effect it is ‘Air Traffic Control’ and provides the following functions: expertise on programme management independent audit/assurance custodian of programme/project information provision and analysis of programme information coaching and mentoring helping with the design and establishment of the programme management

infrastructures custodians of the organisation’s programme management standards,

processes etc assistance with related techniques

The Portfolio Office reports to the Portfolio Director who is accountable to the Executive Team.

There are a number of tools that can be made available to the programme and project staff, normally accessible through the Portfolio Office: Microsoft Project Professional Microsoft Visio Adobe Acrobat Resource library – MSP and Prince2 books Examples of best practice Microsoft Project and Portfolio Server Stakeholder Mapping / Mind Mapping Strategies Risk and Issue logs Lessons learned Road Mapping Predictive Modelling and Scenario Generators Data Warehousing GIS systems Collaboration Software

2.4.7 Portfolio Manager

This is a new role for NHS Milton Keynes that embraces a portfolio management approach. A portfolio manager is responsible for continuing oversight of the portfolio, the responsibilities are as follows: provides day-to-day oversight reviews the performance of, and conformance to expectations for,

initiatives within the portfolio


ensures that data is collected and analyzed about each of the initiatives in the portfolio

enables periodic decision making about the future direction of individual initiatives

2.4.8 Portfolio Director

The Portfolio Director is accountable for the day-to-day success of the portfolio and is responsible for ensuring: the portfolio of programmes and projects is achievable, and aligned to the

strategic goals there are clear relative priorities and interdependencies of the

programmes and projects, and the implications of these are understood and accepted

the resources and skills implications of the portfolio are understood, accepted and acted upon

assessment of risks and the likelihood of delivery of outcomes / benefits, and the this level of risk is understood and accepted

clear understanding of the linkages and with external delivery chain partners

clarity across the coordinated demands in resource from operational businesses and identified impact of business change

the portfolio delivers within the agreed parameters (e.g. cost, time, impact and actual benefits)

strategic and directional issues that need the input and agreement of senior stakeholders to ensure the progress of the portfolio are resolved

provides a monthly report on the SDP/programme performance to the Executive Team (sponsoring group).

Provides a dashboard report to the Board as part of the Assurance Framework

To deliver against this, the Portfolio Director: owns the vision of the portfolio (the portfolio strategy as defined and

ratified by the TMT and trust board) leads the portfolio, providing clear leadership and direction throughout its

life provides the overall direction and leadership for the design, management

and delivery of the portfolio office is accountable for the portfolio’s governance arrangements advises the TMT of strategic risks facing the portfolio, and possible

mitigation of these maintains the alignment of the portfolio to the organisations strategic

direction


2.4.8 Chief Executive Office The Chief Executive Office includes all personnel across NHS Milton Keynes as essential resources for delivering the Strategic Goals. The line management of staff will continue to be managed within directorates and teams, but utilisation of staff time will prioritised against the key deliverables of the organisation as determined by the Chief Executive. Operational responsibility for this function will be delegated to the Deputy Chief Executive who will be advised of demands on resources by the portfolio office and portfolio manager. The Chief Executive Office will also be responsible for coordinating the business cycle, setting the business agenda for the Executive Team, the Board and respective committees and will ensure that the Board receives assurance on the delivery of the Strategic Goals. This will be a change in culture from the way in which business is currently managed, but will ensure that there is an overview of the way in which resources are attributed to work and minimise time lost on low priority areas. This will also need to link closely to the work of the COM/CES to maximise the potential benefits of collaborative work in supporting NHS Milton Keynes achieve the strategic goals, and where NHS Milton Keynes projects may offer benefit to other PCTs the scope of project may be expanded to include them. The relationship with COM/CES will be managed through the Chief Executive Office to ensure that resources including that of COM/CES are used to maximise the capability and capacity of NHS Milton Keynes.

3 GOVERNANCE ARCHITECTURE

NHS Milton Keynes Governance Structure

Board Chair – Malcolm Brighton

Strategy

PEC Chair – Dr Tina Kenny

Clinical Leadership & Engagement

Executive TeamChair – Dr Nick Hicks

Managing the Business Delivery and Performance

Strategic Delivery Board 1

SRO- Gill Prager


SRO- Dr Diane Gray


SRO- Dr Diane Gray

Strategic Delivery Board 3 SRO- Clive

Brookes


SRO- Dr Tina Kenny

Delivering Capability

SRO- Graham Ball

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Project

Business Change Forum

Chair – Graham Ball Operational Management

‘Str

ateg

ic S

enio

r U

ser’

Pay and Remuneration Committee

Audit Committee

Risk Management/ Clinical Concerns Committees

Board Assurance

Sub-Committees of the Board Programme Boards Aligning Executive Decision Making

System Reform GroupChair – Dr Nick Hicks

Provider Leadership & Engagement

‘Str

ate

gic

Sen

ior

Su

pp

lier

’

Gateway Reviews

Portfolio Office Prioritisation of Resources

LINks Chair – John Needham

User & Public Engagement

Key stakeholders


The Senior Responsible Owners for each SDB/programme are ultimately accountable to the Board, but report on progress and align their decision making through the Executive Team (The Sponsoring Group).

Executive Team is a forum for Executive Directors (SROs) to meet and act as The Sponsoring Group. SROs report to the Executive Team and have their programme documents signed off by them. The Executive Team provide dashboard reports to the Board to advise of progress with implementing the strategy and through specific reports that require Board endorsement.

The Business Change Forum consists of members representing each of the functions within the ‘Chief Executive Office’ (please refer to 2.4.8). This is a forum for head of services/senior managers to meet, work through and constructively challenge the development of policies and procedures, working practices, work priorities, interdepartmental working issues, information sharing and generally supporting the work of the SDBs and associated projects. The Business Change Forum reports to the Executive Team.

Within the Strategic Delivery Model the Professional Executive Committee (PEC) acts as ‘Strategic Senior user’. PEC members sit on each SDB as Business Change Managers and are responsible for specifying the needs of those who will use the projects products, for user liaison with the project management team and for monitoring that the solution will meet those needs within the constraints (of the Business Case) in terms of quality, function and ease of use. PECs role is to ensure that changes to care pathways improve clinical quality, are realistic and that there has been appropriate clinical engagement.

The Service Reform Group plays an important part in supporting the Strategic Delivery Model and take the role of ‘strategic senior supplier’ and developing the shape of the provider market. Members are executive members from local healthcare providers with the purpose of sharing the ‘burning platform’ that is driving the need for change in service delivery and configuration.

4 PROGRAMME AND PROJECT ADMINISTRATION 4.1 Programme Documentation

All programme documentation is standardised and managed through the portfolio office. All documents relating to each SBD will be available through Sharepoint. Version control is incorporated by the system and must be used by Programme Managers to ensure that all staff are working to the current version.

4.2 Programme Strategies Within MSP (Managing Successful Programmes) there are eight strategies that are required to ensure good governance across programmes. Where practical NHS Milton Keynes corporate strategies and policies are written to support this requirement and should be referred to in conjunction with this document. i) Stakeholder Engagement


Refer to NHS Milton Keynes Communication Strategy and section 4.6 of this document ii) Benefits Management (Currently being developed) iii) Monitoring and Control Referred to throughout this document iv) Resource Management (Currently being developed to incorporate Programme Budgeting) v) Risk Management Refer to NHS Milton Keynes Risk Strategy vi) Issue Resolution Refer to Incident Management and SUI policy vii) Quality Management Refer to NHS Milton Keynes Quality Strategy viii) Information SDB and project information is managed through the portfolio office who are responsible for ensuring templates are appropriate and kept up-to-date. Information will be shared via Sharepoint with an information page for each of the SDBs and Delivering Capability. Programme Managers are responsible for ensuring that the information on their page is valid and up-to-date, eg risk register, programme up dates and discussion board etc. Information Governance Policies must be observed as sensitive data and information will be handled through the SDBs. Third parties involved in the work of SDBs and/or associated projects must be asked to sign a confidentiality form, a library of which will be maintained by the Information Governance Team Version control has been built into the electronic process for document management and follows the version control system set out in the records management policy. The first draft version of any document is v0.1. Once changes are made the next version of the draft becomes v0.2. The reference for the completed document is v1. When a document is reviewed the first working draft would be the document version number with the review number v1.1, amendments to this would progress to v1.2 etc until the review is completed and the revised document completed. At this stage the document would become v2.

4.3 Programme Approval The Senior Responsible Owner is accountable for the decisions made within

a programme, however, programme approval is required from the Executive Team. This is to ensure that strategic alignment between the Executive Directors is robust.

The Executive Team must approve:

Programme Mandate SDB Terms of Reference


Programme Plan o Benefits Map o Project Dossier o Programme Budget

4.4 Project Documentation

All project documentation is standardised and managed through the portfolio office. All project documents relating to each SBD will be available through Sharepoint. Version control is incorporated by the system and must be used by project and programme managers to ensure that all staff are working to the current version. The documents required at the various stages of a project are set out in 5 NHS Milton Keynes Project Approach.

4.5 Project Approval Approval for all projects must be given by the SDB Senior Responsible Owner

Processes for project approval has been built in as an automated process within project templates on Sharepoint.

Projects may be proposed by NHS Milton Keynes, local providers or planning

groups. Submitted project proposals will be automatically emailed to the relevant SRO for approval. Approval will be based on consideration of strategic fit, the benefits to be realised, timescales and cost. From 2010 this will be the process for third parties to submit Strategic Delivery Opportunities requests for the Operating Plan review.

Funding for initiatives arising from projects that are above delegated limits

must be secured by submitting a detailed Business Cases to the Executive Team.

Approval to commit significant resources or implement significant change

within high risk projects must go through a local Gateway Review. The Gateway Review will be coordinated by the Portfolio Office.

4.6 Communication There are two aspects to communication that need to be addressed within the

context of Programme and Project Management:

Communication to external stakeholders. The exchange of information and data between the Sponsoring Group,

SDBs, and the component Projects. This information needs to be accurate, precise, and honest; it must give equal weight to good and bad news, so that the right decisions for the Programme and its Projects can be made.

4.6.1 Communications Strategy and Stakeholder Engagement Strategy

The Communication Strategy is separate from the transfer of information and data between the different elements of the portfolio office, sponsoring group, SDBs and related projects. This document will be produced by and is the responsibility of the Communication Manager, in consultation with the


Sponsoring Group. This aspect of communication is as important as the transfer of information described in more detail below, but it is different and needs to be managed differently. It is through the communication strategy that the culture of the Strategic Delivery Model can be nurtured, a culture in which real successes and achievements throughout transformation and its Projects should be recognised and acknowledged; the tools of this strategy should assist the motivation of all stakeholders in their contribution or support to the SDBs.

4.6.2 Internal Communicating and Reporting THE EXECUTIVE TEAM (SPONSORING GROUP) INFORMATION REQUIREMENT

The Executive Team are responsible for aligning strategic thinking, agreeing business priorities and managing corporate risk. To enable them to do this effectively the following information will be provided with a Highlight Report from each SDB and Programme Board on a monthly basis. The SROs is accountable for the Highlight Report which will be prepared and supported by the Programme Manager and Portfolio Office.

This will allow the Executive Team to consider and agree action on: Actions to mitigate high risks Organisational priorities Pace setting Managing partnerships Organisational finances Delivery of the corporate objectives

THE EXECUTIVE TEAM (SPONSORING GROUP) INFORMATION OUTPUT The Executive Team are responsible for issuing programme mandates, setting the governance framework and agreeing programme constraints and tolerances. The Executive Team will communicate with the SRO’s and respective SDB/Programme Boards the: Strategic goals Set Programme Budgets Approved governance strategies and policies Organisational priorities External influencing factors and directives.

STRATEGIC DELIVERY BOARD INFORMATION REQUIREMENT The flow of information and data between the SDB and Project Boards and officials must be effective and credible for the successful implementation of the Strategic Delivery Model and the generation of the full benefits from that programme. Equally, it is also essential that the information flow is in both directions, and that both SDBs and Project Boards are mindful of their responsibilities to inform their subordinate bodies, officials and when relevant, stakeholders, of the outcomes of their meetings and deliberations. See diagram below. The SDB needs to be presented with all the data and information that they need first to ensure that they can be satisfied that the progress of the programme is to time, cost and quality, and second that they are able to make all necessary decisions without further reference. This means that the Programme Manager should provide the following to each member of the SDB at least 5 days before any programmed meeting:


All up-to-date financial data relating to the programme and its component projects.

A Highlight Report, containing relevant high level information gleaned from the Project Highlight Reports as relevant to the SDB from the Programme Manager.

Any Exception Reports referred from the projects or raised by the Business Change or Programme Manager.

Any Issues requiring resolution that need to be raised to Programme Board level.

Any emergent risks or change to risk status identified in the updated Risk Register.

Any proposed changes that will cause programme level deviations in cost, timeliness, quality, scope, benefit or risk

STRATEGIC DELIVERY BOARD INFORMATION OUTPUT After each meeting of the Programme Board, whether scheduled, extra-ordinary, or virtual (i.e. an urgent discussion conducted electronically), the SRO must ensure that the following is communicated to the Programme Manager who will then communicate the following to the Project Owners and Project Managers:

Programme Board decisions on any issues raised to them from the

Project Boards. A brief on any emergent strategic risks that could affect the Programme or

its component Strand Projects; with an assessment of the Programme level strategy for managing that risk.

Any strategic issues identified by the SDB that could affect more than 1 of the Projects.

Any changes in the tolerances allowed to Project Owners for timeliness, cost, or quality of their Projects.

Any lessons that could be learned by Projects from SDB or Project successes or failures.

Any changes decided by the SDB that could affect the costs/budgets, the timing or the quality of any of the Projects.

Issues for inclusion in a Communication to Stakeholders (see Para 4.6.1 above)

PROJECT BOARD/OWNER INFORMATION REQUIREMENT Project Managers will need to provide the following information to Project Board Members or Project Owner:

A Highlight Report, including latest financial information available. Exception Reports if appropriate Issue Report if appropriate An updated Risk Register, with changes to the status of existing risks or

emergent risks highlighted. An updated Project Plan with a forecast of milestones expected for the

period until the next scheduled Project Board. Any Change Requests which, together with some form of cost/benefit

analysis, must include an assessment of the impact of the change in terms of time, resources, product quality, and the interaction with other aspects of the Projects.


PROJECT BOARD/OWNER INFORMATION OUTPUT At the end of each Project Board, and in any event not less than 10 working days before each SDB Meeting, Project Managers acting on behalf of their Project Owners need to forward the following to the Portfolio Office:

Highlight Report as amended after discussion between Project Owner and

Project Board. An Exception Report for exceptions that have not been resolved at Project

Board level. Any Issue Report for issues that have not been resolved at Project Board

level. Any emergent risks or changes to risk status that needs to be brought to

SDBs attention. Any Change Requests that the Project Board consider is worthy of

consideration at SDB level and is beyond their capacity or tolerance to approve.

Lessons learned from the completion of a Project or Project phase for wider dissemination through the Programme/Portfolio.

5 NHS MK PROJECT APPROACH

The NHS MK Project Approach provides a set standard of working and gives all staff of NHS MK a common understanding and language for use when delivering projects across the organisation. By equipping our staff with these skills the organisational capability is increased and drives higher standards of work. The NHS MK Project Approach embeds a culture of learning and development and aims to: Embed a common approach and language in the organisation Improve the effective delivery of change within the organisation

This approach has been developed for staff that are:

Managing projects Delivering projects Members of the project board Involved in projects

Level Phase Documentation Required OUTSIDE OF PROGRAMME

Individual(s) prepare a ‘Project Proposal Document’ (expression of interest) and Risk Assessment Framework goes to SRO for approval.

PROGRAMME

Pre Start Appoint Project Owner and provide them with a Project Brief Project Brief is used to provide a full and firm foundation for the initiation of the project Project Owner confirms the appointment


of the Project Manager PROJECT

Initiation Business Case is developed once the SRO has formally approved the project. The business case will expand on the information contained within the Project Brief and contain a full options appraisal Risks / Issues are identified and entered in to the Registers. All risks and issues are managed and formal trust procedures are followed. Project Plan usually produced within Microsoft Project Professional as this will be compatible with the Project and Portfolio Server software used in the Portfolio Office Project Initiation Documents (PID) is developed before the project moves into the Delivery Phase. At this point the project has not yet started. The PID is used by the Strategic Delivery Board to formally approve the Delivery Phase of the project. The PID is an assembly of the Business Case, Project Plan, Risks/Issues etc. For small sized projects it may not be necessary to assemble a PID. In this instance a Work Package may be sufficient.

Delivery When approving the PID the Strategic Delivery Board will set the frequency of Highlight Reports. Highlight Report is produced by the Project Manager and sent to the Project Board who review and send onto the Strategic Delivery Board by the Project Owner. Exception Report is used by the Project Manager when the project’s tolerances are forecast to exceed. The Exception Report will contain the Project Managers recommendations for corrective action, reviewed by the Project Board and is escalated the Strategic Delivery Board by the Project Owner. UPDATE Project Plan with any new tasks that have been identified, tasks that have been completed or any slippage in milestonesUPDATE Risks / Issues to ensure proper management and escalation of risks and issues

Close End Project Report is produced which compared to the PID Lessons Learned is produced at the end of the project. It is used to pass on any lessons that can be usefully applied to other projects or the programme. Lessons learned can be either good or bad.


End Project Notification is a formal communication to all of the relevant stakeholders that the project has come to an end.

5.1 The NHS MK Project Approach - Work Flow

5.2 Project Risk Level

Each new project will be assessed against given criteria to establish whether the project is high, medium or low risk. The project risk level will reflect the complexity, financial scope and strategic benefits of a project and will influence the controls to ensure safe delivery.

5.3 The Project Structure

The project structure is fundamental to the delivery of every project.

Many projects will not require all of the elements of a typical project structure and it may be that multiple roles can be fulfilled by the project owner. All projects assessed as being high risk will have the formal project management structure below.


Formal Project Structure

All strategic decisions within the project are made by the project board. The project board consist of 3 roles:

Project Owner Senior User Senior Supplier

The project board members must have the authority to make decisions and commit resources.

5.3.1 The Project Owner (an SDB/programme board Business Change Manager)

is accountable for the project and is supported by the Senior User and Senior Supplier. The Owner is the key decision maker, as the project board is not a democracy controlled by votes.

The Owners role is to ensure the project is focused throughout its life on achieving its objectives and remains aligned with the Strategic Goals delivering products that will achieve the forecast benefits. The Owner also needs to ensure that the project gives value for money, ensuring a cost-conscious approach to the project, balancing the demands of the business, user and supplier. The Owner is appointed by the Strategic Delivery Boards (Programme Board) during the pre-project phase.


5.3.2 The Senior User is accountable for specifying the needs of those who will

use the projects products. The role represents the interest of all those who will use the projects products, those for whom the products will achieve an objective, or those who use the products to deliver a business benefit. The Senior User in collaboration with the Project Owner specifies the benefits. A Senior User may then be responsible for measuring the benefits that formed the basis of the project approval. This is likely to involve a commitment beyond the end of the projects life.

5.3.3 The Senior Supplier(s) represents the interests of those designing, developing, facilitating, procuring and implementing the projects products. The role is accountable for the quality of products delivered by the supplier(s) and is also responsible for the technical integrity of the project. This role will include providing supplier resources to the project and ensuring that proposals for designing and developing the products are feasible and realistic.

5.3.4 The Project Manager is the single focus for day to day management of a project. The Project Manager has the authority to run the project on behalf of the Project Board within the constraints laid down by the project board. The Project Manager manages the Team Managers and Project Support, and is responsible for liaison with Project Assurance and the Project board.

5.3.5 Chief Executive Office consists of all the internal teams and departments

within NHS Milton Keynes. This gives the Portfolio Director the power to assign resources across the portfolio depending on the greatest need. The departments, and department heads and managers will support projects where they can. The table below details the Directors, Heads and Managers for each department. The Directors numbers will go through to their PA’s

Department Key Staff Contact Details Clinical Standards

Director: Gillian Prager Manager: Alison Jamson

t. 01908 278734 (PA) t. 01908 278682

Communications and Engagement

Director: Gill Prager Manager: Chris Knibb

t. 01908 278734 (PA) t. 01908 278694 m. 07500 226933

Contracts Director: Clive Brookes Manager: Claire Weston Manager: Anne-Marie Frost

t. 01908 278763 t. 01098 278710 t. 01908 278688

Estates Director: Graham Ball Manager: Beryl Anderson Manager: Andy Peedle

t. 01908 278709 (PA) t. 01908 214240 t. 01908 278684 m. 07717 450588

Finance Director: Graham Ball Manager: Wendy Rowlands

t. 01908 278709 (PA) t.01908 278765

Health:MK Director: Jeannie Ablett Director: John Parnell

t. 01908 340975

HR Director: Gill Prager Manager: Raffelina Huber

t. 01908 278734 (PA) t. 01908 278750

Information Director: Tina Kenny Manager: Janet Westcott

t. 01908 278712 (PA) t. 01908 278715

Information Governance

Director: Graham Ball Manager: Karen Richards

t. 01908 278709 (PA) t. 01908 278723

Information Director: Tina Kenny t. 01908 278712 (PA)


Technology Manager: Janet Westcott t. 01908 278715 Knowledge Management

Director: Dr Nick Hicks Manager: Sue Lacy-Bryant

t. 01908 278759 (PA) t. 01908 278761

Performance Director: Graham Ball Deputy Director: John Lee-Thompson

t. 01908 278709 (PA) t. 01908 278720

Pharmacy Director: Gill Prager Manager: Janet Corbett

t. 01908 278734 (PA) t. 01908 278713

Portfolio Office Director: Graham Ball Manager: Pam Tresise

t. 01908 278709 (PA) t. 01908 278747 m. 07867 905848

Programme / Project Management

Director: Graham Ball Manager: Andy Peedle

t. 01908 278709 (PA) t. 01908 278684 m. 07717 450588

Public Health Director: Dr Nick Hicks Deputy Director: Dr Diane Gray Head Of Planning: Alison Joyner Head of Children’s Planning: Lucy Hubber Consultant: Dr Ivo Haest (Knowledge) Consultant: Dr Marianne Vinson (Pathways) Consultant: Sue Frossell (Protection) Consultant: Dr Sandra White (Dental)

t. 01908 278759 (PA) t. 01908 278759 (PA) t. 01908 278683 t. 01908 278733 t. 01908 278711 t. 01908 278736 t. 01908 278758 t. 01908 278753

6 TRAINING

The Portfolio Manager is responsible for completing a Strategic Delivery Model training needs assessment and developing a training programme to meet the identified needs. Some of the training will be provided in house while some will be procured from external sources. The Portfolio Manager is responsible for reviewing the training needs analysis and training programme on an annual basis.

The level of project management training required to manage each project will be determined by the risk level assigned to each project on approval.

NHS MK Project Approach (1 day overview training session aimed at

Project/Programme staff) all staff involved in the projects/programmes should attend this session. Also allows staff to run low risk (green) projects.

PRINCE2 (3 day external/internal training session with Foundation exam).

Not all staff will automatically qualify for this training so the following criteria must be met:

o Project risk rating is amber o More than 2 projects in progress at the same time

PRINCE2 (5 day external/internal Foundation training and exam PLUS 2

day external/internal training session with Practitioner exam). Not all staff will automatically qualify for this training so the following criteria must be met:

o Project risk rating is red o Running multiple complex projects


7 ASSURANCE 7.1 Dashboard reports The Portfolio Office will produce monthly dashboard reports for the Executive

Team. An approved dashboard report will be presented by the Portfolio Director at each Board meeting

7.2 Local Gateway Reviews

Non Executive Director involvement in the Strategic Delivery Model is through Local Gateway Reviews. Gateway Reviews can be used as an assurance process in Programme Management and is mandated for all for all UK government high-risk or complex programmes and projects such as establishing LIFT companies. Local Gateway Reviews are used within the NHS Milton Keynes Strategic Delivery Model to give board assurance and it is used to provide a valuable additional perspective on the issues facing the executive team and challenge to the robustness of plans and processes. The process will be coordinated by the Portfolio Office.

7.3 Internal Audit The governance arrangement and internals controls will be subject to internal

audit and reported to the Audit Committee 7.4 Comprehensive Area Assessments The implementation of the Strategic Delivery Model and delivery of the

strategic goals will be subject to the CAA process 7.5 World Class Commissioning

The implementation of the Strategic Delivery Model and delivery of the strategic goals will demonstrate NHS Milton Keynes compliance with World Class Commissioning requirements and competencies. The Portfolio Office (with support from the Programme Managers) will be able to provide live evidence to support the self assessment process.


8 GLOSSARY A Acceptance The formal act of acknowledging that the project has met agreed acceptance criteria and thereby met the requirements of its stakeholders. Acceptance criteria A prioritized list of criteria that the project product must meet before the customer will accept it, i.e. measurable definitions of the attributes required for the set of products to be acceptable to key stakeholders. Activity A process, function or task that occurs over time, has recognizable results and is managed. It is usually defined as part of a process or plan. Approval The formal confirmation that a product is complete and meets its requirements (less any concessions) as defined by its Product Description. Approver The person or group (e.g. a Project Board) who is identified as qualified and authorized to approve a (management or specialist) product as being complete and fit for purpose. Assumption A statement that is taken as being true for the purposes of planning, but which could change later. An assumption is made where some facts are not yet known or decided, and is usually reserved for matters of such significance that, if they change or turn out not to be true, there will need to be considerable replanning. Assurance All the systematic actions necessary to provide confidence that the target (system, process, organization, programme, project, outcome, benefit, capability, product output, deliverable) is appropriate. Appropriateness might be defined subjectively or objectively in different circumstances. The implication is that assurance will have a level of independence from that which is being assured. See also 'Project Assurance' and 'quality assurance'. Authority The right to allocate resources and make decisions (applies to project, stage and team levels). Authorization The point at which an authority is granted. B Baseline


Reference levels against which an entity is monitored and controlled. Baseline management product A type of management product that defines aspects of the project and, once approved, is subject to change control. Benefit The measurable improvement resulting from an outcome perceived as an advantage by one or more stakeholders. Benefits Review Plan A plan that defines how and when a measurement of the achievement of the project's benefits can be made. If the project is being managed within a programme, this information may be created and maintained at the programme level. Benefits tolerance The permissible deviation in the expected benefit that is allowed before the deviation needs to be escalated to the next level of management. Benefits tolerance is documented in the Business Case. See also 'tolerance'. Business Case The justification for an organizational activity (project), which typically contains costs, benefits, risks and timescales, and against which continuing viability is tested. C Centre of excellence A corporate coordinating function for portfolios, programmes and projects providing standards, consistency of methods and processes, knowledge management, assurance and training. Change Authority A person or group to which the Project Board may delegate responsibility for the consideration of requests for change or off-specifications. The Change Authority may be given a change budget and can approve changes within that budget. Change budget The money allocated to the Change Authority available to be spent on authorized requests for change. Change control The procedure that ensures that all changes that may affect the project's agreed objectives are identified, assessed and either approved, rejected or deferred. Checkpoint A team-level, time-driven review of progress. Checkpoint Report A progress report of the information gathered at a checkpoint, which is given by a team to the Project Manager and which provides reporting data as defined in the Work Package. Closure notification Advice from the Project Board to inform all stakeholders and the host sites that the project resources can be disbanded and support services, such as space, equipment


and access, demobilized. It should indicate a closure date for costs to be charged to the project. Closure recommendation A recommendation prepared by the Project Manager for the Project Board to send as a project closure notification when the board is satisfied that the project can be closed. Communication Management Strategy A description of the means and frequency of communication between the project and the project's stakeholders. Concession An off-specification that is accepted by the Project Board without corrective action. Constraints The restrictions or limitations that the project is bound by. Contingency Something that is held in reserve typically to handle time and cost variances, or risks. PRINCE2 does not advocate the use of contingency because estimating variances are managed by setting tolerances, and risks are managed through appropriate risk responses (including the fallback response that is contingent on the risk occurring). Cost tolerance The permissible deviation in a plan's cost that is allowed before the deviation needs to be escalated to the next level of management. Cost tolerance is documented in the respective plan. See also 'tolerance'. Customer The person or group who commissioned the work and will benefit from the end results. Customer’s quality expectations A statement about the quality expected from the project product captured in the Project Product Description. D Daily Log Used to record problems/concerns that can be handled by the Project Manager informally. Deliverable See 'output'. Dependencies (plan) The relationship between products or activities. For example, the development of Product C cannot start until Products A and B have been completed. Dependencies can be internal or external. Internal dependencies are those under the control of the Project Manager. External dependencies are those outside the control of the Project Manager – for example, the delivery of a product required by this project from another project. Dis-benefit


An outcome that is perceived as negative by one or more stakeholders. It is an actual consequence of an activity whereas, by definition, a risk has some uncertainty about whether it will materialize. E End Project Report A report given by the Project Manager to the Project Board, that confirms the handover of al l products and provides an updated Business Case and an assessment of how well the project has done against the original Project Initiation Documentation. Exception A situation where it can be forecast that there will be a deviation beyond the tolerance levels agreed between Project Manager and Project Board (or between Project Board and corporate or programme management). Exception Plan This is a plan that often follows an Exception Report. For a Stage Plan exception, it covers the period from the present to the end of the current stage. If the exception were at project level, the Project Plan would be replaced. Exception Report A description of the exception situation, its impact, options, recommendation and impact of the recommendation. This report is prepared by the Project Manager for the Project Board. Executive The single individual with overall responsibility for ensuring that a project meets its objectives and delivers the projected benefits. This individual should ensure that the project maintains its business focus, that it has clear authority, and that the work, including risks, is actively managed. The Executive is the chair of the Project Board. He or she represents the customer and is responsible for the Business Case. F Follow-on action recommendations Recommended actions related to unfinished work, ongoing issues and risks, and any other activities needed to take a product to the next phase of its life. These are summarized and included in the End Stage Report (for phased handover) and End Project Report. G Governance (corporate) The ongoing activity of maintaining a sound system of internal control by which the directors and officers of an organization ensure that effective management systems, including financial monitoring and control systems, have been put in place to protect assets, earning capacity and the reputation of the organization. Governance (project)


Those areas of corporate governance that are specifically related to project activities. Effective governance of project management ensures that an organization's project portfolio is aligned to the organization's objectives, is delivered efficiently and is sustainable. H Highlight Report A time-driven report from the Project Manager to the Project Board on stage progress. I Initiation stage The period from when the Project Board authorizes initiation to when they authorize the project (or decide not to go ahead with the project). The detailed planning and establishment of the project management infrastructure is covered by the Initiating a Project process. Issue A relevant event that has happened, was not planned, and requires management action. It can be any concern, query, request for change, suggestion or off specification raised during a project. Project issues can be about anything to do with the project. Issue Register A register used to capture and maintain information on all of the issues that are being managed formally. The Issue Register should be monitored by the Project Manager on a regular basis. Issue Report A report containing the description, impact assessment and recommendations for a request for change, off specification or a problem/concern. It is only created for those issues that need to be handled formally. L Lessons log An informal repository for lessons that apply to this project or future projects. Lessons Report A report that documents any lessons that can be usefully applied to other projects. The purpose of the report is to provoke action so that the positive lessons from a project become embedded in the organization's way of working and that the organization is able to avoid the negative lessons on future projects. Logs Informal repositories managed by the Project Manager that do not require any agreement by the Project Board on their format and composition. PRINCE2 has two logs: the Daily Log and the Lessons Log. M Milestone


A significant event in a plan's schedule, such as completion of key Work Packages, a technical stage, or a management stage. O Operational and maintenance acceptance A specific type of acceptance by the person or group who will support the product once it is handed over into the operational environment. Outcome The result of change, normally affecting real-world behaviour and/or circumstances. Outcomes are desired when a change is conceived. They are achieved as a result of the activities undertaken to effect the change. Output A specialist product that is handed over to a user(s). Note that management products are not outputs but are created solely for the purpose of managing the project. P Performance targets A plan's goals for time, cost, quality, scope, benefits and risk. Plan A detailed proposal for doing or achieving something which specifies the what, when, how and by whom. In PRINCE2 there are only the following types of plan: Project Plan, Stage Plan, Team Plan, Exception Plan and Benefits Review Plan. Planned closure The PRINCE2 activity to close a project. Portfolio All the programmes and stand-alone projects being undertaken by an organization, a group of organizations, or an organizational unit. Premature closure The PRINCE2 activity to close a project before its planned closure. The Project Manager must ensure that work in progress is not simply abandoned, but that the project salvages any value created to date, and checks that any gaps left by the cancellation of the project are raised to corporate or programme management. Prerequisites (plan) Any fundamental aspects that must be in place, and remain in place, for a plan to succeed. Problem/concern A type of issue (other than a request for change or off specification) that the Project Manager needs to resolve or escalate. Product An input or output, whether tangible or intangible, that can be described in advance, created and tested. PRINCE2 has two types of products – management products and specialist products. Product breakdown structure


A hierarchy of all the products to be produced during a plan. Programme A temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organization's strategic objectives. A programme is likely to have a life that spans several years. Project A temporary organization that is created for the purpose of delivering one or more business products according to an agreed Business Case. Project approach A description of the way in which the work of the project is to be approached. For example, are we building a product from scratch or buying in a product that already exists? Project Assurance The Project Board's responsibilities to assure itself that the project is being conducted correctly. The Project Board members each have a specific area of focus for Project Assurance, namely business assurance for the Executive, user assurance for the Senior User(s), and supplier assurance for the Senior Supplier(s). Project authorization notification Advice from the Project Board to inform all stakeholders and the host sites that the project has been authorized and to request any necessary logistical support (e.g. communication facilities, equipment and any project support) sufficient for the duration of the project. Project Proposal Document Statement that describes the purpose, cost, time and performance requirements, and constraints for a project. It is created pre-project during the pre Project phase and is used during the Initiating a Project process to create the Project Initiation Documentation and its components. It is superseded by the Project Initiation Documentation and not maintained. Project Initiation Documentation A logical set of documents that brings together the key information needed to start the project on a sound basis and that conveys the information to all concerned with the project. Project lifecycle The period from the start-up of a project to the acceptance of the project product. Project management The planning, delegating, monitoring and control of all aspects of the project, and the motivation of those involved, to achieve the project objectives within the expected performance targets for time, cost, quality, scope, benefits and risks. Project management team The entire management structure of the Project Board, and Project Manager, plus any Team Manager, Project Assurance and Project Support roles. Project management team structure


An organization chart showing the people assigned to the project management team roles to be used, and their delegation and reporting relationships. Project Manager The person given the authority and responsibility to manage the project on a day-to-day basis to deliver the required products within the constraints agreed with the Project Board. Project mandate An external product generated by the authority commissioning the project that forms the trigger for Starting up a Project. Project Plan A high-level plan showing the major products of the project; when they will be delivered and at what cost. An initial Project Plan is presented as part of the Project Initiation Documentation. This is revised as information on actual progress appears. It is a major control document for the Project Board to measure actual progress against expectations. Project Product Description A special type of Product Description used to gain agreement from the user on the project's scope and requirements, to define the customer's quality expectations, and to define the acceptance criteria for the project. Project Support An administrative role in the project management team. Project Support can be in the form of advice and help with project. Management tools, guidance, administrative services such as filing, and the collection of actual data. Q Quality The totality of features and inherent or assigned characteristics of a product, person, process, service and/or system that bears on its ability to show that it meets expectations or satisfies stated needs, requirements or specifications. Quality assurance An independent check that products will be fit for purpose or meet requirements. Quality control The process of monitoring specific project results to determine whether they comply with relevant standards and of identifying ways to eliminate causes of unsatisfactory performance. Quality criteria A description of the quality specification that the product must meet, and the quality measurements that will be applied by those inspecting the finished product. Quality inspection A systematic, structured assessment of a product carried out by two or more carefully selected people (the review team) in a planned, documented and organized fashion. Quality management The coordinated activities to direct and control an organization with regard to quality.


Quality Management Strategy A strategy defining the quality techniques and standards to be applied, and the various responsibilities for achieving the required quality levels, during a project. Quality management system The complete set of quality standards, procedures and responsibilities for a site or organization. In the project context, 'sites' and 'organizations' should be interpreted as the permanent or semi-permanent organization(s) sponsoring the project work, i.e. they are 'external' to the project's temporary organization. A programme, for instance, can be regarded as a semi-permanent organization that sponsors projects - and it may have a documented quality management system. Quality records Evidence kept to demonstrate that the required quality assurance and quality control activities have been carried out. Quality Register A register containing summary details of all planned and completed quality activities. The Quality Register is used by the Project Manager and Project Assurance as part of reviewing progress. Quality review See 'quality inspection'. Quality tolerance The tolerance identified for a product for a quality criterion defining an acceptable range of values. Quality tolerance is documented in the Project Product Description (for the project-level quality tolerance) and in the Product Description for each product to be delivered. R Reduce (risk response) A response to a risk where proactive actions are taken to reduce the probability of the event occurring by performing some form of control, and/or to reduce the impact of the event should it occur. Registers Formal repositories managed by the Project Manager that require agreement by the Project Board on their format, composition and use. PRINCE2 has three registers: Issue Register, Risk Register and Quality Register. Reject (risk response) A response to a risk (opportunity) where a conscious and deliberate decision is taken not to exploit or enhance an opportunity, having discerned that it is more economical to do so than to attempt a risk response action. The opportunity should continue to be monitored. Reports Management products providing a snapshot of the status of certain aspects of the project. Request for change A proposal for a change to a baseline. It is a type of issue.


Residual risk The risk remaining after the risk response has been applied. Responsible authority The person or group commissioning the project (typically corporate or programme management) who has the authority to commit resources and funds on behalf of the commissioning organization. Reviewer A person or group independent of the producer who assesses whether a product meets its requirements as defined in its Product Description. Risk An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. A risk is measured by a combination of the probability of a perceived threat or opportunity occurring, and the magnitude of its impact on objectives. Risk Management Strategy A strategy describing the goals of applying risk management, as well as the procedure that will be adopted, roles and responsibilities, risk tolerances, the timing of risk management interventions, the tools and techniques that will be used, and the reporting requirements. Role description A description of the set of responsibilities specific to a role. S Schedule Graphical representation of a plan (for example, a Gantt chart), typically describing a sequence of tasks, together with resource allocations, which collectively deliver the plan . In PRINCE2, project activities should only be documented in the schedules associated with a Project Plan, Stage Plan or Team Plan. Actions that are allocated from day-to-day management may be documented in the relevant project log (i.e. Risk Register, Daily Log, Issue Register, Quality Register) if they do not require significant activity. Scope For a plan, the sum total of its products and the extent of their requirements. It is described by the product breakdown structure for the plan and associated Product Descriptions. Scope tolerance The permissible deviation in a plan's scope that is allowed before the deviation needs to be escalated to the next level of management. Scope tolerance is documented in the respective plan in the form of a note or reference to the product breakdown structure for that plan. See 'tolerance'. Senior Responsible Owner A UK government term for the individual responsible for ensuring that a project or programme of change meets its objectives and delivers the projected benefits. The person should be the owner of the overall business change that is being supported by the project. The Senior Responsible Owner (SRO) should ensure that the change maintains its business focus, that it has clear authority, and that the context, including


risks, is actively managed. This individual must be senior and must take personal responsibility for successful delivery of the project. The SRO should be recognized as the owner throughout the organization. The SRO appoints the project's Executive (or in some cases may elect to be the Executive). Senior Supplier The Project Board role that provides knowledge and experience of the main discipline(s) involved in the production of the project's deliverable(s). The Senior Supplier represents the supplier interests within the project and provides supplier resources. Senior User The Project Board role accountable for ensuring that user needs are specified correctly and that the solution meets those needs. Sponsor The main driving force behind a programme or project. PRINCE2 does not define a role for the sponsor, but the sponsor is most likely to be the Executive on the Project Board, or the person who has appointed the Executive. Stage See 'management stage' or 'technical stage'. Stakeholder Any individual, group or organization that can affect, be affected by, or perceive itself to be affected by, an initiative (programme, project, activity, risk)'. Start-up The pre-project activities undertaken by the Executive and the Project Manager to produce the outline Business Case, Project Brief and Initiation Stage Plan. Strategy An approach or line to take, designed to achieve a long-term aim. Strategies can exist at different levels - at the corporate, programme and project level. At the project level, PRINCE2 defines four strategies: Communication Management Strategy, Configuration Management Strategy, Quality Management Strategy and Risk Management Strategy. Supplier The person, group or groups responsible for the supply of the project's specialist products. T Team Manager The person responsible for the production of those products allocated by the Project Manager (as defined in a Work Package) to an appropriate quality, timescale and at a cost acceptable to the Project Board . This role reports to, and takes direction from, the Project Manager. If a Team Manager is not assigned, then the Project Manager undertakes the responsibilities of the Team Manager role. Tolerance The permissible deviation above and below a plan’s target for time and cost without escalating the deviation to the next level of management. There may also be


tolerance levels for quality, scope, benefit and risk. Tolerance is applied at project, stage and team levels. Tranche A programme management term describing a group of projects structured around distinct step changes in capability and benefit delivery. U User acceptance A specific type of acceptance by the person or group who will use the product once it is handed over into the operational environment. User The person or group who will use one or more of the project's products. V Variant A variation on a baselined product. For example, an operations manual may have an English variant and a Spanish variant. Version A specific baseline of a product. Versions typically use naming conventions that enable the sequence or date of the baseline to be identified. For example, Project Plan version 2 is the baseline after Project Plan version 1. W Work Package The set of information relevant to the creation of one or more products. It will contain a description of the work, the Product Description(s), details of any constraints on production, and confirmation of the agreement between the Project Manager and the person or Team Manager who is to implement the Work Package that the work can be done within the constraints.