Code of Practice for Programme Management in the Built Environment

✍ Scribed by CIOB (The Chartered Institute of Building)

• Publisher: Wiley-Blackwell
• Year: 2024
• Tongue: English
• Leaves: 193
• Edition: 2
• Category: Library

✦ Synopsis

CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT

Manage a construction programme from start to finish with this up-to-date guide

The maturation and proliferation of project management principles has been one of the most important stories in recent business history. So widely has project management spread throughout the corporate world that it has now given way to a similar discipline, programme management, designed to align, coordinate and manage a number of related projects as a whole. In the construction industry particularly, programme management can deliver benefits that would not have been possible to realise had individual projects been managed independently.

Produced by the Chartered Institute of Building (CIOB), the revised Code of Practice for Programme Management in the Built Environment provides a comprehensive overview of the tools required to deliver such benefits, and how they are applied in construction programmes. A natural complement to the CIOB’s popular Code of Practice for Project Management for the Built Environment, it is now fully updated to reflect new insights and best practices.

Readers of the second edition of Code of Practice for Programme Management in the Built Environment will find:

• Theoretical and practical insights derived from research and experience
• Coverage of setting up programmes successfully so that teams feel confident to deliver the final outcome
• Guidelines for implementing programme management for the built environment

Code of Practice for Programme Management in the Built Environment is ideal for programme management and project management professionals involved in this industry and in particular, contractors and client organisations, as well as for advanced undergraduate and postgraduate students in construction project management and other related disciplines.

The Chartered Institute of Building is the world’s largest professional body for construction management and leadership. It has a Royal Charter to promote the science and practice of building and construction for the benefit of society. Members across the world work in the development, conservation, and improvement of the built environment.

✦ Table of Contents

Cover
Title Page
Copyright
Contents
Foreword
Acknowledgements
List of Figures
Working Group (WG) of the Code of Practice for Programme Management
Glossary
Chapter 1 Programme Management in Context
1.1 Introduction
1.1.1 Need for programme management in the built environment
1.1.2 Future programme management in the built environment
1.1.3 Core themes that must be integrated
1.1.4 Developing capability
1.1.5 Procuring value
1.1.6 Digitalisation, visualisation and data
1.1.7 Cultural identity and ethics
1.1.8 Sustainability and its governance
1.1.9 Platform thinking and modern methods of construction
1.2 Applying programme management in practice
1.2.1 Introduction to programme management
1.2.2 Types of programmes
1.2.3 Programme management process and stages
1.3 Programme organisation
1.3.1 Types of clients who may initiate programmes
1.3.2 Key programme management roles
1.3.3 Programme sponsor
1.3.4 Programme sponsor's board
1.3.5 Programme manager
1.3.6 Programme management board
1.3.7 Programme management office
1.3.8 Wider programme management team
1.3.9 Stakeholders
1.3.10 Portfolio management
Chapter 2 Stage A: Inception
2.1 Purpose of this stage
2.2 Key activities of this stage
2.2.1 Vision statement
2.2.2 Programme mandate
2.2.3 Managing strategic change
2.3 Key roles and responsibilities of this stage
2.3.1 Client organisation
2.3.2 Business partners and funders
2.3.3 Programme sponsor
2.3.4 Programme sponsor's board
Chapter 3 Stage B: Initiation
3.1 Purpose of this stage
3.2 Key activities of this stage
3.2.1 Programme brief
3.2.2 Programme business case
3.2.3 Benefits management
3.2.4 Feasibility study
3.2.5 Funding arrangements
3.3 Key roles and responsibilities of this stage
3.3.1 Programme sponsor's board
3.3.2 Programme business change manager
3.3.3 Programme manager
Chapter 4 Stage C: Definition
4.1 Purpose of this stage
4.2 Key activities at this stage
4.2.1 Benefits profiles
4.2.2 Scope definition
4.2.3 Scope of undertaking
4.2.4 Stakeholder analysis
4.2.5 Risk, opportunities, issues, assumptions and constraints
4.2.6 Programme timescale plan
4.2.7 Programme controls
4.2.8 Programme financial plan
4.2.9 Transition plan
4.2.10 Programme delivery plan
4.2.11 Establishing the programme organisation
4.2.12 Benefits management
4.2.13 Change management
4.2.14 Assurance and audits
4.2.15 Transition
4.2.16 Stakeholder analysis
4.2.17 External environment and relationships
4.2.18 Scope management
4.2.19 Risk management
4.2.20 Reference class forecasting
4.2.21 Programme schedule and risks
4.2.22 Programme governance
4.2.23 Issues management
4.2.24 Time scheduling
4.2.25 Financial management
4.2.26 Cost management
4.2.27 Change control
4.2.28 Information management
4.2.29 Integration
4.2.30 Communication management
4.2.31 Quality management
4.2.32 Procurement and commercial management
4.2.33 Resources management
4.2.34 Health and safety management
4.2.35 Sustainability/environmental management
4.3 Key roles and responsibilities of this stage
4.3.1 Programme sponsor's board
4.3.2 Programme sponsor
4.3.3 Business change manager
4.3.4 Benefits realisation manager
4.3.5 Programme manager
4.3.6 Programme financial manager
4.3.7 Programme management board
4.3.8 Stakeholder/communications manager
4.3.9 Programme management office
Chapter 5 Stage D: Implementation
5.1 Purpose of this stage
5.2 Key activities of this stage
5.2.1 Initiate projects
5.2.2 Performance monitoring and control
5.2.3 Reporting
5.2.4 Project closure
5.2.5 Construction procurement methods
5.2.6 Measuring progress
5.2.7 Data collection and analysis
5.2.8 Data management
5.2.9 Monitoring progress
5.2.10 Managing multiple projects
5.2.11 Reporting and forecasting
5.2.12 Programme delivery plan
5.2.13 Benefits management
5.2.14 Business case management
5.2.15 Performance monitoring, control and reporting
5.2.16 Correct use of graphics
5.2.17 Risk and issue management
5.2.18 Financial management
5.2.19 Change management
5.2.20 Time management
5.2.21 Information management
5.2.22 Stakeholder/communications management
5.2.23 Quality management
5.2.24 Procurement and commercial management
5.2.25 Health and safety management
5.2.26 Sustainability/environmental management
5.2.27 Transition management – projects closure
5.3 Key roles and responsibilities of this stage
5.3.1 Programme sponsor's board
5.3.2 Programme sponsor
5.3.3 Programme business change manager
5.3.4 Programme benefits realisation manager
5.3.5 Programme manager
5.3.6 Programme financial manager
5.3.7 Programme management board
5.3.8 Stakeholder/communications manager
5.3.9 Programme management office
5.3.10 Project management structures
5.3.11 Key points of contact
Chapter 6 Stage E: Benefits Realisation and Transition
6.1 Purpose of this stage
6.2 Key activities of this stage
6.2.1 Benefits review
6.2.2 Benefits realisation
6.2.3 Transition
6.2.4 Training and induction
6.2.5 Benefits management
6.2.6 Managing and realising benefits
6.2.7 Benefits and disbenefits
6.2.8 Benefits identification and mapping
6.2.9 Profiling benefits
6.2.10 Realising benefits
6.2.11 Reviewing and embedding
6.2.12 Communications
6.2.13 Sign‐off
6.2.14 Transition strategy and management
6.3 Key roles and responsibilities of this stage
6.3.1 Programme sponsor
6.3.2 Programme business change manager
6.3.3 Programme business realisation manager
6.3.4 Programme manager
6.3.5 Programme financial manager
6.3.6 Programme management office
6.3.7 Programme sponsor's board
Chapter 7 Stage F: Closure
7.1 Purpose of this stage
7.2 Key activities of this stage
7.2.1 Shutting down the programme
7.2.2 Disbanding the programme team
7.2.3 Programme closure
7.2.4 Preparing for closure
7.2.5 Programme review
7.2.6 Programme closure
7.2.7 Communications
7.2.8 Disband programme organisation and supporting functions
7.2.9 Sign‐off
7.3 Key roles and responsibilities of this stage
7.3.1 Programme sponsor's board
7.3.2 Programme sponsor
7.3.3 Programme business change manager
7.3.4 Programme manager
7.3.5 Programme financial manager
7.3.6 Stakeholder/communications manager
7.3.7 Programme management office
7.3.8 Health and safety manager
7.3.9 Sustainability manager
Appendix A Programme Delivery Matrix
A.1 Background
A.2 Use of the Programme Delivery Matrix
Appendix B Tools and Techniques
B.1 Background
B.1.1 Stage review process
B.1.2 Planning poker
B.1.3 Managing work products using agile methods
B.1.4 Managing the time schedule
B.1.5 Burndown charts
B.1.6 Media wall
B.1.7 Managing the programme scope
B.1.8 Three‐point estimating
B.1.9 Reference class forecasting – example
Appendix C Templates
C.1 Vision statement
C.1.1 Overview
C.1.2 Business context
C.1.3 Strategic need
C.1.4 Programme vision
C.1.5 Constraints and limitations
C.2 High‐level programme scope
C.3 Programme mandate
C.3.1 Business need/vision statement
C.3.2 Outcomes
C.3.3 Next steps
C.3.4 Sign‐off
C.4 Programme brief
C.4.1 Programme vision
C.4.2 Financial benefits
C.4.3 Non‐financial benefits
C.4.4 Disbenefits
C.4.5 Programme activity and projects
C.4.6 Quick wins
C.4.7 Key risks and issues
C.4.8 Financial information
C.4.9 Financial costs
C.4.10 Constraints
C.4.11 Assumptions
C.4.12 Programme capability
C.4.13 Sign‐off
C.5 Business case
C.5.1 Contents
C.5.2 Appendices
C.5.3 Executive summary
C.5.4 Strategic case
C.5.5 Economic case
C.5.6 Commercial case
C.5.7 Financial case
C.5.8 Management case
C.6 Monthly programme report
C.7 Programme highlight report
C.7.1 Programme Detail
C.8 Benefits profile
C.8.1 Sign‐off
C.9 Tracking benefits: benefits‐monitoring
C.10 Programme closure report
C.10.1 Context
C.10.2 Delivery
C.10.3 Benefits
C.10.4 Handover
C.10.5 Risks
C.10.6 Issues
C.10.7 Projects (optional section for premature closure only)
C.10.8 Lessons learned
C.10.9 Sign‐off
Appendix D Key Roles: Skills and Competencies
D.1 Programme manager
D.1.1 Main duties
D.1.2 Key competencies
D.1.3 Key criteria
D.2 Programme business change manager
D.2.1 Main duties
D.2.2 Key competencies
D.3 Programme benefits realisation manager
D.3.1 Main duties
D.3.2 Key competencies
D.4 Programme financial manager
D.4.1 Main duties
D.4.2 Key competencies
D.4.3 Key criteria
D.5 Head of programme management office
D.5.1 Main duties
D.5.2 Key competencies
D.5.3 Key criteria
D.6 Programme risk manager
D.6.1 Main duties
D.6.2 Key competencies
D.6.3 Key criteria
D.7 Programme scheduling manager
D.7.1 Main duties
D.7.2 Key criteria
D.8 Programme cost manager
D.8.1 Main duties
D.8.2 Key competencies
D.8.3 Key criteria
Bibliography
Past Working Group of the Code of Practice for Programme Management
Index
EULA