Title Details

The Chartered Institute of Building is at the heart of a management career in construction. It is the world's largest and most influential professional body for construction management and leadership, with a Royal Charter to promote the science and practice of building and construction for the benefit of society. With over 48,000 members worldwide, the CIOB is the international voice of the building professional.

Foreword ix

Acknowledgements xi

List of Figures xiii

Working Group (WG) of the Code of Practice for Programme Management xv

Summary of Key Terminology xvii

Introduction 1

Building information modelling (BIM) and programme management 4

Chapter 1 The Context of Programme Management 5

1.1 Definitions of projects, programmes and portfolios 5

1.2 Understanding programme management: is there a programme? 10

1.3 Programme management in the built environment 10

1.3.1 Corporate social responsibility (CSR) 12

1.3.2 Sustainability and the environmental mandates 13

1.3.3 Ethics in programmes: business and professional 13

1.3.4 Health and safety standards and requirements 13

1.4 Types of programmes 13

1.5 Range and scope of programmes 14

1.6 Need for programme management 15

1.7 Programme management process and stages 15

1.8 Programme organisation structure 18

1.8.1 Types of clients who may initiate programmes 18

1.8.2 Client organisation structure 20

1.8.3 Programme management structure 21

1.8.4 Business partners 23

1.8.5 Stakeholders 23

1.9 Portfolio management 25

Chapter 2 Stage A: Inception 27

2.1 Purpose of stage 27

2.2 Stage outline 27

2.3 Stage organisation structure 29

2.3.1 Stage structure and relationships 29

2.3.2 Stage roles of key participants 29

2.4 Programme management practices 31

2.4.1 Strategic change 31

2.4.2 Funding policy and strategy/arrangements 35

Chapter 3 Stage B: Initiation 37

3.1 Purpose of stage 37

3.2 Stage outline 37

3.3 Stage organisation structure 39

3.3.1 Stage structure and relationships 39

3.3.2 Stage roles of key participants 39

3.4 Programme management practices 42

3.4.1 Benefits management 42

3.4.2 Feasibility study 43

3.4.3 Funding arrangements 44

Chapter 4 Stage C: Definition 47

4.1 Purpose of stage 47

4.2 Stage outline 47

4.3 Stage organisation structure 52

4.3.1 Stage overall structure and relationships 52

4.3.2 Stage roles of key participants 52

4.3.3 External environment and relationships: mapping the landscape 57

4.4 Programme management practices 58

4.4.1 Scope management 58

4.4.2 Benefits management 60

4.4.3 Risk Management 60

4.4.4 Governance of programme management: steering for success 64

4.4.5 Issues management 67

4.4.6 Time scheduling 67

4.4.7 Financial management 68

4.4.8 Cost management 69

4.4.9 Change control 72

4.4.10 Information management 72

4.4.11 Communication/stakeholder management 75

4.4.12 Quality management 77

4.4.13 Procurement and commercial management 78

4.4.14 Health and safety management 80

4.4.15 Sustainability/environmental management 80

Chapter 5 Stage D: Implementation 83

5.1 Purpose of stage 83

5.2 Stage outline 83

5.3 Stage organisation structure 84

5.3.1 Stage structure and relationships 84

5.3.2 Stage roles of key participants 85

5.4 Programme management practices 89

5.4.1 Performance monitoring, control and reporting 90

5.4.2 Risk and issue management 90

5.4.3 Financial management 91

5.4.4 Change management 91

5.4.5 Information management 92

5.4.6 Stakeholder/communications management 92

5.4.7 Quality management 92

5.4.8 Procurement and commercial management 92

5.4.9 Health and safety management 93

5.4.10 Sustainability/environmental management 93

5.4.11 Transition management – projects closure 94

Chapter 6 Stage E: Benefits Review and Transition 95

6.1 Purpose of stage 95

6.2 Stage outline 95

6.3 Stage organisation structure 97

6.3.1 Stage structure and relationships 97

6.3.2 Roles of key participants 97

6.4 Programme management practices 98

6.4.1 Benefits management 98

6.4.2 Benefits and dis‐benefits 100

6.4.3 Transition strategy and management 107

Chapter 7 Stage F: Closure 109

7.1 Purpose of stage 109

7.2 Stage outline 109

7.3 Stage organisation structure 110

7.3.1 Stage structure and relationships 110

7.3.2 Stage roles of key participants 111

7.4 Programme management practices 112

7.4.1 Programme closure 112

Appendices 115

T1 Vision Statement Template 115

T2 Programme Mandate Template 117

T3 Programme Brief Template 118

T4 Business Case Template 121

T5 Monthly Programme Report Template 125

T6 Programme Highlight Report Template 126

T7 Benefits Profile Template 129

T8 Tracking Benefits: Benefits‐Monitoring Template 130

T9 Programme Closure Report Template 131

Key Roles: Skills and Competencies 133

Programme Management Case Studies 145

Case Study 1 – Example of a Vision‐Led Programme: London Olympics 2012 145

Case Study 2 – Example of an Emergent Programme: High Street Retail Store Re‐branding 150

Case Study 3 – Example of an Emergent Programme: Highways England 155

Bibliography 163

Index 165