Code of Practice for Programme Management

In the Built Environment

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• Publisher: Wiley-Blackwell
• Year: 2016
• Print ISBN: 9781118717851
• eBook ISBN: 9781118717844
• Edition: 1
• Topic: Technology & Engineering
• Subtopic: Architecture General
• Index: Technology & Engineering

CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT

CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT

This is the first Code of Practice for Programme Management for the Built Environment. It is a natural development from the highly successful Code of Practice for Project Management for Construction & Development, which was first published in 1992 and is currently in its fifth edition. Both Codes of Practice were developed by representatives from the major professional institutions associated with the built environment, including the CIOB, RICS, RIBA, ICE and APM, as well as from key government departments, domestic and international corporations and the university sector.

By aligning, coordinating and managing a number of related projects as a programme, benefits that would not have been possible to realise had the projects been managed independently can be delivered.

This Code of Practice is intended to provide practical coverage of the general processes and procedures to be followed when managing such a programme. It sets out the necessary requirements for effective and efficient programme management, while at the same time ensuring systematic quality control and documentation through governance arrangements.

Written for programme and project management professionals in construction, whether working as contractors or clients, the book will also be of interest to advanced undergraduate and postgraduate students of construction and related disciplines.

1
The Context of Programme Management

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• What are projects, programmes and portfolios?
• Why is there a need for programme management in the built environment?
• What are the contextual issues for programme management in built environment?
• What are the types of programmes?
• What are the stages of programme management?
• How is a programme organisation structured?
• What is the importance of stakeholders in programme management?

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1.1 Definitions of projects, programmes and portfolios

Project

Projects are needed in every industrial sector, and several definitions of the term ‘project’ exist today. Some of the most commonly used definitions are listed below:

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A unique set of co-ordinated activities, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters. ISO 21500: 2012/BS 6079 – 1:2010

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A project is a time and cost constrained operation to realize a set of defined deliverables (the scope to fulfil the project’s objectives) up to quality standards and requirements. International Project Management Association (IPMA)¹

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A unique, transient endeavour undertaken to achieve planned objectives. Association for Project Management (APM)²

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A temporary endeavour undertaken to create a unique product, service or result. Project Management Institute (PMI)³

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These definitions collectively recognise temporary and transient nature as the two fundamental characteristic of a project. Projects are temporary in that they have a definitive start and an end. They are also transient because they are completed as the organisation moves from one project to another at a different location and so on. Projects are created to achieve agreed objectives and produce and deliver a product, service or result. The involved parties need to agree to the objectives, and the partner tasked with achieving the objectives needs to first produce and finally deliver what has been set in the objectives.

The CIOB Code of Practice for Project Management (fifth ed., p. 317) defines project as:

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A unique process, consisting of a set of co-ordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost and resources.

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The task of project management is to bring in at the right time and co-ordinate many different professionals and specialists to enable them to achieve the agreed objectives. To do this effectively, project managers need to manage key business functions for a project.

Programme

Programme is different from a project, but the two terms are often used interchangeably. Some of the notable existing definitions recognise the following:

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“A programme is designed as a temporary flexible organisation 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 organisation’s strategic objectives.” Business Innovation and Skills (BIS)

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“A program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the scope of the discreet projects in the program… Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed.” PMI

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“A group of related projects and change management activities that together achieve beneficial change for an organisation.” APM

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Programmes comprise multiple related projects, and that by itself makes a programme distinctly different from a project. Programmes are often ongoing, with a number of milestones, and do not necessarily have the strictly finite nature of a project. Even when a programme has an end date, the time scheduled is normally far longer than any project within this programme. Unlike projects, programmes are created for horizontal co-ordination of projects, which often run in parallel.

From a business and customer perspective, a programme is a temporary organisation designed to operate, learn and adapt in a complex environment of interrelated projects, people and organisations. In this context, the programme manager is the chief executive officer of a temporary organisation with the ability to carry the flame for what users want.

A programme therefore comprises a collective of related projects which are limited in time and designed to individually deliver agreed upon objectives and which produce and deliver a product, service or result. The coordinated manner by which they are managed delivers programme benefits that are greater than the sum of individual project benefits were they not coordinated at the programme level. Success of a programme is thus dependent on a programme team’s ability to deliver those benefits.

In the context of construction, CIOB defines a programme in the following way:

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A programme is a collective of related projects coordinated to achieve desired benefits more effectively from managing them as a group of individual projects.

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From a summary point of view, a...

Table of contents

• Cover
• Title Page
• Table of Contents
• Foreword
• Acknowledgements
• List of Figures
• Working Group (WG) of the Code of Practice for Programme Management
• Summary of Key Terminology
• 0 Introduction
• 1 The Context of Programme Management
• 2 Stage A: Inception
• 3 Stage B: Initiation
• 4 Stage C: Definition
• 5 Stage D: Implementation
• 6 Stage E: Benefits Review and Transition
• 7 Stage F: Closure
• Appendices
• Bibliography
• Index
• End User License Agreement