OVERVIEW
AND PRINCIPLES
 | The Programme Environment |
| Programme Scaling |
| The Programme Mandate |
| The Vision Statement |
| The Programme Blueprint |
| Programme Processes Flow
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IDENTIFYING A PROGRAMME
| The Mandate and Programme Brief |
| The Vision Statement
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STAKEHOLDER MANAGEMENT
| The Stakeholder Map |
| The Communication Plan |
| Communication Channels |
DEFINING A PROGRAMME
| Programme Definition |
| Use of the Blueprint |
| The Programme Business Case |
| Quality Management Strategy |
| The Programme and Financial Plan |
ISSUE AND RISK MANAGEMENT
| The Issue and Risk Log |
| Programme and Project Issues |
| Programme Risks |
BENEFITS MANAGEMENT
| Direct and Indirect Benefits |
| Benefits Management Strategy |
| The Benefits Plan and Benefits Profiles |
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PROGRAMME
PLANNING
| Tranches and Programme Dependencies |
| The Programme Plan and Planning Activities |
ESTABLISHING A PROGRAMME
| Programme Activities |
| Results, decisions and responsibilities |
ORGANISATION
| Programme Management Roles |
| Organisational Structure |
| The Programme Director and Manager |
| The Business Change Manager |
| The Programme Support Office and Programme Assurance |
QUALITY AND CONFIGURATION MANAGEMENT
| Quality Management |
| Configuration Management |
| Change Control and Audit
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MANAGING THE PORTFOLIO
| Purpose |
| The Project Portfolio activities |
DELIVERING BENEFITS
| Benefits Management Strategy |
| Benefits Plan and Benefit Profiles |
CLOSING A PROGRAMME
| Blueprint and Benefits Plan and Profiles |
| Benefits Management Strategy |
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