It Sets the standards for implementation and adherence for management tools used to design, monitor and evaluate interventions
Sets out roles and responsibilities
Generates programme planning
Better project prioritisation
Better stakeholder communication
Programme Delivery is responsible for directing and communicating the various strategies, processes and tools that will be used on the programme. NWT advocates the implementation of a Programme Delivery framework which consists of a set of management tools used to design, monitor and evaluate interventions. Many of these will be determined by the Architecture Office or the Office of the CTO but their implementation and adherence to the standards that have been set, are the responsibility of this framework.
A group of related projects not managed as a programme are likely to run off course and fail to achieve the desired outcome. It is therefore important that programmes are run within a Programme Delivery Framework that ensures there is a focus on the overall strategic objectives. By using programme management within the framework outlined, organisations will have created an effective environment in which they can monitor and control the progress of their programmes, improving the chances of bringing them to a successful conclusion.
NWT understands the importance of this work and provides a CTO as a Service to help organisations. The Programme Delivery framework also needs to understand the different phases of product/service delivery and must maintain a product/service or process through the delivery phases, into live and then into retirement. It needs to guide a team through the different phases of the delivery product life cycle and ensure the quality of the product/service.
Focussing on delivering major organisational change or benefits
Agreeing frameworks and Methodologies to be used within the Programme
Agreeing Tools and Processes to be used on the programme
Giving greater control through visibility of all projects in the programme
Understanding project and programme dependencies
Defining roles and responsibilities
Having a single line of communication to the steering committee or sponsor through the Digital PMO
Implementing a governance Model to support both Programme and Operating Models
Optimising use of resources, both internal and external, across projects
Managing commercial impacts and constraints
Leveraging economies of scale and maximising value
Providing mechanisms for measuring benefit realisation
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