Overview
The Senior Responsible Owner (SRO) is responsible for providing approvals and decisions affecting programme progress and delivery throughout the programme. To fulfil these responsibilities, the SRO may require the support of a Programme Board.
The Sponsoring Group may also assume the role of programme board, with an SRO appointed from within. If the board is not the sponsoring group, members of the board should be formally appointed by the SRO with the agreement of the sponsoring group. The board has a specific remit to set the direction for the programme, support the SRO in decision-making and oversee overall progress. It provides the SRO with stakeholder, or technical input into decision however, ultimate authority and accountability reside with the SRO.
The board must be an effective decision-making body and, while it is important to represent the views of all major stakeholders, too many members can undermine the board’s effectiveness.
Structure
Members of the Programme Board include (as a minimum):
- The SRO (chairperson)
- Programme Manager
- Business Change Manager
- Leader of the Programme Office
Other representatives on the Programme Board may include:
- Representatives from supporting offices
- Project Sponsors
- Corporate representatives (e.g. Finance, HR)
- A lead supplier
The board should be chaired by the SRO, who takes executive responsibility for decisions relating to the programme.
Its membership should someone who represents each group of those senior managers who have an interest in the programme and can represent the concerns of the end users.
It may be the case that the board also takes on direct responsibility for some or all the projects within the programme. If this is the case, note should be taken of the responsibility of a Project Board under PRINCE2.
In addition, a senior representative of the supplier or delivery agent can be invited to provide their perspective and expertise (this reflects typical user and supplier representation as recommended for PRINCE2 project boards). Depending on the nature of the programme, other people's expert opinion may be sought to provide input to decisions made by the SRO and the board. For example, the views of corporate management, technical specialists, other key stakeholders (perhaps from other agencies) may be required.
Responsibilities
The programme board is responsible for:
- appointing a Programme Manager (and Programme Director if applicable) - if these roles are combined, agreeing remit and delegated authority
- approving programme identification and definition, signing off relevant documentation, for example programme brief or programme definition
- agreeing all major plans
- confirming and communicating the programme vision
- approving the programme blueprint (how the programme vision is to be achieved) and the means of achieving it
- authorising any major deviations from the agreed programme stage (tranche) plans
- signing off the completion of each tranche, including the deliverables, and giving approval to start the next stage
- communicating information about the programme or projects to organisations and stakeholder groups
- ensuring the required resources are available
- resolving any conflicts escalated by the programme or project teams, client, supplier or delivery agent
- agreeing programme or project tolerances for time, quality and cost
- providing overall strategic direction for the programme
- risks associated with the programme including those escalated from project level
- quality assurance for the programme and its associated projects
- approving end-project reports including lessons learned reports
- approving plans for post-project reviews and overseeing these reviews within the programme
- ensuring that a post-programme review is scheduled and takes place
- resolving deviations from plans or escalating as necessary
- resolving conflicts between programme and project teams, end users, suppliers and delivery agents or escalating as necessary
Skills and attributes
Board members should be able to:
- understand programme and project plans and monitor progress
- own and communicate the programme vision
- understand and act on those factors that affect the successful delivery of the programme and its projects
- broker relationships with stakeholders within and outside the programme
- provide delegated authority to ensure the programme meets its objectives
- be aware of the broader perspective and how it affects the programme