Executing Programmes and Portfolios

The Programme Life Cycle

The eventual objective of a programme is to realize outcomes and benefits of strategic relevance. A programme has a life that spans for several years. These programmes require the commitment and active involvement of more than one organization to achieve the desired outcomes (Department for Business Innovation and Skills, 2010). They also deliver one or more benefits. For an initiative to be considered a programme, it must meet a strategic need, enable and manage the realization of benefits, require high-level leadership and direction, involve a range of projects, which together deliver the changes and outcomes required to enable the required benefits.

There are seven principles to consider when determining the programme lifecycle. First, the alignment with corporate strategy. Ensure that the initiative is aligned with the corporate strategy throughout its life. Second, the initiative should be led at senior level. There also should be a vision for a better future. The focus on benefits and the threats to that initiative is a key factor to be considered. The outcomes and benefits should be dependent on the creation of many different but related project outputs, which must be implemented successfully. Learning from experience is also very important aspect.

The additional resources required to manage this initiative should increase the likelihood of success. There are benefits that come along with these programmes. A benefit is a measurable improvement resulting from the changes and outcomes introduced by the programme. It is perceived as an advantage by one or more stakeholders. The most benefits are tangible, measurable and definable in financial terms. Some benefits maybe intangible. It is very possible to establish value for a benefit before any changes are introduced to the programme (Müller, Martinsuo & Blomquist, 2008).

Benefits are measurable improvements resulting from the outcomes. We also have the benefit owner. This is someone from a relevant operational business area and should be senior to be accountable for the delivery of that benefit. A benefit owner must participate in defining the benefit and agree to its benefit profile, work with the programme manager, prepare the affected business areas, ensure that the changes