.

Visitor number

See also:

5.How do we organise?

5.1 The PO Organisation

An assessment should be made of the size of the organisation to be supported. The organisation chart should be drawn up to reflect the hierarchy of the organisation which will determine the naming convention.

The organisation chart should be drawn to include the Programme Director or Senior Responsible Officer that is responsible for the overall ‘programme’ budget.

Example below does not include naming convention (contact web site author if you need to know) its purpose is to indicate the supporting aspect of the Programme Office to the organisation. It represent Full Time Employees only. There can also be many contractors and consultants involved in the management of projects within the programme areas.

The minimum number of Programme Office staff required is four (4) for even the smallest programme. Because of economies of scale this would only need to expand to eight (8) for the larger programme's.

The minimal PO Organisation

All Programme Office staff will be responsible for the administration function

Very large programme's may need to increase the number of Sub_Programme or Project Offices to accommodate the increased complexity of the programme, geographical dispersal of programme staff or unique customer or supplier requirements, however the " Programme Office" could still operate with the resource levels suggested although the resource type or skill level may have to change.

back to top

5.2 The PO functions

5.3 How do we align Organisation with Function?

By Synchronisation

The alignment of Programme Organisation and its Activities with the required Management Functions

1. Starts with an agreed naming convention for the organisation that can be applied to all functions
2. Finishes when a structured file management system is established, all functions are centralised and processes are defined and understood by the organisation.

When part 1 is complete the components of the Programme Office (its tools) can be constructed.

5.3.1 Functions and controlling elements

5.3.1.1 FUNCTIONS:

•          Programme Control

•          Document Control

•          Cost Control

•          Risk Management

•          Issue Management

•          Change Control

•          Planning

Each function has to be able produce standard and ad-hoc reports and support QA & QC activities.

5.3.1.2 CONTROLS FOR FUNCTIONS:

•          Team Register

•          Document Library

•          Cost Control sheet& financial input from Accounts Dept

•          Risk Register

•          Issue Register

•          Change Register

•          Consolidated Plan

All reliant on the projects register, defined processes and appropriate procedures.

5.3.2 The Administration function

Administration in this sense is related to general office and building/site administration only i.e. additional to the administration requirements of the other six functions.

It has been indicated but will not discussed due to the demands of this function being unpredictable and dependant entirely upon the parent organisation requirements.

back to top

5.4 Functions Relationships

At the core of all the controls for each function is the tool that identifies the work requirement as a Programme, Project or activity and produces the name for that work following the agreed naming convention i.e. the ABBTCHGREG001 Project Register.xls.

This register as provided by Abbermist Limited is in the form of an Excel spreadsheet which is dynamically linked to all surrounding elements. See 'Controlling Elements' illustration below.

back to top

Product Details by package
Prog Office
Planning
Risk
Issue
Communication
Organisation
Configuration
Change
Cost