CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT CODE OF PRACTICE FOR PROGRAMME MANAGEMENT IN THE BUILT ENVIRONMENT This is the first Code of Practice for Programme Management for the Built Environment. It is a natural development from the highly successful Code of Practice for Project Management for Construction & Development, which was first published in 1992 and is currently in its fifth edition. Both Codes of Practice were developed by representatives from the major professional institutions associated with the built environment, including the CIOB, RICS, RIBA, ICE and APM, as well as from key government departments, domestic and international corporations and the university sector. By aligning, coordinating and managing a number of related projects as a programme, benefits that would not have been possible to realise had the projects been managed independently can be delivered. This Code of Practice is intended to provide practical coverage of the general processes and procedures to be followed when managing such a programme. It sets out the necessary requirements for effective and efficient programme management, while at the same time ensuring systematic quality control and documentation through governance arrangements. Written for programme and project management professionals in construction, whether working as contractors or clients, the book will also be of interest to advanced undergraduate and postgraduate students of construction and related disciplines.

Table of Contents:
Foreword ix Acknowledgements xi List of Figures xiii Working Group (WG) of the Code of Practice for Programme Management xv Summary of Key Terminology xvii Introduction 1 Building information modelling (BIM) and programme management 4 Chapter 1 The Context of Programme Management 5 1.1 Definitions of projects, programmes and portfolios 5 1.2 Understanding programme management: is there a programme? 10 1.3 Programme management in the built environment 10 1.3.1 Corporate social responsibility (CSR) 12 1.3.2 Sustainability and the environmental mandates 13 1.3.3 Ethics in programmes: business and professional 13 1.3.4 Health and safety standards and requirements 13 1.4 Types of programmes 13 1.5 Range and scope of programmes 14 1.6 Need for programme management 15 1.7 Programme management process and stages 15 1.8 Programme organisation structure 18 1.8.1 Types of clients who may initiate programmes 18 1.8.2 Client organisation structure 20 1.8.3 Programme management structure 21 1.8.4 Business partners 23 1.8.5 Stakeholders 23 1.9 Portfolio management 25 Chapter 2 Stage A: Inception 27 2.1 Purpose of stage 27 2.2 Stage outline 27 2.3 Stage organisation structure 29 2.3.1 Stage structure and relationships 29 2.3.2 Stage roles of key participants 29 2.4 Programme management practices 31 2.4.1 Strategic change 31 2.4.2 Funding policy and strategy/arrangements 35 Chapter 3 Stage B: Initiation 37 3.1 Purpose of stage 37 3.2 Stage outline 37 3.3 Stage organisation structure 39 3.3.1 Stage structure and relationships 39 3.3.2 Stage roles of key participants 39 3.4 Programme management practices 42 3.4.1 Benefits management 42 3.4.2 Feasibility study 43 3.4.3 Funding arrangements 44 Chapter 4 Stage C: Definition 47 4.1 Purpose of stage 47 4.2 Stage outline 47 4.3 Stage organisation structure 52 4.3.1 Stage overall structure and relationships 52 4.3.2 Stage roles of key participants 52 4.3.3 External environment and relationships: mapping the landscape 57 4.4 Programme management practices 58 4.4.1 Scope management 58 4.4.2 Benefits management 60 4.4.3 Risk Management 60 4.4.4 Governance of programme management: steering for success 64 4.4.5 Issues management 67 4.4.6 Time scheduling 67 4.4.7 Financial management 68 4.4.8 Cost management 69 4.4.9 Change control 72 4.4.10 Information management 72 4.4.11 Communication/stakeholder management 75 4.4.12 Quality management 77 4.4.13 Procurement and commercial management 78 4.4.14 Health and safety management 80 4.4.15 Sustainability/environmental management 80 Chapter 5 Stage D: Implementation 83 5.1 Purpose of stage 83 5.2 Stage outline 83 5.3 Stage organisation structure 84 5.3.1 Stage structure and relationships 84 5.3.2 Stage roles of key participants 85 5.4 Programme management practices 89 5.4.1 Performance monitoring, control and reporting 90 5.4.2 Risk and issue management 90 5.4.3 Financial management 91 5.4.4 Change management 91 5.4.5 Information management 92 5.4.6 Stakeholder/communications management 92 5.4.7 Quality management 92 5.4.8 Procurement and commercial management 92 5.4.9 Health and safety management 93 5.4.10 Sustainability/environmental management 93 5.4.11 Transition management – projects closure 94 Chapter 6 Stage E: Benefits Review and Transition 95 6.1 Purpose of stage 95 6.2 Stage outline 95 6.3 Stage organisation structure 97 6.3.1 Stage structure and relationships 97 6.3.2 Roles of key participants 97 6.4 Programme management practices 98 6.4.1 Benefits management 98 6.4.2 Benefits and dis‐benefits 100 6.4.3 Transition strategy and management 107 Chapter 7 Stage F: Closure 109 7.1 Purpose of stage 109 7.2 Stage outline 109 7.3 Stage organisation structure 110 7.3.1 Stage structure and relationships 110 7.3.2 Stage roles of key participants 111 7.4 Programme management practices 112 7.4.1 Programme closure 112 Appendices 115 T1 Vision Statement Template 115 T2 Programme Mandate Template 117 T3 Programme Brief Template 118 T4 Business Case Template 121 T5 Monthly Programme Report Template 125 T6 Programme Highlight Report Template 126 T7 Benefits Profile Template 129 T8 Tracking Benefits: Benefits‐Monitoring Template 130 T9 Programme Closure Report Template 131 Key Roles: Skills and Competencies 133 Programme Management Case Studies 145 Case Study 1 – Example of a Vision‐Led Programme: London Olympics 2012 145 Case Study 2 – Example of an Emergent Programme: High Street Retail Store Re‐branding 150 Case Study 3 – Example of an Emergent Programme: Highways England 155 Bibliography 163 Index 165