A. Common factors of success derived from lessons learned in programmes that had both positive and negative results
B. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects
C. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls
D. Provides a route through lifecycle of a from its conception through to delivering new capability
A. The Programme Manager is responsible for the Blueprint.
B. The Programme Manager is responsible for the Vision Statement.
C. The SRO is accountable for the Programme Brief.
D. The SRO is accountable for confirming Programme Mandate.
A. Action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance
B. Management of set of activities with dependencies and deadlines with aim of realizing benefits
C. Coordinating projects under a common umbrella
D. Executing dependent projects with aim of realizing benefits
A. Categorization of issue
B. Date issue was raised
C. Description of issue
D. How issues will be identified, captured and assessed
A. Leadership and Stakeholder Engagement
B. Quality Management
C. Learning from Experience
D. Organization
A. Programme Mandate
B. Governance Baseline
C. Benefits measures
D. Programme preparation plan
A. Active consultation, keep informed, maintain interest
B. Keep informed, active consultation, maintain interest
C. Maintain interest, active consultation, keep informed
D. Keep informed, maintain interest, active consultation
A. Programme control provides supporting activities to refine and improve delivery
B. Programme control defines reporting mechanism
C. Programme control minimizes impact of ambiguity
D. Programme control justifies continuance of programme
