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Need help with these 2 task questions as follows: Templates have been attached.

Need help with these 2 task questions as follows: Templates have been attached.
PROGRAM GOVENANCE Program Name: Prepared by: DAN: Table of Contents 1. Program Summary ____ 2. Program Roles and Responsibilities ____ 3. Program Support and Assurance Functions 3.1. Program Benefits Profile ____ 3.2. Program Benefits Management Plan ____ 3.3. Program Quality Management Strategy ____ 3.4 Quality Management Plan ____ References 1. PROGRAM SUMMARY Program Name Senior Responsible Owner (SRO) Program Manager Date Version Status Date Version Status Date Version Status Purpose of Program Summary 1.1. Outline Vision Statement (the end goal of the program) 1.2 Program Benefits (An outline description of the outcomes and benefits that should be achieved as a result of the program) 1.3 Risks and Issues 1.4. Constraints 1.5. Estimated cost, effort, and timescales Stage/Project Estimated Cost Variance Effort Timescale 1.6. Program Strategy 1.7. Options (options that have been considered and those that are still open at this stage) 1.8. Projects 1.9. Impact on current operations 2. PROGRAM ROLES AND RESPONSIBILITIES 2.1. Program Structure 2.2. Program Roles and Responsibilities a) Program Sponsors b) Program Steering Committee c) Program Manager d) 3. PROGRAM SUPPORT AND ASSURANCE FUNCTIONS There will also be programme support and assurance functions the precise shape and structure of which will depend on the size, complexity and context of the programme. 3.1. PROGRAM BENEFITS PROFILE Program Name Senior Responsible Owner (SRO) Program Manager Author Date Version Status Date Version Status Date Version Status Purpose of Program Benefits Profile Benefits Profile Identifier Benefits Description Type of Benefits Beneficiaries Date benefits will be realized Baseline Measurements Benefits Owners Objectives Supported Changes Required to enable the benefits Related benefits/outcomes 3.2. PROGRAM BENEFITS MANAGEMENT PLAN Program Name Senior Responsible Owner (SRO) Program Manager Author Date Version Status Date Version Status Date Version Status Purpose of Program Benefits Management Plan a) Scope of Benefits Management b) Roles and Responsibilities for Benefits Management Name Roles Responsibilities c) Priorities for Benefits Realisation Benefits Types of Benefits Priority d) Measurement Methods and Tools e) Benefits Profile Content f) Review and Assessment Method 3.3. PROGRAM QUALITY MANAGEMENT STRATEGY Program Name Senior Responsible Owner (SRO) Program Manager Author Date Version Status Date Version Status Date Version Status Purpose of Program Quality Management Strategy a) Program Success Criteria b) Program Aspects for Quality Assurance and Control (Which aspects of the program will be subject to quality assurance and control and the quality criteria that will apply) c) Roles and Responsibilities for Quality Management Name Roles Responsibilities d) Quality Management Activities, Triggers and Guidance e) Thresholds and Mechanisms for Escalation of Quality Issues f) Adherence to Standards (Corporate and External) g) Information Management (How will the program maintain, control and make accessible program information) h) Resources Required for Quality Management 3.4. QUALITY MANAGEMENT PLAN Purpose of Quality Management Plan ID Subject Method Criteria Target date Owner Resources Result Program Level Project Level
Need help with these 2 task questions as follows: Templates have been attached.
Task 1 – Program Governance Implementation Instructions to Learners: This summative assessment can be completed in class or at any other convenient location. Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor. Please use the following formatting guidelines to complete this assessment task: Font Size: 12; Line Spacing: Double; Font Style: Times New Roman Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided. Instruction to Assessors: You must assess student’s assessment according to the provided Marking Criteria. You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission. You must provide students with detailed feedback within 10 working days from submission. Assuming that your organization has been awarded contracts to undertake the following projects: Project 1 – Website redevelopment and hosting and maintenance services for Destination: Australia This project is for the technical upgrade of the Archives’ website Destination: Australia. In order to ensure the best value for money and optimal functionality (for the website and related exhibition interactive) going forward, it is necessary for the website to be transferred from a proprietary CMS to a commonly available CMS (including, but not limited to, an Open Source CMS). The website will enable the National Archives of Australia to collect user contributed data about the photographic collection featured on the site. The interface must be modern, engaging and user-friendly, designed to meet the needs of people of all ages, and differing levels of computer and English literacy. The website must interact successfully with an exhibition interactive via an existing API. There is an option for hosting, maintenance and support services to be provided from contract execution until 31 December 2019. Project 2 – Re-development of Intranet A redevelopment of the Clean Energy Regulator Staff Intranet into SharePoint Project 3 – Database for community engagement – Software As A Service Customer Relationship Management system (SAAS CRM) The National Radioactive Waste Management Facility project is currently in Phase 2, best described as the technical assessment and continued community consultation phase. One site has been chosen to progress to this stage while other as yet unknown sites may also progress to this stage. The project team requires a database (Software As A Service Customer Relationship Management system (SAAS CRM) to effectively and confidentially manage large volumes of data, including names, addresses, opinions of community members and contact details.  This will assist in ongoing community engagement. The system must be fully operational (tried and tested) within two weeks of the commencement of the proposed contract. The project, and related community engagement, will be ongoing for years. Access to maintenance and advice will be desirable. Your task is to, taking into account the 3 projects above to be developed concurrently, develop a program governance plan. The governance plan must: document program role and responsibilities determine finance and resource authorities compare decision making processes and outcomes against program objectives identify alternative program management systems design a program records and configuration system compare types of effective program policy identify ways to support program implementation. In order to achieve this task, develop a full governance report for the program that includes and utilizes all the templates attached. Program Summary Programme Name SRO Programme Manager Date dd/mm/yy Version 0.01 Status First draft Date Version Status Date Version Status Purpose: The Programme Brief is an outline definition of what a programme is expected to achieve in terms of benefits, outcomes, scope and objectives. The contents of the Brief, once approved by the programme’s sponsoring group, will be as the basis for developing the detailed programme definition, benefits profiles, business case, plans and governance arrangements. Outline Vision Statement A picture of a better future – the end goal of the programme. A high-level description of the capability the organisation seeks from the changes to its business/operations and, potentially, to the operations/behaviours of its partners/customers. Benefits An outline description of the outcomes and benefits that should be achieved as a result of the new capability. Risks and issues Any programme level risks and issues that threaten achievement of the vision and the desired outcomes/benefits. Assumptions, conflicts, lack of stakeholder support and commitment should be recorded here. Constraints All known constraints (e.g. time, budget, regulation, process). Estimated cost, effort and timescales Estimates of $, effort and time needed to set up and manage the programme and to deliver the required outcomes and benefits. An indication of the degree of certainty should be given (e.g. +/- %). Spurious precision should be avoided. Outline Business Case Strategic context – why the programme is required and the corporate objectives, PSA’s or other objectives the programme will contribute towards. Other related initiatives that will be running in parallel with the programme. Options Options that have been considered and those that are still open at this stage. Projects A list of candidate projects, workstreams and activities with an indication of their sequence and timing. This should include a description of any existing projects that it might be sensible to bring under the management control of the programme. Impact on current operations An assessment of the current business operations (including partners/customers) and an indication of those that are likely to be impacted by changes introduced by the programme. XYZ Program Roles and responsibilities The Programme OrganisationThe SRO, Programme Manager, Business Change Managers and key project/workstream executives will form the working level management team and will meet frequently to organise the programme and deal with issues arising. (NB In MSP this management team that supports the SRO is called the Programme Board and it sits below the Sponsoring Group with the SRO being the bridge between the two groups). There will also be programme support and assurance functions the precise shape and structure of which will depend on the size, complexity and context of the programme. Role and Responsibilities The Sponsoring Group (some call it the ‘Programme Board’) The Sponsoring Group/Programme Board has responsibility for ensuring that the benefits required from XYZ are realised. Membership of the Board should include senior representatives from all the organisations that must implement significant changes to enable the new regulations. The XYZ Programme Board must: create an environment where the programme can succeed in delivering the changes necessary for the benefits from XYZ to be realised set the direction for the programme and to approve key milestones approve the XYZ Programme Plan ensure the appropriate resources required by the projects within the programme are made available when required take decisions as necessary throughout the life of the programme give the XYZ Programme Manager authority to lead the Programme on a day to day basis. Senior Responsible Owner (SRO) The SRO is the programme’s owner and champion and is ultimately accountable for delivery of the XYZ programme. The SRO must: provide leadership and direction to other members of the Sponsoring Group/Programme Board and to the Programme Manager take ownership of the programme’s business case and hence be accountable for the achievement of the required benefits ensure that all key stakeholders are committed to the programme and adequately represented in the programme’s organisation structure ensure that budget holders and resources owners are committed to the programme and that the necessary funds and other resources are made available when required ensure that programme governance arrangements of appropriate rigour are put in place brief senior stakeholders (Ministers?) on the current and forecast status of the Programme receive, consider and act on reports/briefings from the Programme Manager ensure that all members of the Sponsoring Group/Programme Board understand their roles the commitments they must make in order that the required benefits from the XYZ programme are achieved empower the Programme Manager lead the programme on a day to day basis ensure that the Programme Manager understands the limits of her/his authority and understands that risks and issues outside those limits must be escalated to the SRO at the earliest opportunity. Senior representatives from stakeholder organisations (members of the Sponsoring Group/Programme Board) Membership of the XYZ Programme Board must include senior representatives from A, B, C and D Each representative must have authority to: commit to making the agreed changes in their organisations in accordance with the delivery schedule and transition plans described in the agreed Programme Plan commit resources from their organisation to the XYZ programme as described in the agreed Programme Plan participate in taking decisions that affect the direction of the XYZ Programme and would have an impact on their parent organisation. During the execution of the XYZ Programme they must: represent their organisation at all meetings of the Sponsoring Group/Programme Board inform the SRO, the other members of Sponsoring Group/Programme Board and the Programme Manager immediately they identify any risk or issue that could jeopardise achievement of the Programme Plan but which cannot be managed within their part of the organisation alone monitor the development of XYZ capability within their organisation and ensure that it will be delivered fit for purpose and in accordance with the Programme Plan analyse and act on the regular, frequent status reports from the Business Change Manager in their part of the organisation support the Business Change Manager in their organisation in dealing with issues that could jeopardise achievement of the planned delivery of XYZ capability XYZ Programme Manager The XYZ Programme Manager will be responsible for day to day execution of the XYZ Programme Plan and for dealing with issues that might affect achievement of the programme plan. The Programme Manager must: design the programme’s governance arrangements prepare the XYZ Programme Plan taking into account the plans from the different projects/workstreams, identify, analyse and communicate to the Sponsoring Group/Programme Board and other key stakeholders all interdependencies between the different projects/workstreams in the XYZ Programme, plus any external dependencies and how they will be managed, submit the Programme Plan to the Sponsoring Group/Programme Board for approval, monitor progress of the XYZ Programme and identify and act to deal with any potential/actual exceptions that might jeopardise achievement of the XYZ Programme’s objectives, monitor the progress of the projects/workstreams within the Programme and take action to deal with any exception situations that might jeopardise achievement of the Programme Plan, actively manage risks and issues using resources and approaches within his/her delegates authority – maintain the XYZ Programme Risk and Issue Registers, escalate to the SRO recommendations for risk mitigations actions outside the scope of her/his delegated authority, report progress to, and take advice from, the SRO at regular, frequent intervals (precise details to be agreed between SRO and Programme Manager), manage stakeholder communications (in accordance with an agreed Programme Communications Plan). Business Change Managers (BCM) BCMs have responsibility for ensuring the timely and fit for purpose delivery of major elements of the overall XYZ capability. A BCM is responsible for projects/workstreams/transition activities within their part of the organisation and must: work with the Programme Manager to identify projects/workstreams, resources and schedule of events necessary to implement the changes to their business area, communicate the transition plan(s) for the project/workstreams in their business area the to the Programme Manager at the earliest opportunity for incorporation in the overall Programme Plan, possess a clear understanding of the interdependencies between the work they are responsible for and the work of the other BCMs, manage the execution of their transition plans and report progress towards and achievement of milestones to the Programme Manager on a regular, frequent basis (as agreed with the Programme Manager), ensure that the required capability is fit for purpose and is implemented in their organisation in accordance with the agreed Programme Plan, brief the representative of their organisation who is a member of the Sponsoring Group/ Programme Board, report to the Programme Manager any forecast exceptions to the delivery schedule, report to the Programme Manager any risks/issues that might jeopardise the achievement of the XYZ Programme’s objectives, monitor and measure the realisation of benefits in their business area. Programme Support and assurance functions There will also be programme support and assurance functions the precise shape and structure of which will depend on the size, complexity and context of the programme. Program Benefits Profile Programme Name SRO Programme Manager Author Date dd/mm/yy Version 0.01 Status First draft Date Version Status Date Version Status Purpose: A Benefit Profile is a document describing a single benefit that records its attributes and dependencies. Every benefit described in the Business Case for a Programme should have a Benefit Profile. Benefit Identifier and title A simple unique identifier to make it easier to refer/cross refer to benefits e.g. B05 – Lower cost of operation Benefit Description Sufficient detail to make it clear and precise what is the benefit and who will be the beneficiaries Benefit Type Tangible/Intangible? Quantifiable/non-Quantifiable? Financial/non-Financial? Baseline value Actual value and date if measurement already done. Otherwise the date planned to take the baseline measurement and who will be responsible for it. Benefit start date Anticipated date which might be either a defined business requirement or else would be derived from the Programme Plan. Benefit Owner Named individual, by default the Business Change Manager from the business area that will be moist closely involved in delivering the benefit. Objectives supported E.g. PSA targets, Departmental Objectives, Organisational Objectives, Divisional Objectives, Compliance requirements and/or any relevant corporate Key Performance Indicators. Changes required to enable this Benefit An explanation of the business changes and new/amended capability required and an indication of the organisation(s) within which the changes must be implemented. Where known include details of the projects and activities that will deliver the necessary changes/capability. Other related benefits/outcomes (i) A list of the outcomes/benefits upon which this benefit is dependant. (ii) A list of the outcomes/benefits that are dependent on this benefit (a Benefits Map diagram will be useful when identifying these interdependencies) Stakeholders (i) Beneficiaries (ii) Influencers (those able to affect in some way the achievement of this benefit) Units of measure Method of measurement Target values and timing For tangible quantifiable benefits there should be one or more direct measures. For intangible benefits there may be one or more proxy measures. The tools, technology, methods, approaches required to baseline the benefit and subsequently measure its achievement. For each measure a set of target values and timing or dependencies. It may not be possible to define precise timing until the final Programme Plan has been produced. In these circumstances indicate the triggers/enablers and any lead times for achievement of the target. Resources Resources required to track and measure achievement of the benefit (People £, other) Program Benefits Management Plan Programme Name       SRO       Programme Manager       Document Author Date dd/mm/yy Version 0.01 Status First draft for review by……………………. Date Version Status Date Version Status Purpose of the document Briefly describe the change introduced through the project, why it needed to be done and the long-term benefits it has enabled. A Benefits Management Strategy is developed during Programme Definition in order to establish the approach to realising benefits that will apply. It defines the governance framework within which benefits realisation will be achieved as new capability is implemented and outcomes and benefits are realised during the programme. Scope of coverage Refer back to the original objectives in the PID and explain the degree to which they have been achieved, with reasons given for non-achievement. If there have been any major changes to the objectives since the PID was signed off these should be explained. Any benefits achieved during the life of the project should be described, and quantified where possible. An outline description of the anticipated benefits (and dis-benefits) and the areas of the different organisations in which the benefits are expected to occur. Roles and responsibilities for Benefits Management Describe the formal sign-offs that were necessary and have been confirmed at completion of the project. These may include (depending on the type of project) user acceptance, security acceptance, data protection, operations, legal, purchase contract closure, maintenance contract commencement. Responsibilities for identifying, defining, planning and realising benefits, aligned with the Programme’s organisation structure. In particular the role of the Business Change Manager(s) should be defined. Priorities for benefits realisation Benefits types, priorities and timing (e.g. financial/ non-financial, process improvement, customer service, avoided costs/infractions quick wins). Cross reference to any Benefits Map would be useful to indicate the interdependencies between benefits. Measurement methods and tools Any outstanding issues, particularly any worthwhile requests for change that the project was unable to implement and any known faults in the deliverables, should be passed over to the relevant authorities for consideration as part of operational management. Approaches that will be used to establish baseline values and then monitor, measure and assess the realisation of benefits. This should include reference to any existing or new tools, systems or sources of information that will be required. Benefits profile content The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review. The structure and content of the Benefit profile information for this programme. (This could be a reference to a ‘standard’ template or a list of headings with any necessary explanation.) Review and assessment method The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review. How Benefits Reviews will be carried out, by whom and at what times or after what triggers. There is likely to be at least one Benefit Review per Tranche of the Programme. How the effectiveness of benefits realisation will be assessed and what critical success factors will be used. Review and assessment method The terms of reference, suggested timing and ownership for a post project review of benefits should be given. Refer to the Benefits Realisation Plan to help determine scope and timing of a review. How Benefits Reviews will be carried out, by whom and at what times or after what triggers. There is likely to be at least one Benefit Review per Tranche/Phase of the Programme and at least one after the programme has closed. Program Quality Management Strategy Project/Programme Name       SRO       Project/Programme Manager       Date       Status       Quality Management Strategy Purpose: To define and establish activities for managing quality across the XYZ Programme. Programme success criteria Specific measurable criteria agreed by the Sponsoring Group and Programme Board Which aspects of the programme will be subject to quality assurance and control and the quality criteria that will apply E.g. It might be appropriate to formally address the quality management of some or all of the following: Business Case development and maintenance Programme planning and control Specific project outputs Transition management and culture change Benefits Management Stakeholder engagement and communication Supplier/Partner contract management Risk management Issues resolution Change control Compliance with corporate standards (e.g. project management standards, use of PRINCE2) Compliance with external standards (E.g. ISO 9000) Other programme-specific aspects Roles and Responsibilities for Quality Management Responsibilities within and beyond the Programme should be covered. E.g. the involvement of any corporate Quality Assurance function should be defined Quality management activities, their triggers and guidance on their use E.g. Depending on the purpose and context of the programme some of the following may be appropriate: Programme Audits Project Audits Supplier Audits Compliance Audits OGC Gateway Reviews Health checks Quality Reviews of specific project outputs Readiness reviews prior to transition being approved Some triggers will be time-based (e.g. perhaps half-yearly programme audits to ensure compliance with corporate Programme Management standards). Others will be linked to events and milestones in the Programme: e.g. the SRO/Sponsoring Group might wish for a Health check or Gateway to be carried out prior to any decision concerning a financial commitment above a threshold value. Thresholds and mechanisms for escalation of quality issues From operational management and project management to programme management From programme management to the SRO/Sponsoring Group From Programme to Corporate body Adherence to Standards (Corporate and external) Which standards and tools will apply for such things as: Project management Programme management Design of/change to operational processes and procedures (particularly where they are accredited by an external body such as ISO, UKAS, IIP etc. Infrastructure (e.g. Desktop, IT, Networking) Presentation of corporate image Communication with external bodies Web site content management Information Management Configuration management The strategy should also specify which subject matter experts will be required to support quality management in these areas. Information Management How will the programme maintain, control and make accessible programme information: Scope (what information will be covered) Standards that will apply to programme information Systems and tools that will be used (e.g. Data repository, Matrix, Intranet, Extranet site, Internet site Responsibilities for management and maintenance of programme information Information security, integrity, levels of confidentiality, availability, accessibility Change control procedures and authorities Information audit arrangements Links to corporate configuration management Resources required for Quality Management Staff skills and effort Facilities Tools and technology Quality Management Plan Purpose To provide a schedule of Quality Management activities including implementation of the quality management strategy. To specify the resources for quality activities/audits/reviews etc. To show how and when quality work will be monitored. The plan will be refined throughout the programme to ensure it is consistent with the Programme Plan and individual Project Plans and reflects any changes to the Quality Management Strategy. Id: Subject: Method: Criteria Target date: Owner: Resources: Result: PROGRAMME LEVEL PG001 Programme Definition Formal Quality Review Is the PDD Complete? Are the programme Objectives specific and measurable? Are the criteria for Programme Success clearly defined? Are roles and responsibilities clearly defined and agreed? Is the Business Case sufficiently thorough, precise and accurate? Do the anticipated benefits justify the cost? Are proposed governance arrangements sufficiently rigorous for this type of initiative in this business context? Is Programme Management likely to add value? Is it clear that the initiative has senior commitment? Have key stakeholders been engaged? Have lessons from any similar programmes/projects been taken into account? dd/mm/yy Programme Manager SRO; Prog. Office Manager; Business Change Manager; Key stakeholders with influence over the shape of the programme. PG002 Programme Plan Is the Programme Plan credible, resource able and achievable? Does the plan identify interdependencies between projects? Does the Projects Dossier clearly define the outputs/deliverables required from each project? Are required change management and transition activities defined? (where they are not in scope of any particular project(s)) PG003 Benefits Realisation Plan Is the schedule of benefits management and review activities consistent with the Programme Plan and the timeline for project delivery? PG004 Stakeholder Engagement Strategy PG005 Communications Plan PG006 PG007 PG008 PG009 PROJECT LEVEL P1.001 Project Initiation Document P1.002 Project Product Description P1.003 Project Plan Is the plan for project P1 credible, resource able and achievable? Does the plan identify deliverables and the interdependencies between them? Is the work broken down into manageable work packages? Is it clear how the plan will be used for monitoring and control of the project? Approved by: Vikas WadhwaApproved Date: 27 May 2021Created by: Task 1Doc #: DOC11174Next Review: 27 May 2022Revision: 1.1Revision Date: 26 May 2021
Need help with these 2 task questions as follows: Templates have been attached.
PROGRAM COMPLIANCE REPORT Program Name: Prepared by: DAN: 1. COMPLIANCE STANDARDS/ LEGISLATION/ POLICIES (outline at least 10 standards/ legislation that the program has to comply with. Outline at least 2 activities that the program has not complied with yet. Provide comment for each.) Compliance Standards/ legislation/ policies Compliant Non- Compliant Comments 2. COMPLIANCE CHECKLIST Compliance Checklist Yes No Note
Need help with these 2 task questions as follows: Templates have been attached.
Task 2 – Program Compliance Report Instructions to Learners: This summative assessment can be completed in class or at any other convenient location. Students are required to complete this task using digital tools and ensure to submit in an acceptable format, e.g. .docx, .pdf, .pptx, or as advised by your assessor. Please use the following formatting guidelines to complete this assessment task: Font Size: 12; Line Spacing: Double; Font Style: Times New Roman Assessment activities can be completed either in real workplace environment or in a simulated environment such as your classroom. In both cases, appropriate evidence of the assessment activities must be provided. Instruction to Assessors: You must assess student’s assessment according to the provided Marking Criteria. You must complete and record any evidence related to assessment activities including role-plays and presentations using appropriate forms which must be attached with student assessment submission. You must provide students with detailed feedback within 10 working days from submission. For the program as outlined in Task 1, research and outline the relevant compliance standards that would be applicable to the program. Once the compliance standards are determined, develop a compliance checklist for audit purposes. Ensure the compliance checklist addresses any relevant legislation as is applicable to the specific projects embedded in the program. Simulate the use of the checklist in a mock audit and report any non-compliances and present required actions to address non-compliances noted. Approved by: Vikas WadhwaApproved Date: 27 May 2021Created by: Task 2Doc #: DOC11175Next Review: 27 May 2022Revision: 1.1Revision Date: 26 May 2021

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