Formulation (or Designing) phase of programme cycle management 

   How do we Develop Programmes

programme management

 

The deliverable that terminates the identification phase (and opens the  designing phase of programme cycle management) is the Programme scope document.  The deliverable that terminates the designing  phase  (and opens the of implementation phase of the programme cycle management) is the Programme  Plan.

 

Design or formulation is the second stage in the programme cycle management, preceded by the identification stage and followed by the other phases of   execution and evaluation.

 

Programme formulation is the process of choosing the who, what, how, when, and where of persuing programme objectives. Since we are moving at a programme level there will be decisions regarding particular projects, but only decisions about how to set up a system that will make project management and integration possible. During programme implementation projects will be designed which will focuses on defining clear, discrete activities and the work needed to complete them.  

So program plans generally do not contain many details on the activities to be carried out and the outputs expected by these activities.  These details will be specified at the stage of project design at the stage of project origination.  What the programme formulation will indicate is a list of programme specific objectives (that will become the overall objectives of projects), the reasons why these objectives where set and a list of possible actions and development sectors that are considered to be suited to the achievement of programme objectives. A good will also describe how the achievement of these objectives is expected to have a wider impact thanks to the use of project results by project beneficiaries and other project stakeholders. 

Program formulation therefore provides a framework where different projects, sharing the same overall objectives, can be conceived and implemented in a co-ordinated manner.  (See also: the 3 level hierarchy of project/programme objectives). 

 

A programme will generate benefices for internal and external stakeholders; there is a communality of interests for all stakeholders that the project is a success.

A programme plan may have a different format according if it is meant for the project partners as external stakeholders.  When the plan is meant mainly for an audience of internal stakeholders the operations plan may contain more details for specifying all the tasks required for managing the activities and delivering the expected products/services. However in many cases external stakeholders like donors and other partners will be interested to see such details and monitor the implementation of activities because they have to justify to others the resources they have invested in the project/programme.

In all group relationships, there will be some self-interest  that may not be in line with the common interest, like some people saving their time and putting inadequate effort in their tasks, vendors charging higher costs, leaders claiming responsibility of all the successes and blaming others for the problems, etc. A good programme plan will minimize conflict of interests as much as all the reciprocal expectations are well defined and documented and a system of monitoring and support is in place.  Planning is not everything: team spirit and a visionary leadership are essential for a project success; but without a good plan misunderstand and disappointment will almost be inevitable.

 

In this stage a logical framework can be prepared for summarising and schematizing the programme purpose and strategy. There may also be an indication of activities and resource requirements for managing the origination, supervision and evaluation of project. A budget for these program-level activities may be defined. But in a really projectized organization program developers will not develop project details as this will be done a coordinated effort with project managers and project teams.

 

A programme should contain budget indication regarding what is the expected cost of the projects and of project origination, supervision and evaluation. it should also give inductions on how the projects are expected to obtain the financial resources they will need. (see Programme / Project financial planning and management)

 

A good program will also identify and attribute specific responsibility in the programme management team in generating project and animate the process of producing the programme results chain (from project deliverable to outcomes, up to programmes impacts) so that the steps of the process are specifically attributed to the managerial structure, where specific professional positions are considered primarily accountable for expected results;
considering internal audit and budget tracking as programme implementation actions, so reporting about them clearly and evaluate their efficiency and transparency.     (See Programme Governance;  clarifying the relationship: Responsibilities of Project Managers and programme Managers)

 

A good programme design will give answers to the following questions:

 

While designing the programme we will consult with the main stakeholders to verify the logical coherence coherence of the project design in deciding the specific objectives, the general objectives, the activities intended to achieve the objectives, the methodology adopted and the expected impact .  This consultation is also called ex ante evaluation. 

 

An organization aiming at programme program quality should establish a system of Monitoring and Evaluation. In fact in order to ensure  program quality programme managers need to use the feed back of monitoring and evaluation in order to:

A good programme design will consider how to monitor and evaluate during and after the implementation phase (in itinere and ex post). It will therefore decide what are the indicators and what are the sources of information for judging the efficiency, the effectiveness and the impact.  Information sources may be independent from the programme/project management team and the organization. Others will be the internal evaluation tasks that will collect data concerning processes and outcomes.

Programme designers will consider the standard methods of collecting and analyzing  data and will adopt those that are seen as most suitable. Eventually a new approach may be proposed.   After deciding on the method there will be an illustration of the evaluation activity within the program/project, including the indications regarding how to use the monitoring/evaluation results for improved programme/project management for organization development  and for employee empowerment and learning.  (see  evaluation reporting methods; and methods for  generating acceptance for the evaluation reports).   The elements of an evaluation action are illustrated in the chapter on program evaluation.

Achieving professional reputation through the application of high standards in all aspects of organizational culture and management style is a fundamental requirement for generating an organizational image that is a prerequisite for a successful partnership management.

 

The Programme  Plan is the that terminates the designing  phase  (and opens the of implementation phase of the programme cycle management.

The plan will usually contain the following sections:

 

You may consider subsections for:

Logistic,  

Monitoring & Evaluation, 

Quality Mananagemet,

Risk management, 

Team Training, 

Project Communication management,

Issues Management;

Management Change Control Process

Management Acceptance of Deliverables

Organizational Change Management.

Document Management

Meeting Management

etc.

 

 

Templates

 

 

 

Guidelines: Plan Writing

 

 

 

Other resources: (Europe Aid: PCM Manual)

 

 

Issues to be considered in Program Management

 

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program stages