PRINCE2にもITIL 4にも似た概念があるが、優先度が違う気がする。
その違いは、扱うものや規模の違いによるものと思われる。
- Remaining alighed with corporate strategy
- A programme is typically a large investment that should make a significant contribution towards achieving corporate performance targets. A well-managed programme maintains good links with a sometimes-volatile corporate strategy.
- 組織の方針から外れて行動してはならない。
- Leading change
- Seeing through change in a programme is a leadership challenge. In addition to the need to manage a large number of complex tasks, people need to be led. It is impossible to move to a better future without clear leadership.
- リーダーが率先して動くことにより、チームとのコミュニケーションが円滑になる。
- Projectが経緯（Case）優先なのに対し、Programmeは人優先なのが異なる点。
- 7点のPrincipleの中で、これが最もページを使い、例題が多いため、重要なのだと思います。
- Envisioning and communicating a better future
- A programme is relevant where there is a need to achieve transformational change, where there is some marked step change or break with the present required in the future capacity. In order to achieve such a beneficial future state, the leaders of a programme must first describe a clear vision of that future.
- 組織が掲げるビジョンが、チームを動かすのに決定的な役割を果たす。ビジョンがブレると危ない。
- Focusing on the benefits and threats to them
- Best-practice programme management aligns everything towards satisfying strategic objectives by realizing the end benefits. Thus the programme's boundary, including the projects and activities that become part of the programme, is determined to enable the realization of these end benefits. The ultimate success of a programme is judged by its ability to realize these benefits and the continuing relevance of these benefits to the strategic context. If the benefits are of strategic value, then effective risk management is crucial.
- Programmeの利益不利益を関係部署やメンバーに伝えることで、彼らの考えと行動がクリアになる。
- Adding value
- A programme only remains valid if it adds value to the sum of its constituent projects and major activities. If it is found to add nothing, then it is better to close the programme and allow the projects to proceed independently.
- 価値が無ければ、そのProjectをProgrammeから外したり、またはProgramme自体を終了させ、独立したProjectとして継続する。
- ITIL 4のSVS「Guiding Principles」に「Focus on value」というのがあるが、寧ろ「Keep it simple and practical」に似ている。
- Designing and delivering a coherent capability
- The capability that the programme will deliver is defined in the blueprint. The programme will deliver a coherent organizational capability that is released into operational use according to a schedule that delivers maximum incremental improvements with minimal adverse operational impact.
- Programmeが成功した時の世界がどうなのか、青写真が描けるようにする。
- Learning from experience
- A programme is learning organization in that it reflects upon and improve its performance during its life. Good governance requires approaches to managing the different themes that are regularly adjusted and adapted on the basis of experience and results to date. For example, good benefits management encourages stakeholders to identify new opportunities to realize benefits as their awareness and experience increases.
