The CIOB Code of Practice Programme Management for Construction & Development is intended to complement the popular CIOB Code of Practice for Project Management for Construction and Development, providing practical coverage of general processes and procedures to be followed when managing a construction programme or portfolio of projects. It sets out the necessary requirements for effective and efficient programme management, but is not intended to be a manual of operating procedures for the manager of such programmes.

Foreword ixAcknowledgements xiList of Figures xiiiWorking Group (WG) of the Code of Practice for Programme Management xvSummary of Key Terminology xviiIntroduction 1Building information modelling (BIM) and programme management 4Chapter 1 The Context of Programme Management 51.1 Definitions of projects, programmes and portfolios 51.2 Understanding programme management: is there a programme? 101.3 Programme management in the built environment 101.3.1 Corporate social responsibility (CSR) 121.3.2 Sustainability and the environmental mandates 131.3.3 Ethics in programmes: business and professional 131.3.4 Health and safety standards and requirements 131.4 Types of programmes 131.5 Range and scope of programmes 141.6 Need for programme management 151.7 Programme management process and stages 151.8 Programme organisation structure 181.8.1 Types of clients who may initiate programmes 181.8.2 Client organisation structure 201.8.3 Programme management structure 211.8.4 Business partners 231.8.5 Stakeholders 231.9 Portfolio management 25Chapter 2 Stage A: Inception 272.1 Purpose of stage 272.2 Stage outline 272.3 Stage organisation structure 292.3.1 Stage structure and relationships 292.3.2 Stage roles of key participants 292.4 Programme management practices 312.4.1 Strategic change 312.4.2 Funding policy and strategy/arrangements 35Chapter 3 Stage B: Initiation 373.1 Purpose of stage 373.2 Stage outline 373.3 Stage organisation structure 393.3.1 Stage structure and relationships 393.3.2 Stage roles of key participants 393.4 Programme management practices 423.4.1 Benefits management 423.4.2 Feasibility study 433.4.3 Funding arrangements 44Chapter 4 Stage C: Definition 474.1 Purpose of stage 474.2 Stage outline 474.3 Stage organisation structure 524.3.1 Stage overall structure and relationships 524.3.2 Stage roles of key participants 524.3.3 External environment and relationships: mapping the landscape 574.4 Programme management practices 584.4.1 Scope management 584.4.2 Benefits management 604.4.3 Risk Management 604.4.4 Governance of programme management: steering for success 644.4.5 Issues management 674.4.6 Time scheduling 674.4.7 Financial management 684.4.8 Cost management 694.4.9 Change control 724.4.10 Information management 724.4.11 Communication/stakeholder management 754.4.12 Quality management 774.4.13 Procurement and commercial management 784.4.14 Health and safety management 804.4.15 Sustainability/environmental management 80Chapter 5 Stage D: Implementation 835.1 Purpose of stage 835.2 Stage outline 835.3 Stage organisation structure 845.3.1 Stage structure and relationships 845.3.2 Stage roles of key participants 855.4 Programme management practices 895.4.1 Performance monitoring, control and reporting 905.4.2 Risk and issue management 905.4.3 Financial management 915.4.4 Change management 915.4.5 Information management 925.4.6 Stakeholder/communications management 925.4.7 Quality management 925.4.8 Procurement and commercial management 925.4.9 Health and safety management 935.4.10 Sustainability/environmental management 935.4.11 Transition management - projects closure 94Chapter 6 Stage E: Benefits Review and Transition 956.1 Purpose of stage 956.2 Stage outline 956.3 Stage organisation structure 976.3.1 Stage structure and relationships 976.3.2 Roles of key participants 976.4 Programme management practices 986.4.1 Benefits management 986.4.2 Benefits and dis-benefits 1006.4.3 Transition strategy and management 107Chapter 7 Stage F: Closure 1097.1 Purpose of stage 1097.2 Stage outline 1097.3 Stage organisation structure 1107.3.1 Stage structure and relationships 1107.3.2 Stage roles of key participants 1117.4 Programme management practices 1127.4.1 Programme closure 112Appendices 115T1 Vision Statement Template 115T2 Programme Mandate Template 117T3 Programme Brief Template 118T4 Business Case Template 121T5 Monthly Programme Report Template 125T6 Programme Highlight Report Template 126T7 Benefits Profile Template 129T8 Tracking Benefits: Benefits-Monitoring Template 130T9 Programme Closure Report Template 131Key Roles: Skills and Competencies 133Programme Management Case Studies 145Case Study 1 - Example of a Vision-Led Programme: London Olympics 2012 145Case Study 2 - Example of an Emergent Programme: High Street Retail Store Re-branding 150Case Study 3 - Example of an Emergent Programme: Highways England 155Bibliography 163Index 165