1. Introduction

Quality Management is a continuous process applied throughout the life of a programme and embraces many different aspects, including:

  • The quality of the programme’s leadership and management processes, including the information needed to make decisions and the reliability of the information provided;
  • The quality of its deliverables, and their ‘fitness for purpose’
  • The quality of its assessment and measurement activities

The areas where quality management will be focused as far as all City2012 programme streams are concerned will be:

  • Configuration Management and change control of programme documentation, such as Blueprint, Business Case, Programme Plan etc. to ensure programme status is up to date and accurate;
  • Quality Assurance and review of outputs from the projects to ensure they are ‘fit for purpose’, meet stakeholder requirements and enable the organisation to realise the required benefits and achieve the capability described in the Vision Statement.
  • Programme Governance Arrangements, including:
    • Roles and responsibilities of the Programme Management Team
    • Adherence to organisational and industry standards
    • Consultation and engagement of stakeholders
    • Appropriate design and implementation of good practices in Programme Management and delivery

Each of these will be presented in the context of the City2012 programme streams in the following sections.

2. Configuration Management

The purpose of Configuration Management is to identify, track and protect the programmes assets. In the context of City2012 this will include the following:

2.1 Programme Configuration Items


Programme Assets for each programme stream such as Vision Statement, Blueprint etc. form a complete picture of the programmes objectives, how they will be met, benefits expected, at what cost, and when they will be realised.

Programme Configuration Items Asset List

  • Programme Definition Documents
    • Vision Statement describing the end goal
    • Blueprint describing the capabilities of the transformed organisation in its future state
    • Business Case presenting balance between programmes benefits, costs and risks
    • Organisation Structure with roles and responsibilities for directing, managing and delivering the programme
    • Project Portfolio listing the projects and related activities involved in the programme
    • Benefit Profiles providing the tools for tracking the progress of each benefit identified
    • Stakeholder Map showing all stakeholder groups, their specific interests in the work and outcomes from the programme
  • Governance Strategy Documents
    • Benefits Management Strategy to define how benefits will be managed from identification to realisation
    • Stakeholder management Strategy to define how stakeholders will be engaged throughout the programme
    • Risk and Issues Strategy for defining the governance arrangements for handling risks and issues
    • Quality Management Strategy for defining the governance for managing quality
    • Resource Management Strategy for defining the resource requirements in terms of staff, facilities, technology for the programme, including how they will be acquired and managed.
  • Planning Documents
    • Benefits Realisation Plan presenting the schedule of benefits realisation throughout the programme
    • Communications Plan presenting the schedule of communication activities with stakeholders throughout the programme
    • Programme Plan presenting the major planning and control information about the programme, including governance arrangements for monitoring and control.

2.2 External Configuration Items

Definition External Configuration Items are the university’s strategy and policy documents which are internal to the university but are independent of the programme. Regulatory and statutory requirements also form external products which the programme needs to track.

External Configuration Items Asset List

  • Business Strategies
    • City University Business Plans
    • City 2012 IS Strategy
    • Internationalisation Strategy
  • Regulatory and Statutory Requirements
    • See Andrew Kinglake

2.3 Internal Configuration Items

Definition Internal Configuration Items comprises those delivered by individual projects, including tangible outputs such as building and systems, and less tangible outputs such as trained staff.

Internal Configuration Items Asset List

  • Project Management Products
    • Project Mandate
    • Project Brief
    • Business Case
    • Project Initiation Document
    • Highlight Reports
    • End Stage Reports
    • End Project Reports
    • Post Project Review
    • Lessons Learned
  • Project Specialist Products
    • Particular to the project

2.4 Change Control

Configuration Item Identifier

Each Configuration Item needs to be uniquely identified. The identification should also differentiate between successive versions. City2012 will adopt the following conventions.


An example for the Vision Statement for the Student Experience Programme is as shown below.


The sample template document for the example above is presented in Appendix A. Templates relating to the configuration items listed above are available at \\samba0\bssg-projoffice\templates

Change Control Responsibilities

Configuration Librarian Ensuring the Configuration Item identifier conventions listed in 3.1 are followed by raising awareness and auditing.
Assist Programme and Project Managers to identify Configuration Items
Assist Programme and Project Managers with Configuration Management planning
Maintaining a library of all products
Maintain current status information on all products
Accept and record the receipt of new or revised products into the library
Prevent unauthorised changes to products
Control allocation of new version numbers to changed products
Archive superceded product copies
When authorised, issue copies of products for review or information
When authorised, issue new version of products for change or correction
Produce configuration status accounts
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3. Quality Assurance

Assurance is a ‘value added’ function involving the assessment of specific aspects to generate confidence that the programme is being managed effectively and is on track to realise the expected benefits and achieve the desired outcomes. This should be carried out independently of the Programme Management Team.

3.1 City2012 Assurance

The Assurance Items, outcomes and methods are outlined in the following table for all MSP processes.

Assurance Outcomes Method
1. Defining a Programme
1.1 Programme Definition Products  External Review
Check for existence and conformance of:  Board Review
*Visions Statements  Peer Review
*Blueprint  Board Review
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