Picking up from where we left off, Presto's program will now prepare for the first tranche of delivery. The 'Deliver the Capabilities' process has two main functions. Controlling the work required to manage each tranche of delivery, focusing on implementing the governance themes as defined in the program strategy, and, ensuring that the projects and the program are started, managed and closed appropriately and remain aligned with the target operating model. Let's start by looking at the first function, 'Controlling the Work Required', in more detail. This function involves managing the different aspects of the program according to the approaches outlined in the program strategy. This may include resource management, managing people and other resources.

For Presto, this may be the project teams that are installing the retail units or the supermarket staff that are involved in the project design and delivery. Information management, such as any relevant documentation to support program control and decision making, this must be timely, complete, accurate and available to the right people. Reporting, used to monitor progress, keep activities on track and escalate issues to management. Decision-making, important for dealing with issues, risks and exceptions.

Only escalate or take corrective action where necessary. Presto set about deploying the required resources to support their program delivery. They bring in their normal retail unit suppliers and contract them to install the display units for first tranche. At this stage, we want to consider setting up physical environments, office space for example or acquiring tools for risk management and planning tasks. Some organizations expand their program office to act as the information hub for the program or individual projects.

Now to the second function of this process, which is much more focused on the delivery of the projects themselves. As one of Presto's projects, the building of the store will commence in their first tranche. The delivery plan outlines the tranches of delivery and includes the projects, time frames, key dependencies and resources involved. Starting projects in the right way is every bit as important as controlling the delivery and the closing of them. We need to make sure that projects align with the program objectives and benefits realization plan. Monitoring and controlling projects at a high level is the best way to forecast breaches of tolerance for escalation as early as possible.

After the construction of the store building has finished, Presto will close the project. With any project closure, we must feel confident that the output meets the acceptance criteria and align with the capabilities outlined in the target operating model. Aside from the delivery of capabilities, we also need to make a start on the other work set out in the 'Plan Progressive Delivery' process. If you recall, this included benefits realization, stakeholder engagement, assurance and finance. By carrying out the monitoring and control of activities and budgets, Presto can better inform their stakeholders of progress using their baseline measurements for benefits.

We need to be aware of new knowledge that may emerge during the implementation of the tranche. When this occurs, we should make changes under change control and update the business case. The program will also need to ensure that the activities in the project align with the delivery plan. Preparation for change and transition occurs at the end of this process. Presto's BCM is working with the Program Manager on these plans following confirmation that the delivered capabilities are correctly aligned with their TOM. In the meantime, they take baseline benefit measures and make sure that the implementation of ongoing measures is ready for use in the program.

Scenario (4/7)

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