Program Inception Report Template

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Program Inception ReportTemplate

Document Information

Document Title: / Program Inception Report/Program Charter
Prepared By: / <Program Manager> / Document Create Date: / <date>
Document Version No: / Draft Version 0.1 / Document Version Date: / <date>
Last Reviewed Date: / Next Review Date:
Document URL: / <Link to eNtrust
The latest version of this document is stored electronically. Any printed copy is an uncontrolled copy for reference or training purpose only.

Distribution List

SN / Distribute to / Issue Date / Issued by / Remarks
1 / <date> / First Release

Version History

Version / Date / Status
(draft, approved, sign off) / Author / Change Description
0.1 / <date> / Draft / Initial Draft

Approval

Approved for submission to NTL Program Sponsor, given by / Date
Approval by NTL Program Sponsor / Date

Program Inception Report/Program Charter

Program Name / Program Manager / Project Reference Number / Prepared By (print)
Customer / Contact / Contact’s Phone Number / Date Prepared
Justification
Summarize the importance of the program and what it supposed to achieve.
Vision
Describe the future state of the organization once the program has been completed. The vision is the “TO-BE” state of the organization.
Strategic Alignment
Provide a brief description of the overall strategic objectives of the organization, the sponsoring organization, and how the program objectives align with those objectives.
Desired Outcomes
Describe, in business terms, what outcomes the program is expected to achieve. Key business objectives will be used to define those outcomes. Describe how the program or projects within the program will be evaluated for successful completion. Integrate these criteria directly back to the strategic objectives. Desired outcomes may include, for example, improved revenue realization, expanded market share, increased productivity, reduced operating cost, or improved customer satisfaction. A timing requirement for achievement of these objectives also could be included here.
Program Scope
Summarize the work that is to be included in the program, as well as, any significant exclusion.
Expected Benefits
Summarize the expected benefits and the strategy for achieving them.
Identify quantifiable organizational benefits such as increased revenue, increased market share, reduced operational costs, and improved customer satisfaction.
Initial Components
Describe deliverables and other components that are to be created by the program.
Resources Required
Describe the functional groups that will be required to participate in the program activities. When possible, identify resources that will be required from each functional area.
Key Stakeholders
Describe the key stakeholders identified to date. Include both internal and external stakeholders, and summarize stakeholder positions to the degree known.
Governance Processes and Structure
Summarize the plans for the processes and structure required to govern the program, including the senior-level decision-making process. Also, if the organization has a PMO, identify its role in the governance process.
Success Criteria
These criteria should be linked back to the strategic objectives. A timing requirement for achievement of these objectives could also be included as a critical factor for success.
Constraints
Describe the known factors that will limit the program team’s options in achieving the successful completion of program benefits.
Assumptions
List the major assumptions underlying the proposed benefits and strategic objectives of the program. Typically these will be identified in the business case.
Risks
Identify the high-level risks to achieving the program’s benefits. Again, the business case will be an input to this identification. Explain how risks will be identified, evaluated, responded to, mitigated, and tracked.
High-Level Road Map
Provide a description of the high-level road map of the program, including known components such as projects and deliverables. It should include the identification of high-level milestones that indicate interdependencies, benefits realization or objectives achievement, and their time line.
Program Milestones
Milestone Description / Deliverable/Components / Milestone Date
Program Manager Responsibilities and Authority
Describe the responsibilities of the program manager. Also, describe the authority of the program managers, including the ability to obtain funding, resources, and commitment from other areas of the organization. Include activities such as--
•Establish and maintain program relevance, documentation, and schedule
•Maintain program–wide contracts
•Plan, assign, track, and report on program status against strategic objectives
•Manage the financial performance, including the budget
•Manage the project managers assigned to the program
Roles and Responsibilities
List some key participants in the program and identify their roles and responsibilities. This section will typically include—
Program Sponsor
•Resolve issues and problems that cannot be resolved by the program manager
•Provide ownership and funding for the solution
•Ensure that appropriate management direction is in place throughout all functional areas to implement program benefits
•Provide strategic changes and assessments to the program managers
Business Analyst
•Represent the functional area during creation of the program deliverables and benefits
•Plan and execute the necessary steps to ensure that the functional area is prepared to implement program deliverables and realize benefits
•Provide the expertise to identify the business rules defining, and the technical interfaces existing, among the components of the program. This information will be critical to developing the program architecture.
•Provide both the functional business and procedural information to the program and project managers
Project Manager
•Manage assigned project(s) per accepted methodology
•Perform according to the direction given in the project charter
•Provide required input to the program manager in terms of scope, time, and cost
•Manage projects to achieve deliverables focused on strategic objectives
•Manage projects in accordance with, and in alignment with, accepted best practice and process
Transition Manager
•May be a project manager involved with deployment or may be a functional manager from a support and maintenance organization
•Handles the hand off of the deliverables from the individual projects to the support and maintenance organization
•Ensures that support capability and documentation is present

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