BSBPMG630 BSBPMG635 BSBPMG636 Module - Assessment Task 2 (1)

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Assessment
Task 2
Support program execution
Enable program execution
BSBPMG630
Implement program governance
BSBPMG635
Manage benefits
BSBPMG636
Student Declaration 
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks. 
◻ I have read and understood the assessment requirements for this unit
◻ I understand the rights to re-assessment
◻ I understand the right to appeal the decisions made in the assessment
	Unit Title 
Unit Code
	Student name
	Otavio Pelição Caliari
	Student ID number
	55284
	Student signature
	
	Date
	Task Number
	2
	20/09/2022
	
	------OFFICE USE ONLY-----
For Trainer and Assessor to complete:
◻ Student requested reasonable adjustment for the assessment
	Marking Sheet
Completed successfully
Did the student satisfactorily:
	Comments
	Y
	N
	DNS
	The student has satisfactorily completed and submitted the following:
· Future state report in Task 2.1A
· Business Case in Task 2.1B
· Reflection in Task 2.1C
· Program Charter in Task 2.2A
· Program Benefits Register (if submitted in separate file) in Task 2.2A
· Program Schedule (if submitted in separate file) in Task 2.2A
· Program specific policy (if submitted in separate file) in Task 2.2A
· Agreed changes to Program Charter in Task 2.2B
· Observation checklist in Task 2.2B
	
	☐
	☐
	☐
	The student collaborated with the relevant stakeholders and consulted with the Program Sponsor to develop the future state report and the business case:
· Involved stakeholders to participate actively in providing feedback and inputs
· Listened actively
· Used questioning to ensure understanding and gather feedback
· Negotiated effectively to reach an agreement on the desired future state and the business case
· Worked in a professional manner, respecting the opinion of others
· Provided key information when required
· The future state report and the business case are approved.
Feedback in Comments.
	
	☐
	☐
	☐
	The student collaborated with the relevant stakeholders and consulted with the Program Sponsor to develop the Program Charter:
· Involved stakeholders to participate actively in providing feedback and inputs
· Listened actively
· Used questioning to ensure understanding and gather feedback
· Negotiated effectively to reach an agreement on content of the Program Charter
· Worked in a professional manner, respecting the opinion of others
· Provided key information when required
Feedback in Comments.
	
	☐
	☐
	☐
	Demonstrated ability to:
· Define and agree on description of the desired future state with pertinent stakeholders
· Identify and explore with relevant stakeholders gaps between current state and desired future state
· Identify and evaluate internal and external factors and issues likely to cause changes to the desired future state
· Agree on desired future state and confirm alignment with expected benefits
· Communicate with relevant stakeholders changes required to transition from current state to future state and agree approach
This is evidenced by:
· Future state report in Task 2.1A
· Reflection in Task 2.1C
	
	☐
	☐
	☐
	Demonstrated ability to:
· Identify program procurements, scope, timeline, budget, client expectations and organisational goals
· Communicate with relevant stakeholders changes required to transition from current state to future state and agree approach
· Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach
· Identify and develop program management structure
· Analyse benefits and their alignment to organisational objectives
· Define and communicate expected short- and long-term benefits and trade-offs with key stakeholders
This is evidenced by:
· Business Case in Task 2.1B
· Reflection in Task 2.1C
	
	☐
	☐
	☐
	Demonstrated ability to:
· Identify program execution approach
· Identify, monitor and evaluate internal and external factors and issues likely to cause changes to program execution approach
· Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach
· Identify and develop program management structure
· Identify and create policies, processes, and procedures for supporting management of program
· Develop a knowledge management system to capture progress, insights, experiences and learnings
· Assess project and program performance against respective plans
· Monitor and evaluate internal and external program contexts for circumstances that may require changes to the expected benefits
· Define and confirm benefit dependencies with key stakeholders
· Devise and agree benefits delivery approach with key stakeholders considering impact of the benefit on risk management, issues management, and change control
· Assign ownership of benefits delivery
· Review confirm and update benefits measurement approach and benefits delivery approach
· Negotiate and communicate clear roles and responsibilities to all relevant stakeholders
· Confirm decision making roles with stakeholders
· Document decisions and accountabilities for program objectives
· Make decisions regarding complex priorities and competing demands using repeatable methods
· Establish systems and processes according to program objectives
· Implement management control systems for monitoring program progress against organisational objectives
· Generate audit documentation, presenting information and distributing reports to key stakeholders
· Establish and monitor process efficiency
· Support process with relevant program policy
· Identify both organisation and external compliance requirements relevant to the program
· Establish and securely maintain audit records according to legislative requirements
· Report on compliance to relevant authorities and key stakeholders
· Identify and implement actions to rectify non-compliant behaviours, processes and products
· Identify management and internal personnel support needs for the program
· Evaluate and establish appropriate systems for supporting implementation
· Establish skill development support systems for program personnel to meet program needs
This is evidenced by:
· Program Charter in Task 2.2A
· Program Benefits Register (if submitted in separate file) in Task 2.2A
· Program Schedule (if submitted in separate file) in Task 2.2A
· Program specific policy (if submitted in separate file) in Task 2.2A
· Agreed changes to Program Charter in Task 2.2B
· Observation checklist in Task 2.2B
	
	☐
	☐
	☐
	When collaborating with the group, the student has actively participated in group work with a substantial contribution that can be assessed individually for all the requirements of this task.
	
	☐
	☐
	☐
	
Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐ 
	Student Name:
	Assessor Name:
Assessor Signature:
Date:
Task 2 – Plan and prepare to support program execution
Complete the following activities:
Task 2.1 Envision the desired future state and establish program parameters
Work in collaboration with a group of 3-4 classmates in simulated work conditions. The group of classmates will play the role of relevant stakeholders in the sponsoring organisation and provide feedback and inputs to develop:
· The future state report (Task 2.1.A)
· The business case (Task 2.1.B)
Consult with the Program Sponsor (played by the trainer and assessor in simulated work conditions) as needed.
Once you have completed the Future State Report and the Business Case, present your work to the Program Sponsor (trainer and assessor) for approval (5 minutes).
The trainer and assessor willprovide feedback about your collaboration with the stakeholders and consultation with the Program Sponsor on the marking sheet. The trainer and assessor will also provide approval for the Future State Report and the Business Case.
Document the name of the classmates who played the role of relevant stakeholders to provide inputs and feedback in developing the Future State Report and the Business Case.
Ensure to reach an agreement on Future State Report and the Business Case when collaborating with the stakeholders.
Relevant stakeholders may include members of the program team, including project managers, internal stakeholders such as departmental managers and external stakeholders such as subject matter experts.
Please note, although the task requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such.
	Student Name
	
	Student Name
	
	Student Name
	
	Student Name
	
A. Future State Report
Develop a Future State Report (Template 1) to include:
· An analysis of the internal and external business environment
· A description of the desired future state for the organisation 
· A gap analysis to determine the gaps between the current and the desired future state
· Identified changes needed to support the organisation in achieving the desired future state
· Identified internal and external factors and issues likely to cause changes to the desired future state
Use the template provided below and follow the instructions.
Template 1 -Future State Report
Business Background
Provide a brief description of the organisation, its products/services and the industry in which they operate.
(50-100 words)
	Failte Events is a firm that organizes events. It has been established that the organization offers outstanding personalized events services ranging from wedding packages to corporate exhibits and training events, to concerts, festivals, and other huge events.
Furthermore, owing to the firm's expansion in 2017, they relocated their base of operations to their new custom-built facility in Alphington, which included their storage and headquarters.
Failte Events is available for the following events:
- Corporate Events - Meetings - Conference - Networking - Weddings - Large Events - Concerts - Sporting Events - Exhibitions - Community Events
Finally, the organization asserts that they adhere to the following principles in each service: originality, thinking outside the box, quality first, respect, responsiveness, engagement, attention to detail, integrity, and diversity.
Business Internal and External Context - Overview
PESTLE Analysis
Perform a PESTLE analysis of the organisation's external business environment.
Include at least two points of analysis for each PESTLE category. Be specific (for example, do not just mention tax policy under economic, specify what tax policy you refer to).
Use the table below to document your analysis.
	PESTLE Analysis
	Political
	- Passport limitations applied as a result of the COVID-19 infection pandemic - Event constraints put as a result of the COVID-19 pandemic
	Economic
	- Behavior of customers in the context of covid policies 
- Underemployment rates
	Social
	- Population increase 
- Cultural preferences
	Technology
	- The number of industry establishments is increasing 
- Information technology services are becoming more expensive
	Legal
	- Changes in commercial law 
- Government Legislation about immigration 
	Environmental
	- Weather and climate changes
- Environmental cleanup legislation
 - Electricity demand
SWOT Analysis 
Perform a SWOT analysis for the sponsoring organisation. 
Identify at least four factors/sections in the table below.
Use the table below to document the analysis.
	SWOT Analysis
	Strengths
	- Label 
- Market dominance 
- Processes and systems
	Weaknesses
	- Inadequate staffing to meet the increased number of events
- A scarcity of designated spaces in Melbourne.
- An organization's culture may not be conducive to innovation.
	Opportunities
	- Increasing company connection efforts 
- Growing population
	Threats
	- Contest 
- Economic Recession 
- Impact of Covid19 pandemic
Desired Future State
· Describe the desired future state based on the business environmental analysis. (30-50 words)
· Identify the expected benefits of the desired future state for the organisation. (4-5)
· Explain how the desired future state aligns with expected benefits. (30-40 words)
	Desired Future State
	- Becoming the premier event business in Victoria and New South Wales (5-year target) 
- Increasing corporate events by 45% in the next 5 years
 - Opening a second facility in Sydney to complement the one in Melbourne
- Reduce operational expenses by 15%
	Benefits
	- Company to achieve 
- Enhance corporate identity 
- Gain market share 
- Be at the front of customers' minds
	Alignment
	Being the ideal firm in two states entails increasing the number of events, generating free exposure, facilitating potential future partnerships, and streamlining the company's current system, which can lower operational expenses.
Gap Analysis
Perform a gap analysis.
Identify the gaps between the current state and the desired future state. (2- 3 gaps)
Use the table below to document the analysis. 
	Gap Analysis
	Current state
	Future state
	Gaps
	Melbourne Office
	Gain influence in those other regions
	There are additional major cities across the nation to choose, as well as a significant event interest in Sydney.
	Local business competition
	Business growth
	Large-market competitive approach
	Permanent employees are overworked, and there is a considerable turnover of temporary employees.
	A good mix combining regular and temporary employees.
	Assessment of human capital planning, Development and implementation of operational change practices within the organization
Factors to cause change
Identify and evaluate 3-5 internal and external factors and issues likely to cause changes to the desired future state.	 
Use the table below to document the identified changes. 
	Internal and External factors and issues
	Factors and Issues
	Evaluation
	Appropriate technology - INTERNAL
	For IT assistance, the organization relies on outdated technologies. For online company expansion and growth, new IT infrastructure needs be implemented.
	The Board of Directors is dedicated to long-term development in order to realize the firm's strategic goals. - INTERNAL
	The ethos of the Board of Directors is based on the mechanics of rivalry and producing tangible outcomes.
The emphasis is goal-oriented, with stern and demanding managers, thus this organization is unified by a single aim to win and beat all competitors.
	Rise in competition in other cities - EXTERNAL
	The organization must study how the competition is in the cities where they wish to expand, as well as determine their SWOT analysis to understand what benefits and drawbacks these fresh rivals face.
	
	
	
	
B. Business Case
Develop a program's Business Case (Template 2) to achieve the desired future state (refer to your work in Task 2.1A). 
Remember, the program is the solution to a problem or opportunity. It is what will move the organisation from the current to the future state.
Use the templates provided below and follow the instructions.
Template 2 -Business Case
Program Strategic Objectives 
Identify 3 strategic program objectives.
	Program Strategic Objectives
	lower the expense of operations and advertising
	Hire additional people and raise employee satisfaction levels.
	to establish oneself as the go-to event provider in Victoria and New South Wales.
Benefits 
· Identify and list five (5) program benefits that have been identified for the program (assess if they are short or long term benefits)
· For each benefit, identify one success criteria (SMART objective)
· For each benefit, evaluate how it aligns with the organisational objectives
	Benefit
(ST – LT)
	Success criteria
	Alignment with organisational objective
	Example:Increase in productivity (LT)
	
5% increase in productivity in the next 12 months
	
Supports increase in productivity and cost cutting.
	Streamline processes and logistics for customers at the business (Short Term)
	Improve your website by integrating cutting-edge techniques and technology (such as a new reservation system)
	The process of getting support from the firm might be made easier by modernizing processes.
	Increase in service frequency (Long Term)
	In the following five years, raise corporate events by 45%.
	The institution's rate of solutions will rise together with the number of corporate events.
	Boost business expansion (Long term)
	Analyze the potential for strategic partnerships
	Partnerships are the greatest hope for development that takes economic issues into account.
	Cut expenses (Long term)
	Reduce operating expenses by 15% and examine the marketing planning efforts to cut back on promotional spending.
	Debts might be paid off sooner and stakeholder concerns could be eased by lowering long and short term costs.
	Boost the company's reputation (Short Term)
	Create and execute efficient sustainability procedures throughout the company
	Customers may see the firm from a different angle if it becomes a more environmentally conscious business.
Trade-offs
Identify and outline three (3) expected trade-offs for benefits realisation. 
	· One of the most important factors for a business is to take economic considerations into account. However, it is also crucial to regularly assess employee satisfaction and maintain oversight of the rotation rate. Based on employee feedback, a business must immediately invest in hiring additional staff to reduce the workload of existing employees, even if doing so will increase costs.
· The firm is thinking about implementing a program to enhance its reputation, customer base, and level of service. It's necessary to assess price and quality, then pick the options that are most likely to provide a profit, such as using exclusively digital techniques to attract new clients.
· Many companies choose presentation events that re-unite consumers and generate more feelings and excitement; nevertheless, it is vital to note that the company may reach its target audience more by updating the webpage; innovation has evolved into a critical aspect for an organization, so it is a responsibility.
Scope of the program
Outline the scope of the program.
The program scope describes the totality of the work and the overall boundaries of the program. In a program, the initial scope of work describes the work of the entire program. Include a list of the projects in the program scope (min. 3 projects).
(50-100 words)
	1. Appointment of project managers.
2. Selection and leasing of a new site in Sydney (including all necessary amenities, geography, and negotiations)
3. Recruitment of fresh employees
4. Homepage redesign and new booking system
5. Examine Marketing Strategy Activities
6. Make plans to form new strategic connections to help your firm.
Program Complexity
Describe why managing this business solution initiative is more appropriate as a program rather than a project. 
(40-80 words)
	When there are new activities, including new enhancements, projects are created. They have a beginning and an end, as well as defined, measurable goals.
Programmes combine together relevant initiatives that can be carried out sequentially or concurrently.
Taking this into consideration, and considering the economic factors that the company is prioritizing, the best option for the organization is the development of a program. A program could develop diverse activities and create a general focus on each one, achieving more goals and making more progress in different areas.
Expectations
Outline the expectations of the sponsoring organisation about the program. 
Example: what it will achieve, how it will be managed, collaboration with the program management team etc.
(40-80 words)
	The following outcomes are anticipated from the program:
- Lowering operating and promotional expenditures
- Optimization of digital marketing resources
- Increased service rate - Improved website and service acquisition approach
- Reduce employee burden by reorganizing management - Portfolio of potential suppliers who can provide the same quality at a lower cost
- Collaboration in employee satisfaction
Required Resources
Determine a high-level estimate of the resources required to execute the program. 
The estimate highlights the value of the program against the resources that are required for its successful implementation. Use the table below for your list:
· Human Resources (quantity, skills and capabilities) – 4-8 resources
· Physical (equipment, software, office space etc.) – 4-8 resources
	Resources
	Human Resources 
	- Employee capabilities; it is critical to have someone in charge of counselling as well as the duty of assisting and monitoring activities.
- Recruitment skills, it has been noticed that there is an obvious need to grow the personnel, thus it is critical to have strong employees in charge of this function who can search for quality workers.
- Motivational skills, it is critical to have someone with the ability to motivate others in the workplace; there is nothing more crucial to enhancing productivity than raising employee motivation.
- Management abilities to structure the duties that each employee will have in the program
	Physical
	- It is essential to have an office space where meetings can be held on a regular basis so that the program's success can be discussed.
- To improve the website's details, advanced software will be necessary.
- Effective promotional gear
- Components and other resources to be made available for authenticity reasons
Financial Requirements
Determine a high-level budget for the program and describe sources of program funding.
Include high-level budgetary items – 8-10 (for example, budget for human resources, budget for equipment, and so forth).
Use the table below to document the financial requirements.
	Cost Item
	Estimate Cost 
	Machinery
	$800,000
	Automobiles
	$1,500,000
	Infrastructure
	$500,000
	Renting
	$2,500,000
	Office Supplies
	$150,000
	Decor
	$500,000
	Services for recruiting
	$500,000
	IT assistance
	$400,000
	
	$
	
	$
	Total:
	$	6,850,000
List 2 potential sources of program funding.
	Sources of Program Funding:
- Business loan 
- Holdings 
- Undisclosed investor
C. Reflection
Reflect on the work performed to develop the Future State Report and the Business Case.
Address the following points in your reflection:
· How did you facilitate collaboration with relevant stakeholders from the sponsoring organisation?
· What feedback and inputs did the relevant stakeholders provided? Provide two examples.
· Provide an example of how you consulted with the Program Sponsor?
· How did you negotiate the definition of the desired future state and the desired program benefits with relevant stakeholders?
· How did you reach an agreement on the business case? Provide an example of the negotiation, communication and/or facilitation technique that you used.
· What were your biggest challenges? How did you overcome them? Provide an example.
· What could you improve as a Program Manager when defining the desired future state and writing a program business case?
(100-150 words)
Document your reflection in the space provided below.
	
It was required to schedule regular monthly sessions to foster partnerships with key parties.
The organization developed in collaborative technologies, shared information, expertise, and assets, and encouraged the group and employees to build community and interaction.
We received the following feedback:
 - The CFO is concerned about overexposing the business to financial loans in order to fund the program; - The IT contracting firm suggested to research new technologies (trends) in order to apply them before rivals do.
- The HR manager is concerned about the teams' low morale and the large turnoverof temporary employees.
- Because she has been expected to collaborate closely with the program manager, the event manager is anxious about the inauguration of the second location in Sydney. She believes she would be overworked if she assisted the Program Manager in addition to performing her duties as Event Manager, and she lacks any prior project management training and experience.
Because there were a lot of decisions, it was essential to thoroughly scope every negotiating touchpoint before the project started.
The Board of Directors is committed to the transformation process; nevertheless, due to some particular issues that were explained in the regular meetings, enlisting departmental managers and teams was the largest problem.
· Did all involved stakeholders agree on the desired future state? Y ☒ N ☐
· Did all involved stakeholders agree on the business case? Y ☒ N ☐
Task 2.2 Program execution, benefits realisation and governance approach
Build on the work performed in Task 2.1.
This task requires you to:
· Develop a detailed program charter (Template 3) that includes a program execution approach, benefits realisation approach and governance approach. Conside this to be a program definition document.
· Present, negotiate and obtain approval for the Program Charter
Work in collaboration with a group of 3-4 classmates in simulated work conditions. The group of classmates will play the role of relevant stakeholders in the sponsoring organisation and provide feedback and inputs to develop the Program Charter (Task 2.2.A, Template 3).
Consult with the Program Sponsor (played by the trainer and assessor in simulated work conditions) as needed.
The trainer and assessor will provide feedback about your collaboration with the stakeholders and consultation with the Program Sponsor on the marking sheet. 
Document the name of the classmates who played the role of relevant stakeholders to provide inputs and feedback in developing the Program Charter.
Please note, although the task requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such.
	Student Name
	
	Student Name
	
	Student Name
	
	Student Name
	
Once you have completed the Program Charter, present your work to a group of relevant stakeholders, played by classmates (Task 2.2.B). 
A. Program Charter
Develop a detailed program charter (Template 3) that includes a program execution, benefits realisation and governance approach.'
Use the templates provided below and follow the instructions.
Template 3 -Program Charter
Program Vision
Develop a statement on how the program will benefit the organisation. Link this to the desired future state.
	The firm hopes that its growing popularity will stimulate development into other cities. They anticipate that this will enhance their brand's reputation and foster consumer loyalty. Additionally, the business wants to make it easier for customers to purchase products through their page, so they need to be quicker and more efficient.
The initiative also intends to reorganize with human resources to create a more equitable division of tasks with a lower burden; this would be a tactic to lower staff turnover and boost staff morale.
In order to grow the organization's clientele and generate more interest in the brand, digital marketing tactics will also be used.
Justification
Identify the key objectives of the program based on the company strategic objectives and the business case.
Describe the objectives in measurable terms with specific success criteria (SMART objectives). 
Identify three key objectives.
	
· In the following five years, increase corporate events by 45% and cut operating expenses by 15%.
• Create and execute efficient sustainability processes throughout the organization (1-year target)
Program Scope
Outline the scope of the program.
The program scope describes the totality of the work and the overall boundaries of the program. In a program, the initial scope of work describes the work of the entire program.
	It's crucial to start by outlining the program's intended overall benefits:
- Enhance corporate image, lower expenses (budget optimization), and enhance customer service and logistics.
- Accelerate the delivery of services 
- Boost economic expansion
As general guidelines and policies for the program, regular meetings with the organization are suggested where active contact between all will be encouraged. In addition, the performance of the employees will be continuously monitored to guarantee the success of the program.
Finally, it is emphasized that the program's primary objectives are to advocate for ongoing organizational reform and to communicate the right information to customers.
Program Components
Identify the different program components. Include a brief description of each component and its function in the program. 
(3-5 components; 50-100 words)
Note: components may include projects or dedicated teams such as a risk management office.
	Risk mitigation
Decisions cannot be taken lightly, especially when they involve a significant investment that cannot be lost. For this reason, there will be a specific group that will be in charge of keeping the organization of the potential internal and external risks and how to lessen or eliminate them.  Before making any kind of decision, it is important to examine the dangers and risks that each one entails.
Marketing choices 
- Choosing the marketing strategies that will be most beneficial to the business and also the most cost-effective is one of the most important phases. To fully understand the needs of the customer, market research, questionnaires, and focus groups will be undertaken in this component.
Financial Management
The element will seek for ways to firmly preserve the stated expenditure and even spend less because one of the stockholders' key concerns was debt.
Benefits Realisation
Benefits -Definition
This section defines:
· Each benefit in the program (5)
· How the benefits are to be realised; and how each benefit relates to the outcome of the program
· Key metrics to measure progress towards benefits realisation 
· Key metrics to evaluate realised benefits
· Timelines for periodical review (monitoring)
	Benefit
	Benefits realisation
 and alignment with program outcomes
	Metrics:
· Progress
· Realisation
	Review schedule
	Spend less money (optimize budget)
	Engaging with current suppliers, comparing pricing with competitors, and looking for methods to buy fewer items are all part of the cost-cutting strategy.
Additionally, the budget prediction will be treated carefully, and efforts will be made to maximize or even partially save the budget that has been allotted.
	Periodic comparisons between the current month and the prior month will be done to see if staff are reaching the objective.
	Fortnightly
	Boost the company's reputation
	The firm wants to increase sales, the number of customers, and the potential for expansion, and one way to achieve this is by continuously developing its image. It is crucial that the consumer can recognize the competitive differentiator values of the company's rivals.
	Throughout this situation, a rise in customers will show that the general opinion of the business has improved.
	Monthly
	Streamline processes and logistics for customers at the business
	It's crucial for businesses to develop in order to make the process of providing service to clients easier.
For instance, improving the company's software and website are some actions that might be taken.
	If more people are viewing the webpage and more people are using that medium to get services, then there has been improvement and the program is operating.
	Monthly
	Increase in service frequency
	The usefulness of the firm will improve when the rate of services rises, and that might be done by taking into account and acting upon public input.
	Reviewing the frequency of services is crucial to determining whether improvements arebeing made; a contrast of this period to previous would be the ideal approach.
	Monthly
	Boost business expansion
	When a business grows, its sales will inevitably increase. To prevent this from happening, the business should first focus on building its reputation and popularity in other locations before considering growth.
	Reviewing the company's revenue, clients, service levels, and financial standing is crucial to figuring out whether it is ready to grow.
	Monthly
Benefits register
Create and populate a benefits register for the program (5 benefits). 
The register builds on your planning. Include all the elements listed below (the use of a table is recommended).
· Benefits identification number (optional) 
· Benefit description and significance
· Benefit type – example: financial or non-financial
· Benefit owner: a person or organisational unit or department responsible for the realisation of the benefit with contact information
· Benefits priority level – decide on the level of priority (High-Medium-Low)
· Stakeholders- stakeholder or stakeholder group interested in the benefit 
· Measurement criteria – example: earned benefit, financial analysis, increased market share
· Status indicator – Progress indicator for each benefit (not to be populated at the planning stage)
· Planned realisation date
· Actual realisation date (not to be populated at the planning stage)
· Notes
Copy and paste the register below or submit it in a separate file.
	
	Description and relevance of the benefit
	Type of benefit
	Benefit Owner
	Priority Level
	Stakeholders
	Criteria for measurement
	Indicator of status
	Date of completion anticipated
	Actual completion date
	Spend less money (optimize budget)
	Financial
	Financial Manager
	High
	CEO
	Periodic comparisons between the current month and the prior month will be done to see if staff are reaching the objective.
	In progress
	31/12/2022
	06/06/2023
	Boost the company's reputation
	Non-financial
	Marketing Manager
	High
	CEO
	Throughout this situation, a rise in customers will show that the general opinion of the business has improved.
	In progress
	31/12/2022
	06/06/2023
	Streamline processes and logistics for customers at the business
	Non-financial
	IT manager
	High
	IT manager
	If more people are viewing the webpage and more people are using that medium to get services, then there has been improvement and the program is operating.
	In progress
	31/12/2022
	06/06/2023
	Increase in service frequency
	Financial
	Marketing Manager
	High
	CFO and CEO
	Reviewing the frequency of services is crucial to determining whether improvements are being made; a contrast of this period to previous would be the ideal approach.
	In progress
	31/12/2022
	06/06/2023
	Boost business expansion
	Financial
	Marketing Manager
	High
	Board of Directors
	Reviewing the company's revenue, clients, service levels, and financial standing is crucial to figuring out whether it is ready to grow.
	In progress
	31/12/2022
	06/06/2023
Dependencies
Outline the benefit dependencies.
	Substantial income will be directly dependent on how the new Sydney branch operates, therefore a successful growth in corporate events and a reduction in operation costs will be a crucial point according to the planning, and will be vital in the predicted financial outcomes. The planning in the marketing system may be evaluated in parallel, but the outcome may have a direct influence on the company's revenues if the new online marketing system does not produce the intended results.
Assumptions and constraints
Identify and list the key assumptions and the key constraints that may impact benefits realisation.
(3 assumptions and 3 constraints)
	Suppositions would include: 
- Event requests will remain constant or increase; 
- The Sydney office will function on the same system as the Sydney office; and 
- Changes in marketing plans will have no effect on the outcomes.
Restrictions may include: 
- budgetary 
- overexposure of the firm to financial debt 
- decrease in events demand
Interdependencies between projects in the program
Identify and list the interdependencies between the benefits of the projects in the program.
	Reducing expenses is dependent on the ability to persuade manufacturers to lower prices, as well as the research of workers for good deals.
Enhancing the organization's image is dependent on selecting the correct marketing strategy, as well as communicating the right values to customers and providing exceptional customer service.
This is dependent on the hiring of a great IT staff with expertise of new technologies and applications. This is dependent on client demand and certain other external elements, but it is mostly dependent on the creation of effective consumer promos. This is also dependent on the marketing team's ability to reach out to the public in other cities.
Benefits- project and program performance
Summarise the qualitative and quantitative data that will be captured to assess project and program performance against benefits realisation. 
It is recommended that you differentiate between the program and project level. At the project level, differentiate between projects (min. 3 projects).
	Level
	Qualitative Data
	Quantitative Data
	Program
	
	
	Sales forecasts
	Market movement
	Wealth
	Client selection
	User comments
	Number of clients
	Schooling
	Occupational requirements
	Opportunity for coaching and guidance
Benefits Delivery Schedule
Develop a benefits delivery schedule. You can use a Gantt chart or a roadmap with key milestones.
Copy and paste your schedule below or attach it in a separate document with your submission.
		Benefit
	To do 
	Date of beggining
	Date of end
	Responsibility
	Spend less money (optimize budget)
	Set up the system for collaborative work.
	31/12/2022
	06/06/2023
	Financial Manager
	Boost the company's reputation
	Utilizing techniques for continual improvement in corporate operations
	31/12/2022
	06/06/2023
	Marketing Manager
	Streamline processes and logistics for customers at the business
	Concentrate on advertising and commercial personal networks.
	31/12/2022
	06/06/2023
	IT manager
	Increase in service frequency
	Prioritize marketing platform over stepping up company aid in the process
	31/12/2022
	06/06/2023
	Marketing Manager
	Boost business expansion
	Utilizing techniques for continual improvement in corporate operations
	31/12/2022
	06/06/2023
	Marketing Manager
Benefits Realisation - Roles and Responsibilities
Specific roles and responsibilities of the program team members in benefits realisation.
Develop a Responsibility Assignment Matrix (RAM).
(6-8 roles)
RAM
	Role in the Program 
	The responsibility associated with benefits realisation
	Program administration
	- The percentage of impacted processes that remained unaltered
- Any current procedure that ought to have been improved as part of the modification that was successful
- The quantity of organizational rules that were broken.
	Human resources division
	Corporate strategy Workforce planning, hiring and selection pay and benefits, personnel management and support, training and growth integrated communication managerial staff, performance management support, termination of employment, record keeping and reporting, protection  facilities and upkeep strategic planning, sourcing, stock regulate, legal compliance, industrial relations, policies and procedures are all responsibilities.
	Chairman
	The President is in charge of the executive team and oversees the organization's daily management of its workforce and resources. The President executes the plan agreed by the board and makes sure that the organization's operations and structure match its strategic and cultural requirements.
	Project Leader
	The primary duty of a project leader is to transform the program manager's approach into specific projects that accomplish predetermined goals.
	The Director of Promotion
	Marketing strategy organisation, outbound call management, visual design, socialmedia management and content creation, public relations and market research, customer relationship management, office reception management, and in-person customer service are just a few of the responsibilities.
	IT service provider
	Virtual machine sponsoring, network setup and control, the arrangement, upkeep, and updating of all apps and licensing fees, server maintenance (employees documents, stock documents), document management, data security adherence, security mechanism, tech assistance, and software and hardware maintenance and repair are all included in IT services.
	
	
	
	
Benefits - Communication
Outline the following:
· Communication methods used to ensure stakeholders are informed about benefits management and realisation.
· Describe how feedback from stakeholders regarding benefits realisation will be collected, assessed and implemented.
(60-80 words)
	To achieve program effectiveness, active contact with stakeholders is required, which implies that reports must be updated on a regular basis. The ideal would be to host them once a month, with a meeting each fifteen days to exchange ideas and opinions. On the contrary side, input will be gathered by e - mail and in vivo using questionnaires presented at the meeting; if a member does not agree for the next session, an alternative will be provided.
Benefits - Risks and change management
Address the following:
· Identify the key risks associated with benefits realisation (5-6) 
And 
· Outline how the program change management process will be implemented to ensure the successful delivery of the benefits
· Outline how the program issue management process will be implemented to ensure the successful delivery of the benefits
(50-100 words)
	a) Increased debt in the firm b) Choosing the incorrect marketing option c) Short of funds and resources d) Insufficient management architecture e) Failure to limit turnover rate
Taking these possible dangers into consideration, the two primary strategies for avoiding them are a change in the management of present procedures and the management of disputes and difficulties in the organization. To be successful in the program, it is critical that the staff be happy and motivated; if motivation levels are poor, there will be no effort put forth in the execution of activities, and we will be unable to maximize time and funds.
Benefits - Monitoring and evaluation
Outline the following:
· How the internal and external program context will be periodically monitored and evaluated for circumstances that may require changes to expected benefits.
· How the program plans will be periodically reviewed to confirm or update the benefits measurement approach and the benefits delivery approach
· How variances in the delivery of expected benefits will be addressed
(50-100 words)
	Monitoring and assessing are vital for making adjustments to cultural change because: 
• Unpredictable nature about the purview of changing climate, especially at the local level, could impact monitoring and assessment effectiveness; and
 • The time frame for the results of climate change and adaptation may be longer than the period of time for traditional management plans.
Benefits - Transition
Describe how the program will transition into ongoing operations, emphasising how the program's benefits will be sustained.
(40-80 words)
	The program benefits will be examined to see how effectively they performed to assist the team in the transition to ongoing operations. We will analyze the advantages realized throughout the program and ensure that all workers recognize the value of these advantages within the context of the programme. To guarantee their sustainability, strategies will be put in place to ensure they are integrated into business as normal and assessed on a regular basis.
Strategic Fit
· Outline how the program's objectives and benefits support the organisation's strategic goals and the business case.
· Outline how the program supports other strategic initiatives in the organisation that are not linked to the program directly (if applicable). 
(50-100 words)
	Failte Events' dream is to be the commander in the event management industry, renowned for their creative thinking, innovative thinking, and masterfully executed. It is important to emphasize that their mission is to create meaningful experiences for our clients, a mesmerizing, spotless, and new expertise for one‘s attendees, and to establish successful relationships.
Known risks and issues
Identify and list any risks and issues relevant to program execution known at this time. (8-12)
	
a) Financial restrictions;
b) overexposure to monetary borrowing;
c) Inadequate staffing to meet the increased number of events; 
d) A shortage of designated spaces in Melbourne;
e) The organizational culture may not be conducive to innovation.
Schedule
Plan the length of the program and any milestones that are known at this time. Consider timelines for each project included in the program. You can use a table or a simple Gantt Chart. Document the schedule in the space provided below, or attach it in a separate file with your submission.
	
	Significant program breakthrough
	Schedules date
	Owner
	the selection of a new site
	30/09/2022
	Headquarters office
	selecting new employees
	15/10/2022
	Human Resources team
	web page revamp and new registration system
	30/10/2022
	Event manager
	newly adopted marketing strategy
	15/11/2022
	Marketing team
	Manufacturer contracts were carried out
	30/11/2022
	Finances department
	 Development of strategic alliances
	15/12/2022
	Project Manager
Resource Requirements
Identify the essential resources (8-10) required to implement the program and their (high-level) cost. Consider human resources and physical resources. 
Use the table below; add additional rows if needed.
	Resource
	Estimate Cost 
	Machinery
	$800,000
	Automobiles
	$1,500,000
	Infrastructure
	$500,000
	Renting
	$2,500,000
	Office Supplies
	$150,000
	Decor
	$500,000
	Services for recruiting
	$500,000
	IT assistance
	$400,000
	
	
	Total
	$	6,850,000
Stakeholder considerations
· Summarise the primary concerns of the critical stakeholders who are expected to influence the execution of the program and who will be actively involved in various phases of the program life cycle. 
	Concerns:
• The Board of Directors is dedicated to achieving sustained development and has expressed confidence in the CEO to execute the firm's operations strategy.
• The company's overexposure to financial borrowing to support the initiative worries the CFO.
• The IT consulting firm has suggested researching new technologies (trends) to adopt before rivals do.
• The HR manager is concerned about the teams' low morale and the significant turnover of temporary employees.
• The potential to enhance Failte's marketing plan makes the marketing manager very happy.
Factors to cause change
Identify and evaluate 3-5 internal and external factors and issues likely to cause changes to the program execution approach.	 
Use the table below to document the identified changes. 
	Internal and External factors and issues
	Factors and Issues
	Evaluation
	 Financial restrictions
	Internal
	overexposure to monetary borrowing;
	Internal
	Inadequate staffing to meet the increased number of events;
	External
	
	
	
	
Program Governance Support Approach
Address the following:
· Outline the process that was followed to develop the program governance model 
(40-80 words)
· Develop the program governance structure/model for the program (chart) and document it in the space provided below.
	Governance Model - Process:
As part of the corporation's hierarchical structure, the director supervisor governace model is employed, and boards are heavily involved in both operational and administrative tasks. This often takes the shape of extremely directed monitoring of the CEO and personnel at all levels of the organisation in organisations with professional management.
Theremight be a lot of committees and subcommittees in terms of structure.
	Program Governance Chart: 
Stakeholder analysis
Develop a stakeholder analysis matrix using the table provided. (8 stakeholders – groups and individuals)
	Stakeholder 
Name, title, role, department or group
	Stakeholder interest in the program
	Stakeholder authority/power in the program
	Strategies to gain support
	Communication needs
	Example: Board of Directors
	Example: Support of strategic growth of the company through the realisation of the program.
	Example: High-level decision making for strategic decisions with financial implications.
	Example: Periodic communication, attendance to board meeting to inform the Board about program progress, consultation.
	Example: Monthly Progress Reports; Attendance to Board meetings bi-monthly.
	Committee of Directors
	assistance for the company's strategic expansion through programme implementation.
	great responsibilities for financial-impacting key choices.
	Interaction on a regular basis, participation at board meetings to update the board on programme progress, and discussion.
	Regular Progress Reports; Bimonthly Board Committees Enrollment
	Human Resources Management
	Human Resources Management development, hiring, and personnel decisions for managers and staff
	reporting compilation,
spreadsheet creation,
Conduct audits
	Communication on a regular basis, participation at board meetings to update the board on programme progress, and consultation.
	· conferences with the HR department every month.
· turnout at committee meetings every month
	Project Manager
	to execute the assignment within the allotted time
	breaching the budgets
	Periodic meetings
	conference with the group every two weeks
	The Manager of Marketing
	administration of marketing concept and different channels
	Evaluation and modifications to the marketing strategy
	Communication on a regular basis, participation at board meetings to update the board on programme progress, and consultation.
	· conferences with the HR department every month.
· turnout at committee meetings every month
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Communication plan
Develop a communication plan to communicate the governance structure, roles, responsibilities, authorities, the decision-making process, and updates to all stakeholders. Include the following:
· Stakeholders
· Purpose of the communication
· Methods and frequency of communication
· Communication content
(6 communication needs)
	Stakeholder
	Purpose of communication
	Methods and frequency of communication
	Communication content
	Example: Board of Directors
	Example: Information about progress, issue management, consultation
	Example: Attendance to Board Meetings – Bi-monthly
Progress Reports – Monthly email
Ad-hoc consultation via a written feedback form
	Example: Financial matters, risk, quality management, schedule, progress towards objectives, changes.
Issue resolution.
Request for feedback or guidance on specific matters,
	Committee of Directors
	Project Progress
	
	
	Human Resources Management
	Progress in training, recrutation, selection
	
	
	Project Manager
	Project Progress
	
	
	The Manager of Marketing
	Progress on marketing development
	
	
	
	
	
	
	
	
	
	
Program personnel 
Address the following:
· Outline how roles, responsibilities and authorities for the program were identified and allocated (30-50 words)
· Develop a program personnel matrix (10 roles) to document decisions and accountability relevant to the program objectives using the table provided (include key decision-making roles). 
· Outline how the program personnel matrix will be made available to all relevant stakeholders. Specify what stakeholders. (30-50 words)
	Negotiation and confirmation of roles, responsibilities and authorities -process:
	Name
	Department/Group
	Role
	Responsibility
	Authority
	Example: Mark White
	Example: HR Dept
	Example: HR Manager
	Example: HR management for the program.
	Example: Decision on recruitment and selection planning and delivery; guidance with HR disputes
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	Communicating and sharing the matrix:
Decision Making Framework
Outline the decision-making process to make valid and reliable decisions regarding issues, complex priorities and competing demands in the program. You should consider:
· The program and the project level
· The steps needed to make a decision
· The impact of the decision
· The severity of the issue
· The areas of decision making (who needs to be involved)
(40-80 words)
	
Change Management process
Develop a program change process; you could use a flow chart to support your process.
(40-80 words)
	It is essential to carry out the following actions:
1. Describe the change and its cause.
2. Pick a team for change management
3. A plan and approaches: Target, financing, timetable, and communication strategy
4. Perform a test run.
5. Explain the motivation for the training and change.
6. Review 
7. Establish a strategy for continued reinforcement.
In order to include everyone in the project and help them follow the project effortlessly, it is vital to communicate the complete information of the project to each stakeholder during weekly meetings as well as via emails.
Support the project with a cloud-based online data system so that everyone may view the status of the project whenever they want.
Asset Register
Complete an asset register to record office space and equipment needed by the project (add additional rows if needed).
	Asset Category
	Qty
	Description
	Location/
Department/
Project
	Use
	Office space
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	Office Equipment 
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	Other (Specify, example: software)
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Monitoring and control systems
Develop and outline three (3) monitoring and controlling systems and processes to monitor program efficiency and progress. 
For each one of them, include the following information:
· If the system has been developed specifically for the program or if it is an existing organisational system or process
· The departments/projects that will be utilising the system/process
· The use of the system/process in the program
· The reason why the system/process is important for the program and how it aligns with program objectives
	Monitoring and control system
	Existing 
Y/N
	Used by
	Use
	Importance for the program
	Example: Review of financial statements and invoices
	Example: Y
	Example: Finance Department; Program Team
	Example: Monitor financial expenses; adherence to budget and variations; alignment with financial authority as stipulated in the governance model
	Example: keeps the program within financial constraints, signal issues (variances in expenses)
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Program Audit
Identify the following:
· Four (4) audit activities that will be performed in the program (internal and external) 
For each audit activity, specify:
· Who is responsible for each audit activity?
· When the audit activities will be performed 
· How the Program Management Office will collect or generate audit and configuration information and maintain document integrity
Use the table provided below. 
	Audit Activity
	Internal (I)
External (E)
	Audit Period
	Responsibility
	Example: WHS audit
	Example: I
	Example: Yearly
	Example: HR Manager
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Outline the following about audit documentation (40-80 words):
· How the audit records will be securely collected and maintained.
· How the audit findings will be communicated to relevant stakeholders (specify what stakeholders).
· How document integrity will be maintained for audit purposes.
	Audit documentation:
How the audit records will be collected and kept in a safe manner:
Audit record template kept in a specified, password-protected folder how (describe which) important stakeholders will be informed of the audit results;
How willdocument integrity be protected for auditing purposes:
the use of suitable systems, precise implementation of procedures, and the defining of access authority, and analysis.
Program Policies
The Program Management Office establishes process efficiency and supports it with suitable program policy. 
Address the following: 
· Identify and list what organisational policies will be used in the program. (4)
· Identify what program-specific policies need to be created and why. (2)
	Organisational policies:
Policies for procurement, communication, decision-making, and risk management.
Program-specific policy (with the rationale behind the choice):
Policy on Change Management and Marketing Management Strategy
Develop a high-level draft of a program-specific policy to support your program. Attach it to your submission in a separate file or copy and paste it in the space provided below. 
Suggested format:
· Policy Title
· Purpose of the policy (briefly describe purpose and scope of the policy)
· Policy (summarise the content of the policy including relevant procedures -step by step)
	Program-specific policy:
This policy describes the concepts and duties connected with the administration of the company's marketing operations.
This policy was created to guarantee that all marketing and sales undertaken by XYZ workers are truthful, ethical, and moral, and that they comply with all applicable laws and regulations.
Program Compliance
Develop a program compliance system. Address the following:
· Identify and describe both organisational and external compliance requirements relevant to the program (5)
For each compliance, specify:
· Reporting requirements (if any)
· Data collection requirements
· Strategies to rectify non-compliant behaviours, processes and products
	Compliance Requirement
	Internal (I)
External (E)
	Reporting Requirements
	Data collection requirements
	Strategies to rectify non-compliance
	Example:
Trainer and assessor requirements 
	Example: I,E
	Example: Yearly internal audit and external audit from ASQA
	Example: Trainer and Assessor's:
· Qualification
· Evidence of industry Currency
· Evidence of Professional Development
· Current resume
· Trainer's matrix
	Example: External and internal training
Improve recruitment practices
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Management and governance support
Identify, evaluate and describe management and governance support needs for the program. (5)
	Mentoring, teaching, learning, clear dialogue for judgment, counseling, appropriate equipment to execute own duty, and agreed-upon regulations and procedures are all examples of this.
Skills, Knowledge and Attributes (SKAs) requirements and KPIs
Identify and list the Key SKAs required for program personnel. (5 roles)
Identify 2 KPIs for operational performance for each role.
	Role
	Skills, Knowledge, Attributes
	Key Performance Indicators (KPIs)
	
	
	
	
	
	
	
	
	
	
	
	
	
	
	
Skill development support
Develop a strategy to support skills development for program personnel. Include what development support systems for program personnel have been planned to meet program needs (4).
(50-100 words)
	Skills training assures that programme workers have the essential skills and knowledge to execute the programme. It encourages staff participation and cooperation.
- Invite guest speakers; a well-briefed, competent, intriguing, and entertaining guest lecture is essential in active learning.
- Motivate employees; applicability is a powerful aspect in workshop more remembered and engaging. However, by including elements of rewards and recognition, you may go a step forward in pushing individuals to learn.
- Enhance the experience training; instruction should be more vivid and approachable.
- Emphasis skills and experience; Because companies are made up of people operating collaboratively, developing key trusting relationships, such as the capacity to cooperate and connect, is one of the most necessary items a firm can do.
- Talent management equals personal growth; workers do not function just to support the company. Employee development must be comprehensive in order for them to grow both professionally and personally.
- Provide Feedback in Real-Time, Not Just During Annual Reviews; Organizations must create methods that assist management in organizing and assessing their workers' strengths and shortcomings on a continuous basis.
Knowledge Management
Develop a program knowledge management strategy. Address the following:
· Identify what knowledge* is needed for the program (4)
· Identify how the knowledge can be stored
· Describe how the knowledge will be shared
· Describe how lessons learned from the program will be recorded and shared to support current and future organisation requirements for program development
*Remember that knowledge includes data and information (tacit and explicit knowledge)
(50-100 words)
	
The programme requires the following expertise: 
- Risk mitigation 
- Managing learning
- Customer Support Knowledge Bases 
- Advertisements and Direction
The data can be saved on writing, but it must also be kept in a digital data backup, with local or remote management systems.
- Candidate monitoring and tracking - Response repository 
- Research database
- Archive of lessons learnt
- Academies of action
- Internal Body Of knowledge
- An external knowledge base
Specify how the information will be discussed:
- Conferences 
- Publications 
- Common datastores 
- Procedures and guidelines 
- Trainings
Lessons learnt will be saved using Learning acquired summaries, as described below:
- Determine who will be reading the report. 
B. Presentation, negotiation and approval
Schedule a time (20-30 minutes) with the trainer and assessor and meet with a group of relevant stakeholders in the organisations played by 3-4 classmates.
This is a Role-Play.
The trainer and assessor will observe and evaluate your performance during the Role-Play.
During the meeting present and negotiate the Program Charter for approval.
Before the meeting:
· Have the draft of the Program Chater ready
· Consider what the stakeholder expectations could be
· Identify possible common ground for negotiation
· Determine the non-negotiable
· Anticipate and prepare to respond to objections
· Devise strategies to engage the stakeholders in discussion (collaborative approach) 
· Prepare your classmates for the Role-Play, asking them to play specific roles relevant to the sponsoring organisation and the program
During the meeting:
· Present the Program Charter 
· Use clear and detailed language to provide relevant information
· Listen actively and encourage feedback from the stakeholders
· Negotiate effectively
· Use appropriate protocols when seeking or communicating information
· Obtain approval for the Program Charter, and in particular:
· The program execution approach
· The program benefits realisation approach
· The program governance approach
Included in the Program Charter.
After the meeting:
· Document any agreed change to the Program Charter. (Use the space provided below)
	
Fundamentally, the programme is straightforward, although some of the current changes will be introduced at the most recent roundtable.
- Advantages should be more precise. 
- Risk mitigation will be upgraded with covid19 risk.
 - After the first month, program policies will be reviewed. 
 - Training and employee concerns will be taken into account in the program.
· Apply the agreed changes when finalising the Program Charter before assessment submission.
Please note that the trainer and assessor will check that the agreed changes have been approved to the Program Charter when marking your assessment.
Organisation
Shareholders
Executive Management	
Board of Directors
	Module – Support Program Execution V3 2021
	Page 44 
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