Confusingly, there are numerous management products that exist for both the project and programme, for example a Quality Management Strategy.
When in a programme environment, it may be desirable to prefix the management product with ‘project’ and ‘programme’ to distinguish the difference.
Another consideration is to make the project and programme document templates look very different in style so that it is immediately obvious where they apply.
Consideration should be given to whether the project’s logs and registers will be maintained locally to the project, or centrally by the programme.
For example, a choice needs to be made as to whether there is a single Risk Register, administered by the programme for the programme-level risks and all the risks for each project within the programme, or whether each project should maintain its own Risk Register.
If the latter is chosen the project’s Risk Management Strategy should define how programme-level risks that are identified and captured by the project are promoted to the programme Risk Register.
Likewise, the programme’s Risk Management [see ‘The Complete Risk Management package’] Strategy should define mechanisms for project risks that are identified and captured by the programme level to be demoted to the project Risk Register.
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