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The Programme Manager holds responsibility for preparing for the next tranche in the programme lifecycle. This involves planning, coordination, and ensuring all necessary resources, approvals, and governance arrangements are in place for the tranche to proceed smoothly.

The MSP Practitioner clearly states:“Programme manager is responsible for preparing for next tranche,”highlighting the Programme Manager’s central role in tranche delivery, risk mitigation, stakeholder communication, and readiness activities.

Preparation for the next tranche includes refining project dossiers, updating the Business Case if necessary, coordinating with the Benefits Realization Manager and other roles, and ensuring that lessons learned from the previous tranche inform future work. This continuous cycle of preparation and delivery ensures programme adaptability, control, and alignment with strategic objectives.

The Programme Board provides governance and approval but delegates the operational responsibilities to the Programme Manager. The Programme Office supports through administrative functions, and the Benefits Realization Manager focuses on benefit tracking rather than tranche planning.

Project outputs are actually theoutputof delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.

The MSP Practitioner clarifies:“Project outputs are output of delivering the capability,”meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme’s existence and value, and the Blueprint defines the future state and capabilities required.

This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier). Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme’s objectives.

Understanding this flow ensures that programme teams focus on the correct artefacts at each stage—inputs for planning and delivery, outputs for realization and benefits management—ensuring clarity and control throughout the transformational flow.

The Sponsoring Group, not the SRO, is accountable for confirming the Programme Mandate. The MSP Practitioner clearly states:"The Sponsoring Group is accountable for confirming the mandate,"which means the SRO oversees delivery but does not hold responsibility for initial mandate confirmation. Meanwhile, the Programme Manager has ownership of the Vision Statement and Blueprint, aligning with delivery responsibilities.