ABSTRACT
This chapter describes how to design the organisational structure for implementing change that creates intended value. The best practice for delivering change includes three key terms: portfolios, programmes and projects, defined by the Office of Government Commerce (OGC). Portfolio management places emphasis on coordinating dependencies across programmes projects and business as usual (BAU). The Target Operating Model (TOM) describes how business will be conducted in the future once our programme has delivered new capabilities to the organisation. The TOM is divided into three layers: business model, operational model, and technology model. Value Management resolves this dilemma by recognising and respecting two types of logical dependence: functional dependence and value dependence. Value is driven by both the magnitude and timing of programme costs and benefits. In order to model the complex interaction of both magnitude and timing effects on value, it is necessary to link programme phases dynamically to the J-curve.
