4. In line with Government best practice, all programmes and projects in MOD should have an SRO. The SRO oversees all aspects of programme4 delivery to ensure that it is successfully implemented, that risks are managed, that the potential of the change or capability is fully exploited and that the benefits are delivered. The SRO is responsible for overall cost/benefit trade-offs and must ensure that the business case for continuing with the programme remains robust at all stages from inception to delivery. The SRO establishes and chairs the Programme Board and should seek appropriate assurance, from Defence Internal Audit and through OGC Gateway reviews, that risk management, control and governance issues are being managed in an appropriate and effective manner. MOD SRO responsibilities are described in Annex A.
5. The SRO must be suitably senior, have clear authority, be recognised as the owner throughout the organisation and take personal responsibility for the successful delivery of the programme. The SRO is accountable to the Departmental Board or to the Sponsor for establishing clear programme governance arrangements which include roles, responsibilities and authorities for those supporting the SRO,5 the reporting arrangements for sub-ordinate projects and interactions/relationships with associated programmes. As a result, all Programme and Project Managers within the MOD should be able to identify their SRO.6
6. The Sponsoring Group, chaired by the Sponsor, represents those senior managers who are responsible for: defining the strategic direction of the business; ensuring alignment of the programme to the strategic direction and investment decisions. This involves co-ordination across programmes to ensure cohesive strategic alignment and prioritisation with the provision of top-level endorsement of the particular programme in relation to others within the Department. In addition to advising and supporting the SRO, the responsibilities of the Sponsor will include:
(a) Confirming the Programme Mandate and resolving any strategic and directional issues;
(b) Providing continued commitment;
(c) Approving progress against strategic objectives;
(d) Confirming successful delivery and then closure of the programme.
7. For the most significant programmes it may be necessary to establish a new post specifically as SRO; the normal assumption is that the role will be undertaken as part of an existing post. SROs do not have to "own" the area undergoing the change or be the sole beneficiary of the programme. Nor do they necessarily need to have full financial, command or line management authority over all those delivering the change or capability, or those who are subject to its implementation. However, they must be empowered, have a good knowledge of the business or capability requirement, be competent to resolve conflicting priorities and be able to exert influence outside traditional management or command chains.
8. SROs should remain in place throughout the programme or be replaced only when a distinct phase of delivery is completed. For SCS and military equivalent postings, the relevant senior appointing authorities should take this factor into account when considering candidates for any post that includes an SRO role.
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4 For simplicity, from here guidance refers to programmes and programme SROs but is equally applicable projects and project SROs.
5 Recognising that, whilst other terms may be used, e.g Chair of Programme Board, the SRO role remains the same.
6 Project Managers may find that their project forms part of more than one Programme and will have more than one individual in an SRO role. In such circumstances, the project governance should detail which programme has the lead for that project.