Senior Responsible Owner

Appointment of an SRO

The role of SRO is a formalised role within the NI public sector and is a key feature of good governance for all types of programmes and projects. The SRO acts as a single, senior, accountable figure.

Dear Accounting Officer (DAO) letter 05/23 sets out a formal appointment process for NI public sector SROs and mandates the completion of relevant training. A template of the SRO Appointment letter can be found within the DAO.

SROs in Programmes and Projects

The SRO is the individual responsible for ensuring that a programme or project meets its objectives and delivers the projected benefits. The SRO:

• is the visible owner of the overall business change
• should be recognised throughout the organisation
• is the key leadership figure in driving it forward

The SRO must ensure that the change process maintains its business focus, has clear authority and that the overall context, including risk, is actively managed. The person must be senior and have the necessary authority to make key decisions.

The responsibilities of an SRO should be included in their personal objectives. They should remain in place throughout the lifetime of a programme or project, and until benefits realisation takes place. Changes at SRO level should only be considered when a distinct phase of benefit delivery has been completed or in extenuating circumstances.

The SRO must be prepared to make decisions and be proactive in providing leadership and direction throughout the life of the programme or project. They should be responsible for ensuring the organisation can fully exploit the outcome of the change so that projected benefits are delivered.

Responsibilities of the SRO

A comprehensive list of the SRO responsibilities can be found in DAO 05/23, however some selected the high-level responsibilities of an SRO in Programmes and projects are set out below.

Programmes SROs

The SRO has overall accountability for the delivery of the programme and project outcomes. They are accountable to the sponsoring group and chairing the Programme or Project board. The SRO is responsible for:

• setting the programmes strategy and plans
• monitoring the programme’s performance
• ensuring engagement with Sponsoring Group
• making decisions regarding high-impact programme risks

The SRO will be heavily involved in key decisions that include:

• the business case
• programme strategy and plans
• securing funding
• assurance plans and Gateway Review commissioning
• programme/project closure

Generally, the SRO delegates day-to-day activities to the Programme or Project Manager or Business Change Manager who in turn receive support from the Programme or Project Team.

Formal programme or project closure

At the closure of the programme or project the SRO must:

• formally close the programme or project, ensuring that lessons learned are documented as part of the end-programme or project evaluation report
• formally sign off that the programme or project aims and objectives have been met and that lessons learned are documented and disseminated
• plan the post programme or project reviews, including assessment of the benefits realisation process

Post implementation review

Following implementation, the SRO should:

• ensure that the post implementation review takes place, the output is forwarded to the appropriate stakeholders and that the benefits have been realised - the SRO is responsible for commissioning and chairing these reviews and ensuring the relevant personnel are consulted and involved in the review process
• refer serious problems upwards to top management or Ministers as necessary, and to suppliers and delivery agents in a timely manner
• consult regularly with those delivering change, stakeholders and sponsors
• ensure the communication processes are effective and linkages are maintained between change teams and the organisation's strategic direction
• maintain regular dialogue with the supplier or delivery agent to minimise and resolve problems between customer and supplier

SRO behaviours and characteristics

An SRO needs to:

• take responsibility - including putting things right when they go wrong, and ensuring that recognition is given when they go right
• have a good understanding of the business issues associated with the programme or project
• be a senior reputable figure (a peer) approved by the organisation’s management board and have delegated authority to be SRO for the programme or project
• be active and engaged, not just a figurehead
• have sufficient experience and training to carry out SRO responsibilities

An SRO must be someone who can:

• broker relationships with stakeholders within and outside a programme or project
• deploy delegated authority to ensure that the programme or project achieves its objectives
• provide advice and guidance to programme and project managers as necessary
• acknowledge their own skills or knowledge gaps and structure the board and programme or project team accordingly
• give the time required to perform the role effectively
• negotiate well and influence people
• be aware of the broader perspective and how it affects the programme or project
• represent the interests of the programme or project through effective networking with peers and key stakeholders
• be honest and frank about programme or project progress

Training & Support

There are several training courses and programmes aimed at SROs. Further information on these is available at Commercial Delivery Group: Training & Support.