new developments in program management

New Developments in Program Management

Michel ThiryPhD, PMP, FAPM, PMI Fellow

presents:

2 © Michel Thiry, 2017

The Cultural Evolution of PgM

1. Rise of agility and effect on PgM

2. Alignment of main PgM standards

3. Integration of PgM in the organisation

4. Distinction between projects and programs

5. Management of change as key aspect of PgM


The rise of agility and its effect on PgM


Agile concepts push boundaries

Programs

Likely Unlikely Unknowable

Predictability of Outcome(Degree of Uncertainty/Turbulence)

Agre

ed

Negotiate

dE

merg

ent

Co

nverg

en

ce o

f O

bje

cti

ves

(De

gre

e o

f A

mb

igu

ity/C

om

ple

xity)

ProjectsCurrent range

of organisational

culture


Agile and Programs share…

Simple governance systems: minimal bureaucracy; regular

decision meetings with all key stakeholders present.

Iterative evolution: constantly realigned, based on measured

results to ensure they deliver stakeholder value.

Representation: stakeholder engagement and team

empowerment

Emergent strategy: series of mutually reinforcing decisions

forming a coherent whole


Better alignment of the main PgM standards


Main PgM standards

First time since the mid-nineties that

all the standards agree that programs are:

more complex than projects

require a cyclic life cycle

a means to execute strategic objectives


Program Management Standards

Set of methods to

manage the delivery of

business benefits

through capabilities

Guide to manage the

delivery of agreed

benefits through sets of

activities and functions

Integration management

to implement business

strategy and create value

in dynamic complexity


Increased integration of PgM in the organisation


Program Management Life Cycle

Nth Cycle3rd Cycle2nd Cycle

Strategy

Program

Projects

Operations

Transition

& Integration

Benefits

1st Cycle

Definition (Formulation)

Definition (Preparation)

Deployment (Delivery & Transition)

Deployment (Integration & Appraisal)

ClosureLearn

ing

Learn

ing

Perf

orm

ance


Projects OperationsStrategy

Deployment Closure

Bu

sin

ess S

trate

gy

Integration of PgM in the organisation

Results Delivery

Corporate Strategy

Value Creation Value Realization

Definition

Portfolio Management

Vertical integration

Program Management

Horizontal integration


Integration of PgM process

Core Business

Program

Program BoardVision

Executive Sponsor

Business IntegratorProgram Manager

Transition

Process

Ben

efi

ts

Realisati

onOperationsProject

OperationsProject

OperationsProject

OperationsProject

Capability

Delivery

Capability

Integration

Need

s a

nd

Exp

ecta

tio

ns

Formulation &

Preparation

Other Key Stakeholders


Clarification of the distinction between projects and programs


Program or Project?

Factor 1 2 3Score

A B C

1. Convergence of objectives Agreed Negotiated Emergent

2. Predictability of outcome Likely Unlikely Unknowable

3. Focus Operational Strategic Contextual

4. Outcomes Technical Structural Cultural

5. Level of change Handover Transfer Transition

Individual scores

Average Score

If the initiative’s average score is between: 5 and 9 it is considered a project;

if the score is between 10 and 15, it is considered a program

The decision to run an initiative as a program or as a project uses three assessors in order to ensure

full buy-in and active support. They will typically be:

A. a member of Strategic Management or Business Development

B. a member of the PMO

C. the initiative’s sponsor.


The management of change as a key aspect of PgM


Engagement Plan

Use stakeholder analysis to identify

communication & marketing needs

1. Develop marketing plan with focus on

pacing of program benefits

2. Develop communication plan with focus on contribution requirements

& decision-making

3. Plan for sensemaking activities where all stakeholders can participate

& be represented

4. Negotiate and clearly define roles and responsibilities for key

stakeholders

Integrate in overall resource requirements & identify in project charters


Pacing the Program: Low Readiness

End of

Cycles

Intermediate Benefits Measurement

End of

Program

End Benefits Measurement

Adapted from: Managing Change in Organizations

A Practice Guide. PMI (2013, p. 85 – Figure 5-8)

Small Scope - Short Cycles – Long Transitions


Pacing the Program: High Readiness

End of

Cycles

End of

Program

End Benefits Measurement

Adapted from: Managing Change in Organizations

A Practice Guide. PMI (2013, p. 85 – Figure 5-8)

Larger Scope - Longer Cycles – Shorter Transitions

Intermediate Benefits Measurement


Engagement and Transition Issues

Business integrator (BCM)

Understand culture of their business area

Consider receptivity of people affected

by change

Program manager

Understand the need for sensemaking

Improve acceptance of change

Program manager and business integrator

Organize workshops, information sessions, or meetings with the

people most likely to support the change and people resistant to

change


The Cultural Evolution of PgM: Conclusions

1. Rise of agility helps foster PgM culture

2. Main PgM standards are aligning

3. PgM is better recognised for strategy implementation

4. Projects and programs need to be distinguished

5. Management of change is a key aspect of PgM

Michel Thiry, PhD, PMP, FAPM, PMI Fellow

[email protected]

http://uk.linkedin.com/in/michelthiry

www.amazon.com/author/michelthiry

http://www.youtube.com/user/valensepartners?feature=results_main

New York

London

Bahrain Pune

Sydney

Geneva

http://uk.linkedin.com/in/michelthiry

http://www.amazon.com/author/michelthiry

http://www.youtube.com/user/valensepartners?feature=results_main

new developments in program management

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