program management
TRANSCRIPT
Program
ManagementAN INTRODUCTION AND OVERVIEW
APRIL 2015
Author: A. Whittaker
Elements of Program Management
BenefitsManagement
Best Use ofResources
StakeholderManagement
EfficientCoordination
EffectiveCommunication
OrganizationObjectives
ProgramAlignment
OrganizationPlanning
Author: A. Whittaker
Elements of Program Management
Program Scope
Deliverables
Budget
Schedule
Planning
Executing
Monitoring
Controlling
Closing
Author: A. Whittaker
• Centralized Coordinated Management
• Task Interdependency
• Resource Constraints
• Risk Mitigation
• Organizational Direction
• Scope Development
• Cost Estimates
• Timelline Estimates
Key Areas and Requirements
Change Management
Relationship Management
Conflict Resolution
Managing Project Managers
Vision and Leadership
Governance Structures
• Identification
• Rationalization
• Monitoring
• Control
of interdependecies
between projects
Maturity of Policies, Controls, Governance
+
Defining, Communicating, Aligining
=
Success
Author: A. Whittaker
Benefits Management
S.M.A.R.T Benefits Management
| Specific | Measurable | Actual | Realistic | Time-based |
Tangible Benefits
Intangible Benefits
• Define Benefits
• Map to Outcomes
• Metrics / Pocedures
• Roles /
Responsibilites
• Communications
Plan
• Ongoing Operations
• Benefit Sustainment
Benefits
Realisation
Plan
Author: A. Whittaker
Program Stakeholder Management
Key Stakeholders:
Program Director
Program Manager
Project Managers
Program Sponsor
Customer
Program Team
Project Team
PM Office
Program Board
Suppliers
Competitors
• Set Goals
• Assess Readiness
• Plan Change
• Provide Resources
• Support / Monitor
• Evaluate Feedback
• Address Issues
Identify how the program affects Stakeholders:
• Organizational Culture
• Current Major Issues
• Resistance
• Barriers to Change
Then develop communication strategy,
manage expectations and improve
acceptance of objectives.
Communication Plan
- Accurate
- Consistent
- Timely
Author: A. Whittaker
Program Governance
Developing
Communicating
Implementing
Monitoring
Assuring
• Policies
• Procedures
• Org. Structure
• Practices
Framework for efficient
and effective decision
making and delivery
management focused on
achieving program goals
„Fits inside corporate governance“
- Constraints and Guidance from
strategic management and related
practices.
Author: A. Whittaker
Program Governance
Common Set of procedures for all projects in the program
Appropriate controls to ensure consistent application of procedures.
Approach for developing and documenting program assumptions and decisions
Approach for managing program change
Quantifiable measures for evaluating the success of individual projects and the program
Common practices for capturing risks, issues, benefit-measurements and lessons learned.
Created by the PMO
and constitute the
framework for all
program activities
Author: A. Whittaker
Program Governance
„Program Management
provides a focused effort to
achieve the strategic
objectives of the organization“• Shared resources across projects
• Program duration
• Participation across corporate
entities
• Dependencies and deliverables
between projectsMISSION – why the program is important
what it needs to achieve
VISION – what the end state will look like,
how it will benefit the organization
VALUES – how the program will evaluate
necessary tradeoffs and balance decisions
being made
Author: A. Whittaker
Program Life Cycle
Milestones or Phase Gate Reviews facilitate:
Strategic Alignment
Investment Appraisal
M & C of Opportunities / Threats
Benefit Assesment
Monitoring Program Outcomes
„Serve to Manage Outcomes and Benefits“Identification
and Realisation
of Stakeholders
Which in turn facilitates:
• Program Alignment Review
• Expected vs Planned Benefits
• Risk Level Review
• Review Processes / Practices
• Go / No-Go decisions
Structure for:
Planning, Managing, Measuring, Tracking, Realising
Benefits
Author: A. Whittaker
Program Life Cycle
Factors:
Total Resources
Prliminary Budget
Benefits Analysis
Strategic Fit
Risks
Results:
Approval to proceed
Program Charter
Assigned Program Manager
Idenification of Key Resources
Program Plan
• Vision
• Key Objectives
• Expected Benefits
• Constraints
Build a Program Roadmap
- Program Direction
- Key Deliverables
Phase 2 Set Up
Program Management Plan
- What deliverables and when?
- How much will it cost?
- Risks / Issues
- Dependencies / Assumptions /
Constraints
- How will it be managed / executed?
Results
- Scope defined
- Activities defined
- Durations estimated
- Schedule created
- Procurement of external resources
- Staffing allocation
- Cost estimates | Risk Management
- Identification of initial program team
Phase 1 Selection
Program Life Cycle
Establish Program Management and Technical InfrastructurePhase 3
• Review Phase 2 results
• Program Manager
follows Roadmap to
execute the program
• Confirm program
supporting structure
• Processes
• Procedures
• Tools
• Resources
• Tracking
• Reporting
• FacilitiesProgram Organization:
- Program Board
- Program Manager
- Executive Sponsor
- Program Director
- Program Team
- Program Office
Key Results:
• Staffing
• Program Office Support
• Governance Mechanism
• Control Framework
• Facilities / Infrastructure
• IT Systems / Communications Tech
Author: A. Whittaker
Program Life Cycle
Deliver the BenefitsPhase 4
Activities:
• Ensure Project Managers
adhere to agreed project
management
methodologies
• Ensure deliverables meet
expectations
• Analyzing Progress
• Ensuring coordination
between projects
• Identifying risks
• Taking corrective actions
• Communicating with
Stakeholders
This phase is iterative for an unlimited duration
Phase ends when either:
- Planned Benefits have been reached
or
- Another reason is decided to end the
program
Author: A. Whittaker
Program Life Cycle
Phase 5 Close the Program
„Execute controlled closedown of the program“
Key Activities:
• Review benefits with Stakeholders and Sponsor
• Disband Program Organisation
• Disband Program Team
• Dismantle Infrastructure
• Customer Support
• Document Lessons Learned
• Provide Feedback / Recommendations
• Store / Index all Program Documentation
• Manage any Transition
Author: A. Whittaker
Good Program Management...
Visionary
Entrepreneurial Zeal
Motivational Zeal
Sound Management Processes
Program Manager must effectively delegate:
• Authority
• Autonomy
• Responsibility
Tools and Techniques:
• Expert Judgement
• Meetings
• Reviews
• Policies and Procedures
• Standards
• Program Plans
• Oversight
• Audits
• Regulations
• Contracts
• Documentation
Author: A. Whittaker
Thank You for your attention!
Key Strengths
Problem Solving
Communication
Optimism
Innovation
Leadership
Visionary
Strategic Thinking