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