Program Management

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Competencies & capabilities required to manage programs & change effectively

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Program Management

  1. 1. Program Management Competencies & capabilities required to manage programs & change effectively Anand Subramaniam
  2. 2. <ul><li>“ Vision without action is a daydream. Action without vision is a nightmare .” </li></ul><ul><ul><li>- Japanese Proverb </li></ul></ul>
  3. 3. Highlights <ul><li>Link Program & Projects to Strategy </li></ul><ul><li>Project & Program Management </li></ul><ul><li>Program Change Management </li></ul><ul><li>Organisation Structure </li></ul><ul><li>Program Process Group </li></ul><ul><li>Link Program Knowledge Areas & Process Group </li></ul><ul><li>Program Life Cycle </li></ul><ul><li>Linking Program Life Cycle & Process Group </li></ul><ul><li>Program Management Themes </li></ul>
  4. 4. Link Program & Projects to Strategy
  5. 5. Importance of Alignment Doing The Right Things Doing Things Right Exploit What We Did Align Measure Execute Holistic Approach to manage Strategic Initiatives
  6. 6. Programs & Projects link to Org’s Strategy Portfolio Management Strategic Management Program Management` Project Management Change Management Approach New Goals & Objectives Review / Revise Mission Portfolio of Strategic Choices Strategy Implementation Project Selection Projects Inter-nal Exter-nal
  7. 7. Eg. Link Strategies to Potential Projects
  8. 8. Alignment – Strategy, PPM & PMO Direction Enterprise Strategy Project Portfolio Management Project Management Office Project Status Reports, Time Sheets, Expenses, Project Schedules Prioritisation Feedback Governance Review Board Governance Review Board QA / QC Program / Project Manager Feedback Feedback Prioritisation
  9. 9. Project & Program Management
  10. 10. Relationship - Project & Program Project Management (Benefits) Time Cost Scope Program Management (Benefits) Stakeholder Relationships Governance Benefit Management
  11. 11. Project vs. Program Management High-level and evolving Specific, detailed, bounded Plan Mission, cash-flow, ROI Time, budget, specification Success Factors Regarded as inevitable To be avoided Change Loosely defined Clearly defined Timescale Many , many initially undefined Few, clearly defined Deliverables Used to make decisions Accrue during the programme Determined in advance Accrue after completion Benefits Wide-ranging, cross-functional Narrow Scope Business strategy Single objective Focus Program Management Project Management Area
  12. 12. Why Program Management … Why.. Clear responsibilities for preparing for implementing business change Effective management of the Business Case to achieve the vision A management framework that focuses on business change objectives Manage and control cost Co-ordination and control of the complex range of activities Projects prioritised and integrated, providing an effective use of scarce resources Link strategies and projects Better understanding of overall risks Formal process for identifying, managing, realising and measuring benefits
  13. 13. Program vs. Project Manager <ul><li>Program Manager </li></ul><ul><li>Plans program-level activities and schedule of projects </li></ul><ul><li>Defines TOR for projects </li></ul><ul><li>Starts, stops and monitors progress of constituent projects </li></ul><ul><li>Manages program level risks and issues. Delegates risks to projects </li></ul><ul><li>Sets policies and procedures for projects </li></ul><ul><li>Resolves resource conflicts </li></ul><ul><li>Determines program standards </li></ul><ul><li>Project Manager </li></ul><ul><li>Plans a project given the dependencies and interfaces defined by the Program Manager </li></ul><ul><li>Works within the defined TOR </li></ul><ul><li>Runs a project, reporting to the Program Manager </li></ul><ul><li>Manages project risks and issues, escalating to the Program Manager wherever necessary </li></ul><ul><li>Runs project according to policies and procedures </li></ul><ul><li>Uses assigned resources </li></ul><ul><li>Delivers products to the defined standards </li></ul>
  14. 14. Program Stakeholders AUDIENCES <ul><li>Program Leadership </li></ul><ul><li>Team </li></ul><ul><li>Project Teams </li></ul><ul><li>Supporting Teams </li></ul><ul><li>The Board </li></ul><ul><li>Senior Executives </li></ul><ul><li>Executive Sponsor </li></ul><ul><li>Senior Manager </li></ul><ul><li>Senior Management Owners </li></ul><ul><li>Process Owners </li></ul><ul><li>External Customers </li></ul><ul><li>Stockholders </li></ul><ul><li>Government </li></ul><ul><li>Broader Community </li></ul><ul><li>Line Managers </li></ul><ul><li>Resource Providers </li></ul><ul><li>Staff Functions </li></ul><ul><li>Internal Customers </li></ul><ul><li>All areas of the organisation </li></ul><ul><li>that will be affected </li></ul>UPWARD EXTERNAL PROGRAM INWARD
  15. 15. Program - Key Roles <ul><li>Change Agents </li></ul><ul><li>Quality Manager </li></ul><ul><li>Governing Body </li></ul><ul><li>Program Sponsor </li></ul><ul><li>Program Manager </li></ul><ul><li>Technical Authority </li></ul><ul><li>Business Planners </li></ul><ul><li>Project Managers </li></ul><ul><li>Business Change Managers </li></ul><ul><li>Program Management / Support Office </li></ul>
  16. 16. Program Manager Competencies <ul><li>Strong leadership and management skills </li></ul><ul><li>Effective interpersonal and communications skills </li></ul><ul><li>Ability to create a sense of community </li></ul><ul><li>Ability to find ways of solving and pre-empting problems </li></ul><ul><li>Marketing and communication skills to “sell” the program into the business areas </li></ul><ul><li>Good knowledge of techniques for planning, monitoring and controlling programmes </li></ul><ul><li>Knowledge of project management approaches </li></ul><ul><li>Good knowledge of budgeting and resource allocation procedures </li></ul><ul><li>Knowledge of business change techniques, e.g. BPR </li></ul><ul><li>Knowledge of benefits identification and management techniques </li></ul>
  17. 17. Program Change Management
  18. 18. Change Management - Blueprint <ul><li>Data required </li></ul><ul><li>Business models of the new functions, processes and operations </li></ul><ul><li>Organisation structure, staffing levels, roles, and skill requirements </li></ul><ul><li>Information systems, tools, equipment and buildings </li></ul><ul><li>Costs, performance and service levels for support of future operations </li></ul>
  19. 19. Program Change & Governance Model Program plan Drivers for change Program objectives Program Management & Governance Plan and priorities Resourcing Change baseline Core Program Governance Checkpoints Case for Change Services effectiveness and quality Client needs and satisfaction Improvement opportunities (IT, process, organisation) Common design principles Savings potential Program Management, Communication and stakeholder engagement Change Management Design Preparation Implementation Diagnostic Service performance Improvement potential Benchmarking Staff inventory Common issues/opportunities Program planning & organisation Change baseline Future services Roles & responsibilities Service delivery model Structure Implementation Plan Blueprint for the future Service portfolio Service delivery model Management & organisation model Staffing profile IT systems map and plan Implementation plan Design principles Process & IT improvement Capability building People Management & Development Work Organisation Benefit realisation LEGEND Capacity Building / Leadership Development Within service area Across service areas Governance milestone
  20. 20. Program Change Process 20061121 Build Commitment Heighten awareness Involve Stakeholders who need to change <ul><li>Do we understand the issues? </li></ul><ul><li>How do we stimulate the need to change? </li></ul>Examine Options for change Assess what’s in it for key stakeholders Get sanction and joint commitment for the process Stakeholder Approval to proceed with change Set Vision and direction CHECKPOINT Do we have the desire to continue? Can we provide support, sanction, direction and resources? Develop interim Change targets Establish structure to design and coordinate change Set Rules of the Road Implement Change & Training Make changes Evaluate Continuous improvement Monitor Assess readiness to proceed Communicate Communicate Communicate Detailed Organisational Analysis CHECKPOINT Recognise the need to change Create the Vision for Change Management Commitment Planning Change Delivered Review Business Process Design or Redesign
  21. 21. Aligning Change with PMI Process
  22. 22. Organisation Structure
  23. 23. Functional Organisation CEO HR Mng Sales Mng Finance Mng Ops Mng Project Staff Project Staff Project Staff Dept Staff Project Staff Project Staff Project Staff Project Staff Project Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff
  24. 24. Projectised Organisation CEO Proj Mng - C Proj Mng - B Proj Mng - A Proj Mng - Z Project Staff Project Staff Project Staff Dept Staff Project Staff Project Staff Project Staff Project Staff Project Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff
  25. 25. Matrix Organisation CEO HR Mng Sales Mng Finance Mng Proj Dept Mng Project Staff Project Staff Project Staff Dept Staff Project Staff Project Staff Project Staff Project Mng - B Project Mng - C Dept Staff Dept Staff Dept Staff Dept Staff Dept Staff Project Mng - A Project Mng - Z
  26. 26. Org Structure – PMO, Programs & Projects Program Steering Committee (PSC) Sub-project # 1 Procure to Pay Sub-project # 4 APS / MES / SCADA Sub-project # 5 Lean / Six Sigma Sub-project # 3 Product Life Cycle Mngt Sub-project # 2 Order to Cash Sub-project owner Name Sub-project owner Name Sub-project owner Name Sub-project owner Name Sub-project owner Name External service providers Service Provider # 1 Service Provider # 2 Service Provider # 3 Service Provider # 4 <ul><li>Program Mng / Project director – Name </li></ul><ul><li>Program / Project co-ordinator – Name </li></ul><ul><li>Program / Project support – Name </li></ul><ul><li>Master planning – Name </li></ul>PSC members – Names Help Desk Support Teams Sub-project # 6 Innovation / NPD Name Sub-project owner Sub-project # 7 Sustainability Name Sub-project owner Finance Human resources Sales & Marketing Technical / Quality Control Engineering / Manufacturing Distribution / Logistics Stakeholder Forums / Committees Materials Management Project Management Office (PMO) <ul><li>Program / Project Advisor – Name </li></ul><ul><li>Program / Project QA – Name </li></ul><ul><li>Management Consultant – Name </li></ul><ul><li>Risk Advisor – Name </li></ul>
  27. 27. Relationship – Program, Project & Benefits Consolidated Program Benefits = Organisation Benefits Project A Project B Project C Project D Project Z Project Benefits - A Project Benefits - C Project Benefits - D Project Benefits - Z Project Benefits - B Program Management
  28. 28. Program Process Group
  29. 29. Program Process Groups Initiate Close Execute Plan Monitor & Control
  30. 30. Process Groups Initiate Execute Monitor & Control Close Plan This includes defining and authorising the program and the projects within the program, and generating the benefits statement and benefits realisation plan for the program. This includes using projects and resources in an integrated fashion to execute the plan for the program in order to deliver benefits. This involves M & C the progress of the program and the constituent projects. Includes performance measurements against the planned benefit delivery, identifying variances and implementing corrective actions to deliver expected benefits. This includes accepting products, services, and results from the constituent projects, and benefits delivery from the program, plus bringing the program and the program components (e.g., projects) to a formal closure. This includes developing the program plans to deliver benefits.
  31. 31. Link Program Knowledge Areas & Process Group
  32. 32. Knowledge Area / Process Groups <ul><li>Close program </li></ul><ul><li>Component closure </li></ul><ul><li>Integrated change control </li></ul><ul><li>Resource control </li></ul><ul><li>Monitor and control program work </li></ul><ul><li>Issue management and control </li></ul><ul><li>Direct and manage program execution </li></ul><ul><li>Develop program manage-ment plan </li></ul><ul><li>Interface planning </li></ul><ul><li>Transition planning </li></ul><ul><li>Resource planning </li></ul><ul><li>Initiate program </li></ul><ul><li>Authorise projects </li></ul>Integration Close Monitor & Control Execute Plan Initiate Knowledge Areas
  33. 33. Knowledge Area / Process Groups (Contd)   <ul><li>Cost control </li></ul>  <ul><li>Cost estimating and budgeting </li></ul>  Cost   <ul><li>Schedule control </li></ul>  <ul><li>Schedule develop-ment </li></ul>Time   <ul><li>Scope control </li></ul>  <ul><li>Scope definition </li></ul><ul><li>Create program work breakdown structure </li></ul>  Scope Close Monitor & Control Execute Plan Initiate Knowledge Areas
  34. 34. Knowledge Area / Process Groups (Contd)   <ul><li>Perform quality control </li></ul><ul><li>Perform quality assurance </li></ul><ul><li>Quality planning </li></ul>Quality <ul><li>Contract closure </li></ul><ul><li>Program contract adminis-tration </li></ul><ul><li>Request seller responses </li></ul><ul><li>Select sellers </li></ul><ul><li>Plan program purchases & acquisitions </li></ul><ul><li>Plan program contracting </li></ul>  Procurement Close Monitor & Control Execute Plan Initiate Knowledge Areas
  35. 35. Knowledge Area / Process Groups (Contd)     <ul><li>Acquire program team </li></ul><ul><li>Develop program team </li></ul><ul><li>Human resource planning </li></ul><ul><li>Initiate team </li></ul>Human Resource <ul><li>Communication control </li></ul><ul><li>Perfor-mance reporting </li></ul><ul><li>Information distribution </li></ul><ul><li>Communication planning </li></ul>Communi-cation   <ul><li>Risk monitoring & control </li></ul>  <ul><li>Risk management planning & analysis </li></ul>  Risk Close Monitor & Control Execute Plan Initiate Knowledge Areas
  36. 36. Program Life Cycle
  37. 37. Program Life Cycle Pre-program Setup Program Setup Establish Program Management & Technical Infrastructure Deliver Benefits Close the Program
  38. 38. Pre-program Setup <ul><li>The main purpose of this phase is to establish a firm foundation of support and approval for the program. </li></ul><ul><li>This involves </li></ul><ul><ul><li>understanding the strategic value of the program, </li></ul></ul><ul><ul><li>defining the program objectives, </li></ul></ul><ul><ul><li>identifying the key stakeholders and decision makers, </li></ul></ul><ul><ul><li>developing a high-level business case for the program, </li></ul></ul><ul><ul><li>obtaining approval for the program, and </li></ul></ul><ul><ul><li>appointing the program manager. </li></ul></ul><ul><li>On gaining approval, the program proceeds to the next phase: program setup. </li></ul>
  39. 39. Program Setup <ul><li>The main purpose of this phase is to build a detailed roadmap by defining the key deliverables </li></ul><ul><li>Planning how the program will be managed to produce these deliverables. </li></ul><ul><li>The outcome of this phase is the detailed program management plan and the approval to execute it. </li></ul><ul><li>After the successful completion of this phase, the program manager, along with the program management team, needs to establish infrastructure in which the program work will be performed. </li></ul>
  40. 40. Establishing Infrastructure <ul><li>The main purpose of this phase is to establish program management and technical infrastructure to support the program and its constituent projects. </li></ul><ul><li>This infrastructure includes program facilities, program board and program-specific tools </li></ul><ul><li>After successful completion of this phase, the program is ready to execute and deliver benefits. </li></ul>
  41. 41. Delivering Benefits <ul><li>The main purpose of this phase is to initiate the constituent projects and coordinate the inter-project activities to create the incremental benefits. </li></ul><ul><li>When all the program work is completed, the program moves to its closure. </li></ul>
  42. 42. Closing the Program <ul><li>The main purpose of this phase is to perform a controlled closedown of the program. </li></ul><ul><li>This includes the shutdown of the program infrastructure, including program organisation and transition of benefits monitoring to appropriate groups in the organisation. </li></ul>
  43. 43. Stage Gates <ul><li>There should be gate reviews between phases. </li></ul><ul><li>The main purpose of a gate review : </li></ul><ul><ul><li>To check the program performance against the planned criteria for exit from the phase that has just been completed. </li></ul></ul><ul><ul><li>To determine the readiness for proceeding to the next phase. </li></ul></ul><ul><li>Each gate review is a decision point for the program as a whole: Go or No Go. </li></ul>
  44. 44. Linking Program Life Cycle & Process Group
  45. 45. Program Life Cycle / Process Group Pre-program Setup (Initiation) Program Setup (Planning) Establish Prog Mngt & Technical Infrastructure (Execution) Deliver Benefits (Monitoring & Controlling) Close the Program (Closure)
  46. 46. Program Management Themes
  47. 47. Program Management Themes Program Benefits Management Program Stakeholder Management Program Governance
  48. 48. Benefits Management Benefits Identification Benefits Planning Benefits Realisation Benefits Transition Benefits Analysis <ul><li>Identify business benefits </li></ul><ul><li>Quantify business benefits </li></ul><ul><li>Establish benefits realisation plan and benefits monitoring </li></ul><ul><li>Mapping between benefits and program planning </li></ul><ul><li>Monitor components </li></ul><ul><li>Maintain benefits register </li></ul><ul><li>Report benefits </li></ul><ul><li>Consolidate coordinated benefits </li></ul><ul><li>Transfer the benefits responsibility </li></ul><ul><li>Derive & prioritise components </li></ul><ul><li>Derive benefits & metrics </li></ul>Benefits Management
  49. 49. Program Governance Framework Program Board Program Manager Project Managers Non-Project Program Work Program Management Office Governs Governs Supports Governs Governs Change Manager Supports Supports
  50. 50. Stakeholder Management Program Stakeholder Management Stakeholder Mapping Stakeholder Engagement Continuous Improvement Continuous Improvement
  51. 51. Stakeholder Management - Framework Stakeholder Analysis and Mapping Identify key stakeholders Define stakeholders concerns & issues Assess their level of commitment and resistance Communication Strategy and Planning Review methods to inform different groups including timing / frequency Use the communication plan and create continuous dialog with all stakeholders Obtain feedback and involvement Engagement Strategies and Techniques Techniques to involve the stakeholders in the design and implementation Continuous Assessment and Follow through Clarification of roles and responsibilities for SRM Validate & evaluate communication processes
  52. 52. Next Steps… Identify staff within your project/programme who hold the essential experience, knowledge and skills critical to success Change management knowledge/skills Project/programme management knowledge/skills Benefits management knowledge/skills
  53. 53. <ul><li>“ Talent is cheaper than table salt. What separates the talented individual from the successful one is a lot of hard work.” </li></ul><ul><ul><li>- Stephen King </li></ul></ul>
  54. 54. <ul><li>Good Luck </li></ul><ul><li>http://www.linkedin.com/in/anandsubramaniam </li></ul>

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