Program Management

Program Management Competencies & capabilities required to manage programs & change effectively Anand Subramaniam

“ Vision without action is a daydream. Action without vision is a nightmare .”

- Japanese Proverb

Highlights

Link Program & Projects to Strategy

Project & Program Management

Program Change Management

Organisation Structure

Program Process Group

Link Program Knowledge Areas & Process Group

Program Life Cycle

Linking Program Life Cycle & Process Group

Program Management Themes

Link Program & Projects to Strategy

Importance of Alignment Doing The Right Things Doing Things Right Exploit What We Did Align Measure Execute Holistic Approach to manage Strategic Initiatives

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

Eg. Link Strategies to Potential Projects

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

Project & Program Management

Relationship - Project & Program Project Management (Benefits) Time Cost Scope Program Management (Benefits) Stakeholder Relationships Governance Benefit Management

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

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

Program vs. Project Manager

Program Manager

Plans program-level activities and schedule of projects

Defines TOR for projects

Starts, stops and monitors progress of constituent projects

Manages program level risks and issues. Delegates risks to projects

Sets policies and procedures for projects

Resolves resource conflicts

Determines program standards

Project Manager

Plans a project given the dependencies and interfaces defined by the Program Manager

Works within the defined TOR

Runs a project, reporting to the Program Manager

Manages project risks and issues, escalating to the Program Manager wherever necessary

Runs project according to policies and procedures

Uses assigned resources

Delivers products to the defined standards

Program Stakeholders AUDIENCES

Program Leadership

Team

Project Teams

Supporting Teams

The Board

Senior Executives

Executive Sponsor

Senior Manager

Senior Management Owners

Process Owners

External Customers

Stockholders

Government

Broader Community

Line Managers

Resource Providers

Staff Functions

Internal Customers

All areas of the organisation

that will be affected

UPWARD EXTERNAL PROGRAM INWARD

Program - Key Roles

Change Agents

Quality Manager

Governing Body

Program Sponsor

Program Manager

Technical Authority

Business Planners

Project Managers

Business Change Managers

Program Management / Support Office

Program Manager Competencies

Strong leadership and management skills

Effective interpersonal and communications skills

Ability to create a sense of community

Ability to find ways of solving and pre-empting problems

Marketing and communication skills to “sell” the program into the business areas

Good knowledge of techniques for planning, monitoring and controlling programmes

Knowledge of project management approaches

Good knowledge of budgeting and resource allocation procedures

Knowledge of business change techniques, e.g. BPR

Knowledge of benefits identification and management techniques

Program Change Management

Change Management - Blueprint

Data required

Business models of the new functions, processes and operations

Organisation structure, staffing levels, roles, and skill requirements

Information systems, tools, equipment and buildings

Costs, performance and service levels for support of future operations

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

Program Change Process 20061121 Build Commitment Heighten awareness Involve Stakeholders who need to change

Do we understand the issues?

How do we stimulate the need to change?

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

Aligning Change with PMI Process

Organisation Structure

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

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

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

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

Program Mng / Project director – Name

Program / Project co-ordinator – Name

Program / Project support – Name

Master planning – Name

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)

Program / Project Advisor – Name

Program / Project QA – Name

Management Consultant – Name

Risk Advisor – Name

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

Program Process Group

Program Process Groups Initiate Close Execute Plan Monitor & Control

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.

Link Program Knowledge Areas & Process Group

Knowledge Area / Process Groups

Close program

Component closure

Integrated change control

Resource control

Monitor and control program work

Issue management and control

Direct and manage program execution

Develop program manage-ment plan

Interface planning

Transition planning

Resource planning

Initiate program

Authorise projects

Integration Close Monitor & Control Execute Plan Initiate Knowledge Areas

Knowledge Area / Process Groups (Contd)

Cost control

Cost estimating and budgeting

Cost

Schedule control

Schedule develop-ment

Time

Scope control

Scope definition

Create program work breakdown structure

Scope Close Monitor & Control Execute Plan Initiate Knowledge Areas

Perform quality control

Perform quality assurance

Quality planning

Quality

Contract closure

Program contract adminis-tration

Request seller responses

Select sellers

Plan program purchases & acquisitions

Plan program contracting

Procurement Close Monitor & Control Execute Plan Initiate Knowledge Areas

Acquire program team

Develop program team

Human resource planning

Initiate team

Human Resource

Communication control

Perfor-mance reporting

Information distribution

Communication planning

Communi-cation

Risk monitoring & control

Risk management planning & analysis

Risk Close Monitor & Control Execute Plan Initiate Knowledge Areas

Program Life Cycle

Program Life Cycle Pre-program Setup Program Setup Establish Program Management & Technical Infrastructure Deliver Benefits Close the Program

Pre-program Setup

The main purpose of this phase is to establish a firm foundation of support and approval for the program.

This involves

understanding the strategic value of the program,

defining the program objectives,

identifying the key stakeholders and decision makers,

developing a high-level business case for the program,

obtaining approval for the program, and

appointing the program manager.

On gaining approval, the program proceeds to the next phase: program setup.

Program Setup

The main purpose of this phase is to build a detailed roadmap by defining the key deliverables

Planning how the program will be managed to produce these deliverables.

The outcome of this phase is the detailed program management plan and the approval to execute it.

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.

Establishing Infrastructure

The main purpose of this phase is to establish program management and technical infrastructure to support the program and its constituent projects.

This infrastructure includes program facilities, program board and program-specific tools

After successful completion of this phase, the program is ready to execute and deliver benefits.

Delivering Benefits

The main purpose of this phase is to initiate the constituent projects and coordinate the inter-project activities to create the incremental benefits.

When all the program work is completed, the program moves to its closure.

Closing the Program

The main purpose of this phase is to perform a controlled closedown of the program.

This includes the shutdown of the program infrastructure, including program organisation and transition of benefits monitoring to appropriate groups in the organisation.

Stage Gates

There should be gate reviews between phases.

The main purpose of a gate review :

To check the program performance against the planned criteria for exit from the phase that has just been completed.

To determine the readiness for proceeding to the next phase.

Each gate review is a decision point for the program as a whole: Go or No Go.

Linking Program Life Cycle & Process Group

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)

Program Management Themes

Program Management Themes Program Benefits Management Program Stakeholder Management Program Governance

Benefits Management Benefits Identification Benefits Planning Benefits Realisation Benefits Transition Benefits Analysis

Identify business benefits

Quantify business benefits

Establish benefits realisation plan and benefits monitoring

Mapping between benefits and program planning

Monitor components

Maintain benefits register

Report benefits

Consolidate coordinated benefits

Transfer the benefits responsibility

Derive & prioritise components

Derive benefits & metrics

Benefits Management

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

Stakeholder Management Program Stakeholder Management Stakeholder Mapping Stakeholder Engagement Continuous Improvement Continuous Improvement

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

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