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

“ Talent is cheaper than table salt. What separates the talented individual from the successful one is a lot of hard work.”
- Stephen King

Good Luck
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Program Management

by Anand Subramaniam on Nov 14, 2009

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