The document discusses principles of program governance, which focuses on delivering products or services to support revenue growth while reducing costs. Effective program governance transitions organizations from solely focusing on operational effectiveness to also prioritizing strategy. This involves installing strategy, objectives and metrics to manage operations strategically. Drivers for governance include addressing perceived costs, integrating siloed business processes, and increasing visibility of costs and value. The role of governance is to provide strategic leadership, manage from a customer perspective, and reduce alignment, execution and innovation gaps between business units.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
PgMP Course Training Material Slides PowerPoint PresentationOsama Zarzour
This is an introduction to PMI PgMP Program Management Professional Certificate, offered by Project Management Institute, Includin information about PgMP Exam, PgMP Preparation Course, PgMP Certification and Fees. With Option to get the full training material by checking the path as follow:
https://bit.ly/2YADgPe
Personally designed (content + graphics design), officially accredited M_o_R® Foundation courseware.
M_o_R® (Management of Risk) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
It is a brief overview presentation on portfolio management. It gives a brief idea of what Portfolio Management is and also specifies the processes as mentioned in OGC's Management of Portfolio and PMI's PfMP.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Personally designed (content + graphics design), officially accredited MSP® Foundation courseware.
MSP® (Managing Successful Programmes) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
PgMP Course Training Material Slides PowerPoint PresentationOsama Zarzour
This is an introduction to PMI PgMP Program Management Professional Certificate, offered by Project Management Institute, Includin information about PgMP Exam, PgMP Preparation Course, PgMP Certification and Fees. With Option to get the full training material by checking the path as follow:
https://bit.ly/2YADgPe
Personally designed (content + graphics design), officially accredited M_o_R® Foundation courseware.
M_o_R® (Management of Risk) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
A Comprehensive Approach to Application Portfolio RationalizationCognizant
A comprehensive approach to application portfolio rationalization will enable organizations to maximize the business value of their applications and focus on strategic opportunities.
If I am going to scale agile to most of my organization, what do we need to d...Premios Group
This report discusses some of the main challenges that organizations will face when applying executive-level strategic decision-making to a business value-driven software development group. Primarily, this report shares a new approach to portfolio management.
Download it here: http://www.softwarevalue.com/insights/publications/ta-archives/how-can-i-use-snap-to-improve-my-estimation-practices/
Revolutionizing the Digital Transformation Office - Leveraging OnePlan’s AI a...OnePlan Solutions
In today’s rapidly evolving business landscape, digital transformation is not just an option; it’s a necessity for staying competitive. However, managing a Digital Transformation Office (DTO) presents unique challenges, from aligning strategic goals to efficiently allocating resources. OnePlan’s Strategic Portfolio Management Platform, powered by advanced AI, offers a comprehensive solution to these challenges, enabling managers to excel in their roles and drive successful digital transformation. Join us in this enlightening webinar to discover how OnePlan can revolutionize your management approach.
Key Takeaways:
Strategic Alignment and Decision Making: Learn how OnePlan’s platform facilitates the alignment of digital transformation initiatives with business objectives, ensuring that every project contributes to the overarching strategy.
Resource Optimization and Forecasting: Discover the tools and methodologies OnePlan offers for optimal resource allocation and forecasting, maximizing efficiency, and minimizing waste.
Risk Management and Adaptability: Understand how OnePlan’s AI capabilities can help your DTO navigate uncertainties and adapt to changes swiftly and effectively.
Enhancing Collaboration and Transparency: Explore how OnePlan promotes a culture of collaboration and transparency across departments, crucial for the success of digital transformation efforts.
Driving Innovation and Competitive Advantage: See how integrating OnePlan’s Strategic Portfolio Management Platform and AI into your management practices can not only streamline operations but also foster innovation and create a sustainable competitive advantage.
This webinar is for managers, leaders, and anyone involved in driving digital transformation within their organizations. Whether you’re just starting your digital transformation journey or looking to enhance your current strategies, OnePlan’s platform offers the tools, insights, and support needed to achieve success in the digital era.
Successful Digital Transformation starts with a well defined StrategyGlen Alleman
Leading successful Digital Transformation projects cannot be successful without a Strategy for their success.
This briefing shows how to develop and apply a Strategy for Program Success through clear and concise descriptions of the strategic outcomes, Measures of Effectiveness and Performances, and identification of Value needed to meet business goals in a timely manner for the needed budget.
Enterprise IT Governance if properly supported eventually becomes embedded in the culture and
decision making process. The larger and more diverse the enterprise, the slower the evolutionary
process becomes. Digité Enterprise helps maintain a shared vision by allowing talent, skills
and knowledge to collaborate to achieve common goal, share ownership, and foster collective
communication with complete focus on the results.
The key to successful Digital TransformationMegan Hunter
Many companies see technology as the key to delivering transformation and whilst technology plays a vital role in enabling business change, it is only one piece of the jigsaw.
Implementing transformational solutions is something most companies do once or twice a generation, and it’s like performing open heart surgery. The decision to undertake these projects is not taken lightly, and the business world is plagued by examples of implementations that haven’t delivered the desired business outcomes, are late and exceed budget.
With contributions from key Microsoft partners, including IBM, QuantiQ, PwC, Avanade, KPMG Crimsonwing, and Hitachi Solutions, this White Paper discusses the common features that differentiate the successful business transformation programmes from the failures, and why all programmes must address the following: clarity; having the right team; securing talent; selecting the right partner; adopt, not adapt; strong governance; external assurance.
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
zkStudyClub - Reef: Fast Succinct Non-Interactive Zero-Knowledge Regex ProofsAlex Pruden
This paper presents Reef, a system for generating publicly verifiable succinct non-interactive zero-knowledge proofs that a committed document matches or does not match a regular expression. We describe applications such as proving the strength of passwords, the provenance of email despite redactions, the validity of oblivious DNS queries, and the existence of mutations in DNA. Reef supports the Perl Compatible Regular Expression syntax, including wildcards, alternation, ranges, capture groups, Kleene star, negations, and lookarounds. Reef introduces a new type of automata, Skipping Alternating Finite Automata (SAFA), that skips irrelevant parts of a document when producing proofs without undermining soundness, and instantiates SAFA with a lookup argument. Our experimental evaluation confirms that Reef can generate proofs for documents with 32M characters; the proofs are small and cheap to verify (under a second).
Paper: https://eprint.iacr.org/2023/1886
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
FIDO Alliance Osaka Seminar: Passkeys and the Road Ahead.pdf
Principles of program governance
1. Principles of Program
Governance
Governance of enterprise
programs focuses on delivering
products or services to support
top line growth while moving
operational savings to the
bottom line.
2. The management of enterprise programs has various descriptions
depending on business domain, management style, and technical
products or services.
In an emerging market or expanding business domain, one
common attribute of any successful organization is the transition
from “operational effectiveness” to “strategy focused.”
These firms do not abandon their operational excellence roots.
Rather they place these operational activities in their proper place
– as the foundation of a Strategy Focused Organization.
Strategy, objectives, and their measurement processes are
installed for managing the operational effectiveness of the
organization in the presence of this transition process.
The first step in this process is the realization the difference
between operational effectiveness and strategy. Operational
Effectiveness is necessary, but Strategy provides the means to
differentiate a firm from its competition.
3. Drivers for Governance
Situation Beneficial Outcome
Weak leverage of resources “Value engineering” redirects
creates the perception that the project to focus on cost
governance is a cost rather and productivity management
than an asset
The role of business Silos of processes are moved
processes have moved to the to the enterprise level for
enterprise level lateral deployment rather than
vertical isolation
Cost of poor governance Making costs and delivered
obscures the traceability of value fully visible allows all
value of investments to their stakeholders to see the
benefits returns on the balance sheet
4. Developing a Strategy Focused Organization produces a change
in the behavior of Program Management. Instead of “managing”
the operations in a static role, Program leadership now “governs”
resources and services through leadership as well as stewardship.
The desire to close the common operational gaps found in many
organizations is the motivation for this governance approach.
Program Management operations are many times seen as a
“cost center.” This cost center view comes about because
there is no traceability between costs and business value.
Traditional Program Management systems have “grown up” in
operational silos. Transforming these silos to “enterprise”
enablers is the goal of program governance.
Visibility into all costs, including Program Management costs
is mandatory for all responsible companies.
5. The Role of Governance
“Fact based” strategy setting
Manage from the customer’s point of view within the
corporate framework
Drive participation of senior management
Be both strategic and tactical
Trace all costs to business value in all activities
Provide iterative and incremental improvements
Treat architecture, technology and security as
enterprise issues
Install, motivate, and lead a high performance
organization
6. Governance fills the gaps that naturally form between business
and technical domains and between management and strategy.
In traditional operations technology and business are readily
visible to senior management. What’s missing is visibility into the
activities in the “white space” between technology and business.
Managing these gaps is the role of the Governance
The “alignment gap” appears when investments are not
traceable to business strategy.
The “execution gap” appears when those tasked with
delivering products and services don’t have a clear “line of
sight” to the corporate strategy.
The “innovation gap” appears when leadership and staff are
not connected to the needs of the market, emerging
technologies and the investment strategies for future needs.
7. The Role of Governance
Business Mission
Provide Leadership and Management
Leadership
Alignment Strategic
Gap Alignment
of across all activities
Strategy
Governance
Execution Execution
Gap Excellence
Management
Architecture
Innovation Innovative
Gap Solutions
Product / Services
8. Getting “aligned” is not an event, it is a continuous improvement
process. Alignment must be tested through strategies, objectives,
and metrics.
Alignment starts with the business leadership team.
Build consensus and commitment around the strategy
Executive participation in the strategy formulation
Executive education regarding strategy implementation
Understand the benefits of a strategy focused organization
How will the strategy benefit an individual department or
function?
How will strategy help achieve to overall mission of the
firm?
Demonstrate the power of a strategy
Require participation and stewardship from all
stakeholders
9. Strategic Alignment …
“Aligns” initiatives with business objectives
“Ties” system planning processes to
business growth plan and bookable benefits
“Manages” enterprise initiatives through
portfolios of projects in support of strategic
objectives
“Informs” management of the activities and
results of investment
10. Before projects can be identified to fulfill the strategic needs of the
firm, an understanding of their performance measures, connection
to strategy, and their past performance is needed.
Project Portfolio Management is one means of integrating these
needs:
Project delivery is more than schedule and budget compliance.
Projects must deliver the right value to the business
processes, at the right time, for the right solution – creating
“value” not just benefits.
Benefits are bookable on the balanced sheet. Value is visible
to the market and customers.
This “value creation” process is more than just “keeping on
schedule.” It is about understanding the business needs.
This understanding comes from “knowing” the business
beyond specifying the technical details of a software system.
The leader must be an integral part of the process
development process.
11. Portfolio Management
Prioritizes and selects initiatives
Understands how non–discretionary
budget supports the bottom line
Uses discretionary budget to increase
the top line or remove cost from
product stream
Directly measures the impact of
spending on the balance sheet
12. Once the specific needs of the organization are identified,
prioritization of the solutions takes place. This “selection” process
has many challenges.
Defining the “value” of a project must connect the investment
with its contribution to strategic goals. Simple monetary returns
are necessary but not sufficient.
Quantifying the benefits must consider financial, customer
satisfaction, investment returns, strategic positioning,
competitive assessment, and other intangible benefits to the
firm. “Real options” is one quantification method used to
produce tangible assessments in the presence of uncertainty.
Balancing need for systems with the capacity to deliver is a
continuous process.
Continually assessing the portfolio of projects and their
contribution to the corporate strategy is the role of senior
management.
13. Project Selection & Prioritization
Challenges to Excellence Strategies for Delivery
Selecting the best valued Use a uniform and consistent
projects project selection process
based on defined metrics
Quantifying benefits as a Define weighted paired
basis of constructing a comparison analysis process
portfolio
Balance demand within Formal reserve list available
limited appropriations and when more funds become
investments available
A view of the portfolio as new Incorporate reporting and
projects are initiated resource management.
14. There are four basic project types in any modern organization
providing mission critical services.
Type I – Projects essential for the firm to remain in business
and provide a unique service or product. These projects form
the basis of normal operations. Without these projects the firm
can not continue to prosper and grow.
Type II - Projects that have to be done, but don’t differentiate
the firm in the marketplace. These are “daily operations” or
regulatory compliance projects.
Type III – Projects that are not essential, but create an
advantage for the firm. These are “experimental” projects to
test new strategies, evaluate opportunities, or simply to explore
new avenues of product and service delivery.
Type IV - The business would survive without these projects.
These are projects that must be avoided.
15. Project Criteria
Type II Type I
Projects that have to be Essential projects for the
done, but don’t firm to remain in business
differentiate the firm in the and provide a unique
marketplace service or product
Critical to the Mission
Type IV Type III
The business would Project is not essential, but
survive without these creates an advantage for
projects the firm
Differentiating to the business in the marketplace
16. In order for any organization to be considered part of the corporate
strategy its financial affairs must be kept in order.
At best projects alone are a 2nd order impact on profitability. 1st
order impacts come from revenue, sales margins, volume,
supplier costs and other direct cost structures.
For project to fully participate in the corporate strategy,
traceability from investment to value creation is needed.
This traceability starts with a detailed understanding of the cost
structure of services. Not just cost, but the structure of those
costs and each cost’s contribution to value creation.
Seeing projects as “factories” that produce consumable items
for a specific “cost of goods,” is a starting point.
Projects can then be put on the same “unit of measure” footing
as other products and services of the firm.
17. Financial Accountability
Accurately measures the impact of any
project on investments
Focuses on selection and prioritization
Categorizes investments as …
Fundamental to the business
Innovative the business
Growing the business
Rational experiments
18. Balanced Scorecard is a means of connecting strategy with
operational excellence.
Any modern firm is expected to be competitive, accountable,
customer–friendly, and fiscally responsible.
The external world is highly unstable, so planning systems
must deal with this uncertainly. Rapidly changing technologies
are only the start of this uncertainty.
Research shows 9 out of 10 firms fail to execute on their
strategy:
Only 5% of the work force understands the strategy
Only 25% of the managers have personal objectives and
incentives linked to strategy
60% of organizations don’t link budgets to strategy
85% of executive teams spend less than one hour per
month discussing strategy
19. Balanced Scorecard Approach
Mobilize change and improvement through
executive leadership
Translate the strategy to operational terms
Align the organization to the strategy
Motivate by making strategy everyone’s job
Learn and adapt through continuous
improvement process
Govern to make strategy a continual
process
20. Creating a performance based organization based on “business
performance” as well as “technical performance” requires several
critical principles to be followed.
Translate the strategy to operational terms, so everyone can
understand the goals of the larger firm.
Link and align the organization around the strategy to create a
“line of sight” from the board room to the computer room.
Make strategy everyone's job through personal contribution to
strategic implementation.
Make strategy a continuous process through organizational
learning and adapting.
Provide an agenda for change for executive leadership top
mobilize this change.
21. Scorecard Metrics
Move away from the “cost center” paradigm
and toward the “value creation” paradigm
Link what a project does and what a project
does for the business
Recognize that every investment must
create value – infrastructure is the cost of
doing business, but it can still be measured
Produce measures that the CEO, CFO,
Board, and shareholders actually care about
22. In many business domains operational excellence is seen as a
“back office” attribute. Operations are out of sight and many times
out of mind.
Senior managers usually focus on strategy, planning, budgeting,
and other “capital” based decision making. At times this leaves
operations as a second class citizen.
In the project domain, operations is a critical success factor for the
firm. But operations must also provide a platform for strategy,
planning, budgeting and other “capital” based decision making
processes.
Without a stable, reliable, scalable, and secure operations
organization, the expansion of any firm is at risk.
It is through “operational innovation,” that expansion can be
implemented. Simple scaling laws prevent a linear example in
most business domains. Something new is needed.
23. Operational Excellence
Applications development and deployment
based on a repeatable Software
Development Life Cycle
Production management tied to business
processes
Technical architecture assures operational
integrity
Security actively managed as a first priority
24. Conventional implementation of products or services often lead to
failure in the presence of “disruptive” markets. Firms that follow
traditional implementation methodologies inevitably take too long
getting to market with their products and services.
When traditional methods are applied in a domain, there is too
much to be done, too many systems to be integrated, taking too
long for the benefits to flow to the bottom line.
Building software systems to meet the needs of a “disruptive”
market requires innovation to delivery services.
This innovative approach should be:
Iterative and incremental.
Built on direct feedback from customers
Break large scale deployments into a series of limited releases
Continually reaffirm that delivered value matches the strategy
25. Operational Innovation
Invention and deployment of new ways
of doing things
Acknowledge the core value–creating
work of operations
Acknowledge operational performance
as a driver of financial results
Look for process breakthroughs to
gain traction across the organization
26. The active promotion and execution of a Strategy Focused
organization starts with awareness.
All employees have “top of the mind” awareness of strategy.
Strategic priorities are repeatedly communicated through
multiple media outlets.
Department, Team, and Individual goals are aligned with the
strategy
Departments, Teams, and Individuals have a feedback forum
in which their ideas are heard and acted on.
In a successful IT–Enabled organization, the “critical few” must
continually focus the “operational many” on the goal of
differentiating the organization to create a competitive advantage.
This does not mean separation of roles or a hierarchy of
“knowing”.
It does mean that executing strategy is just a critical a job as
delivering products and services.
27. Executing the Strategy
Strategic Outcomes
Mission and Business critical
Mission and results aligned with Business
Customer Results Strategy measured from the
Business Results
customer’s perspective.
Value Direct effects of day-to-day
activities and broader
processes driven by the
Processes and desired outcomes.
Activities Mode of delivery and business
processes driven by strategy
Value Key enablers measured
through their contribution to
outputs and outcomes.
Human Other Fixed
Technology
Capital Assets
28. The process of governance must be repeatable. Not just
repeatable across the organization, but repeatable in time.
Governance is possessing core competencies to manage both
tangible and intangible assets:
Management of tangible assets
Managing quality
Managing risk
Managing money
Managing technology
Management of intangible assets
Managing strategy
Managing people
Managing customers
These core competencies are operate inside a repeatable
governance process to produce a “center of excellence.”
29. Repeatable Processes
A process to mobilize the organization to
Mobilize be strategy focused
A process to describe and communicate
Translate the strategy inside and outside a project
A process to align projects around the
Align corporate strategy
A process to ensure personal objectives
Motivate and incentives are supporting the strategy
An integrated reporting and decision
Govern making process to senior management