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Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
Program management   - Fundamentals
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Program management - Fundamentals

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This presentation was delivered as part of the corporate training that i conduct. …

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.

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  • 1. Julen C Mohanty Program Management
  • 2. DISCLAIMERS Any Views or Opinions or Procedures or Techniques showcased in this presentation are solely those of the author and may not necessarily represent those of the Citigroup.
  • 3. INDEX  Role Plays  Assignmen  Brainstorm  Case Study What we will learn today What is Program management What is NOT Program Management Project V/S Program Why Program Management is required Relationship Between Program & Project Management Program Life Cycle Program Management v/s Project Management Program Management Framework Program Management Value Chain Program Management Components Skills Of Program Manager Program Management Office Why PMO is required What activities PMO do Levels of PMO Program Life Cycle and Benefits Management Program Benefits Management – Balanced Score Card Program Governance Program Life Cycle and Stakeholder Management
  • 4. Program management is the process of managing several related projects, often with the intention of improving an organization's performance - Program Manager has oversight of the purpose & status of all projects in a Program - Can use this oversight to support project-level activity to ensure the overall program goals are likely to be met - providing a decision-making capacity that cannot be achieved at project level - Providing the Project Manager with a program perspective when required - Sounding board for ideas and approaches to solving project issues that have program impacts A Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the scope of the discreet projects in the program... Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed. - PMBoK What is Program Management
  • 5. In a program there is a need to identify and manage cross-project dependencies Often the PMO may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects Program Manager need to communicate with project managers, in order to be comfortable that the overall program goals are achievable. An organization should select the group of programs that must take it towards its strategic aims while remaining within its capacity to deliver the changes What is Program Management Without programme management, the projects would be uncoordinated and not integrated into a final goal. Program management is the management of all the coordinated projects within a program
  • 6. What is NOT Program Management Programs are not simply ‘large projects’ Good project managers may not make good program managers Programs succeed if component projects succeed Strong technical team make programs succeed I am managing 5-6 projects, I am a program manager I am giving cost saving to the company by different projects, that makes me successful program manager Program management is the actual management of the projects and their day-to-day work
  • 7. Projects deliver outputs, discrete parcels or "chunks" of change; programs create outcomes. Project V/S Program Program is nothing more than either a large project or a set (or portfolio) of projects. On this view, a project might deliver a new factory, hospital or IT system. By combining these projects with other deliverables and changes, their programs might deliver increased income from a new product, shorter waiting lists at the hospital or reduced operating costs due to improved technology. The project manager's job is to ensure that their project succeeds program manager, may not care about individual projects, but is concerned with the aggregate result or end-state On this second view, the point of having a program is to exploit economies of scale and to reduce coordination costs and risks
  • 8. Why Program Management is required Strategic Formulation Value Management Project Management Operational Improvement Pressure to change Corporate Objective Business Needs Strategic Objective Expected Benefits Expected Outcome Proposed Actions Proposed Deliverables Delivered Outputs Enhanced Capabilities Realized Outcomes Realized Benefits Program Management Driving Force
  • 9. Why Program Management is required Mission & Vision Program Program Program Project Project Project Project Project Project Project Project
  • 10. Why Program Management is required • Resources, talent, and expert judgment are shared across the program. • The isolation of project independence is broken down. • All projects follow the same rules and policies of the program. • Collective bargaining, shared procurement, and vendor management are unified. • Risk and issue management is centralized at the program level. • Information can be more freely shared. • Communication stems from the program manager for all project managers. • Stakeholder management follows a common approach. • Costs and schedule control is managed from a centralized locale.
  • 11. Assignment 1 Identify Program & Project
  • 12. 1. Bug fixing for a particular module in a software 2. Installing 1000 PC in a company 3. Making 2 KM road 4. Building a house in 2000 Sq ft Land 5. Making a restaurant with 20 seats 6. Building a Sky Scraper 7. Making 5 KM highway road with one water stream & 1 rail line to cross 8. Building menu & billing software for restaurant 9. Making PC & restaurant billing software, to sell as bundle 10. Develop an ERP software from scratch Assignment 1
  • 13. Initiating Planning Executing Monitoring & Control Closing - Program Desired Goals - Benefits - Management Approach - Project Risks - Change Requests - Change in Baseline (Time, Cost, Quality) - Issues Project Management Processes Projects Projects Program Management Processes Relationship Between Program & Project Management
  • 14. Relationship Between Program & Project Management Project Management • Delivery of Product/ Service • Scope, Cost, Schedule • Responsible for Quality of deliverables Program Management Portfolio Management • Sponsored by business • Ownership of benefits • Multiple Projects • Alignment of projects to the overall program benefits • Compliance with project management Standards • Led by the business • Business goal alignment • Business value alignment (risks/ benefits) • Program Selection • Portfolio Optimization
  • 15. Relationship Between Program & Project Management Program management centres on three key themes Benefits management Stakeholder management Program governance A benefit is the result of a program; EX: Increased Revenue, Decreased Costs OR the reduction of waste Benefits management is the sum of the planning, tools, and techniques The overall management of the activities that define, create, maximize, and sustain the benefits created by the program. Stakeholder management is the balance of stakeholder identification, Communication, leadership, trade-offs, competing objectives, and prioritization of needs and demands Program governance is the enforcement of the rules and procedures an organization follows Program governance is the assurance that all program procedures are followed as planned and expected by the organization, the project managers, and you, the program manager. Programs offer a means to an end. The end, of course, is the realization of an organization’s goal, vision, strategy, or mission.
  • 16. Program Life Cycle Formulation stage Organization stage Deployment stage Appraisal stage Dissolution stage Defines the program’s expected benefits through Stakeholder Analysis and the agreement on the program purpose and objectives, which can include a functional blueprint. This process is iterative. Develop the program’s detailed Business Case and Technical Blueprint as well as operational procedures and structures. This process is iterative with the formulation. Delivery of capabilities through the program’s constituent projects and other actions, including the transition into the business. This is a cyclical process. Program-level assessment of the benefits realization and evaluation of the success of the transition to operational benefits. This is also a cyclical process. Agreement on the timing and grounds for dissolution and implementation of the closing process, which includes long-term benefits measurement processes.
  • 17. Program Life Cycle Strategy Programme Projects Operations Benefits 1st Cycle Benefits 2nd Cycle Benefits nth Cycle Formulation Organization Deployment Appraisal Dissolution LearningLearningPerformance
  • 18. Program Life Cycle Pre-Program preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure Phase Gate Review Pre-program set up The program concept is shared, and there’s an organizational effort for program support and stakeholder buy-in. The program is chartered and the program manager has been identified. The range of activities in this phase includes: • Understanding the strategic benefits of the program • Developing a plan to initiate the program • Defining the program objectives and their alignment with the organization’s goals • Developing a high-level business case demonstrating an understanding of the needs, business benefits, feasibility and justification of the program. • Agreeing to ”check points” throughout the program, to ensure it is on track. Program Initiation The program’s scope, schedule, activities, costs, and other planning results are generated. Program Plan The “Skeleton” of the program are created. The infrastructure defines how the program and its projects will operate.
  • 19. Program Life Cycle Pre-Program preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure Phase Gate ReviewProgram Plan The “Skeleton” of the program are created. The infrastructure defines how the program and its projects will operate. Aligning the mission, vision, and values for the program with the organization’s objectives Developing an initial detailed cost and schedule plan for setting up the program and outline plans for the remainder of the program Conducting feasibility studies, where applicable, to assess the proposed program for technical and economic feasibility, as well as ethical feasibility or acceptability The program’s projects are initiated, and the project managers and their project teams go about creating the incremental benefits for the goal of the program. • Establishing a project governance structure to monitor and control the projects • Initiating projects in order to meet program objectives • Ensuring component deliverables meet the requirements • Analysing progress to plan • Identifying environmental changes which may impact the program management or its anticipated benefits Delivery of Program Benefits
  • 20. Program Life Cycle Pre-Program preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure Phase Gate Review Closing the program The program moves through its closure and documentation of its successes and failures. • Review status of benefits with the stakeholders • Disband the program organization • Disband the program team and ensure arrangements are in place for appropriate Redeployment of all human resources • Document lessons learned in the organizational database so they can be referenced in the future by similar programs. Lessons learned are generally expressed as weaknesses or areas to improve and as strengths and best practices of the performing organization to be utilized in the future On-going operations The realized benefits of the program are incorporated into on-going operations for the performing organization.
  • 21. Strategic Objectives Delivered Output ProjectManagementValueManagement ProgramManagement Sensemaking Ideation Elaboration Planning Execution Control Learning Cycle Performance Cycle (Deliver Result) (Capture Expectations) Expected Benefits Expected Outcomes Proposed Actions Proposed Deliverables Program Management v/s Project Management
  • 22. Program Management v/s Project Management ANALYZE DESIGN INTEGRATE INSTALL MANAGE  Technical analysis  Service profile deployment  Technology assessment  Proof of concept solutions  Business Planning  Network architecture design  Software development lifecycle (SDLC)  Capacity Management  Pre-design & deployment analysis  Equipment roadmap  Inventory  Procurement  Legacy to new – HW/ SW integration  HW SW roll out  Network engineering  Installation management  Testing & integration  System Administration  Performance Tuning  QA & Change Control  Maintenance  Upgrades (SW HW) Managed Service • Preventive & Corrosive maintenance • Service EquipmentProject Management Program Management Consulting Planning Deployment/ Post-Deployment
  • 23. Program Management V/S Project Management Program Management Project Management Architecture v/s Engineering Engineering, which deals with detailed planningArchitecture, which deals with design elements More like engineersMore like Architects Focuses on the vision through function and design Provides the structure & mechanism to enable vision Program managers should focus on the vision of the program and how they can design the program architecture – select, prioritize, link and align the projects within the program along with their structural dependencies to help in achieve the optimum benefits of the program.
  • 24. Program Management V/S Project Management Strategic v/s Tactical The project manager role is more tactical. It is centred on completing tasks, completing specific deliverables and meeting specifications on time and within budget. The program manager role is more strategic. It focuses on the big picture and is measured by the implementation and fulfilment of a strategy & realization of benefits (growth, productivity or bottom line results). Program Management Project Management
  • 25. Program Management V/S Project Management Operations & Business v/s Project Focused on the end date of the project May have operational elements as a part of the overall program environment Thinks beyond the end date of the individual projects Focus on Transitional and Operational elements. Responsible for tasks, deliverables and outputs of the project Often must “wear the hat of a businessperson” because responsible to see how the projects within the program result in business benefits. Program Management Project Management
  • 26. Program Management V/S Project Management Leadership & Facilitation v/s Management & Coordination Manage and Coordinate tasks and activities Team players who may contribute to deliverables The program manager role is more strategic. Provide leadership and vision Motivate through use of knowledge and skillsPlay the role of facilitators & coaches who can inspire and guide project managers & their teams to achieve the strategic goals of the programs stakeholder management, benefits management and governance Program Management Project Management
  • 27. Program Management V/S Project Management Sequencing Sequencing of project activities to achieve project execution requirements within any programmatic constraints imposed by contract Sequencing of programmatic activities including defined projects & re-sequencing of projects to achieve the desired strategic business outcome Through achievement of strategic business objectives (more permanent in nature) Duration associated with completion of project activities Timeframe Program wide execution planning including top level schedule, budget, performance standards, supply chain configuration and contracting strategy Project execution planning consistent with agreed to scope schedule, budget. and performance standards Execution Planning Program Management Project Management
  • 28. Case Study 1 Identify If program management is required OR NO
  • 29. Case Study 1 There is a BPO company called Customer Service Inc. (CSI). the company has staff strength of more than 4000 people & have a revenue of $800m. The company is into existence for more than 10 years. The company has a good track record of supporting its clients in various areas of voice & non-voice related processes. They have more than 150 people as IT support staff who work on a regular basis to make sure the infrastructure is UP & running 24/7. This is headed by John Mathew, a 15 year experience guy & in CSI for more than 8 years. The company supports its clients in various areas of following business areas: 1. Financial accounting 2. Internal Audit 3. Human Resource 4. Marketing 5. Data aggregation 6. Sales of products One of the client of CSI has a networking software that needs major up gradation. The vendor who was managing the same, have some management issue in the company & has refused to work till the issues has been solved. The client is in good relationship with the CEO & the CEO wants to check if CSI can do that for them. The CEO approaches John Mathew to check. John studied the same project in detail & the priliminary estimation shows it's a 40-45 MD work & he can dedicate 3-4 resources for the same. What should John Do now..??
  • 30. Analyze Assess Prepare / Plan StrategizeOptimize Improvement Support Maintain Customer Requirements Program Management Framework
  • 31. Planning & Strategy Project Management Architecture Investment Value management Strategy Formulation Trends Project Resourcing Risk Management Project Monitoring Implementation Management Architecture Planning Infrastructure Planning Gap AnalysisMigration Planning Program Management Framework
  • 32. Customer Leadership/ Sponsor Requirements Business Goals & Targets Existing Processes Existing Solution Suits Technology Vision Requireme nt Analysis Feasibility Constraint s & Risks Scope Resource Availability Preparedn ess Knowledge & Training Estimates Identify Fine tune/ Refine Check Fitment Publish Fine tune/ Refine Check Fitment Publish Identify Planning Subjective & Objective Metric s Collation Constraint Evaluation Innovate & Suggest Feedback Execute Test Control Transfer SLA Definition Monitoring Control Report Target Definition Evaluation Maintenance & Control Report The Company Leadership Implement Support Maintain PMO Implement Prepare/ Plan Strategize Optimize Program Management Framework
  • 33. Program Management Value Chain SCOPE MANAGEMENT TIME MANAGEMENT COST MANAGEMENT QUALITY MANAGEMENT COMMUNICATION MANAGEMENT RISK & ISSUE MANAGEMENT PERFORMANCE METRICS Program Initiation Scope Plan Resource Plan Time Mgmt Plan Cost Plan Quality Plan Communication Plan Risk Plan Program Plan PLAN EXECUTE CONTROL CLOSE Program Plan Execution Team Development Quality Assurance Information Distribution Integrated Program Control Scope Change Control Schedule Control Cost Control Quality Control Performance Reporting Risk Control Administrative Closure Knowledge Management Feedback Mechanism ACTIVITIES ProgramManagement CoreProcesses PHASES
  • 34. Program Management Process Plan Execute Control Close Defines Plans, Processes and Procedures, Tools and Techniques, and metrics to properly manage the Core-Processes Executes the program in accordance with pre-defined plans set forth for the said Core-Processes Monitors the Core-Processes by analysing and managing the metrics defined during Planning for the initiative by: 1. Tracking the performance of the projects at milestones and recommending corrective actions as required 2. Monitoring the implementation of corrective actions 3. Tracking the program against the performance limits and taking corrective actions Manages the completion of the initiative by: 1. Performing analysis to compare the performance of the various projects 2. Capturing learning and updating the process documentation 3. Submitting the lessons learned document to all stakeholders 4. Capturing the project teams feedback 5. Generating, gathering and disseminating information to formalize project completion
  • 35. Case Study 2 Identify If program management is required OR NO
  • 36. Case Study 2 CSI Delivered the small network related project very successfully. Client was very happy & CSI earned a good reputation and dollars too. John got promoted & became the Head of operations & technology, also the CEO’s favourite champ. Few months later the same client approached John for a software work. Client wanted to have a accounting software for it’s internal employees. This software should contain the employee details, their perk & benefit, rest all financial information. They wanted to classify these based on employee’s grade, employee’s department, appraisals & rest all. Currently the financial company don’t have anything & they are maintaining in Access DB. Also they wants the intranet sites to show the employee details, Processes, Procedures, Communications & information. John was very confused, went to the CEO and asked Software development & CSI..??? No match. Client is very good friend of CEO & the CEO looked an opportunity in this. He was also been approached for the similar things by one of his other big pharmaceutical client. He thought they have technical people, they have executed project, They have knowledge of HR & finance system why not, software development & CSI..!! He advised John that they almost have the required resources, so why don’t John do a feasibility study & come back with the approach for the same. How John is going to look into feasibility & What would be his approach?
  • 37. Program Management Components Value/ Benefit Management Financial/ Cost Management Performance Management Program Governance Resource Management Schedule/ Milestone Management Scope/ Change Management Project Methods & Tools Knowledge Management Quality Assurance Issue/ Risk Management Deployment/ Release Management Supplier/ Vendor Management Project Integration Architecture/ Compliance Communication/ Reporting Organizational Change Management Training Application Management Production Support
  • 38. Benefit Focussed Risk management mindset Leadership Skills Good knowledge of project management principles Conflict Resolution skills Good communication skills Ability to command respect Comfortable in an uncertain environment Program manager Responsibilities & Underlying Competency • Review the value and organizational impact of the organization’s program. • Work to quantify the specific, measurable, and actual benefits of the program. • Assign responsibilities within the program to recognize the planned and expected benefits reaped from each program project. • Identify interdependencies of projects & benefits each contributes to the program. • Complete change analysis for program change requests and understand how the potential changes may help or hinder the ability to reach program objectives.
  • 39. Program Management Office PMO is required for improving the organization’s program management capability PMO decides on the standard to be adhered to by all Program participants. Its main role is to provide centralized monitoring and support for the projects and to bring them to successful completion. Main function is overseeing and liaising with the Project Offices Program Management Office (PMO) Project Office 1 Project Office 1 Project Office 1 Project Office 1
  • 40. Program Management Office Benefits of PMO 1 Multiple projects result in competing demands for limited resources (people, space, infrastructure, and so on). Without the existence of a central organizer such as a Program Management Office, it is not easy to determine the best project for allocating resources. 2. Flexible information flow to facilitate rapid and accurate communications among project participants. 3. Interdependency among projects prompts centralized, high level monitoring by a Program Management Office. 4. Each project has its own management and administrative process, resulting in difficulties for an organization to measure the performance of one project against another. 5. It provides consistent means of measurement for all projects’ performance. 6. As the conduit between the projects and business executives, a PMO provides an efficient channel for the escalation (thus the resolution) of project issues, and it helps make project risks visible. 7. PMO assists business executives by providing a high-level view of projects (strategic alignment, benefits & performance), thus assisting them in making decisions on resource allocation. 8. As projects come and go, the Program Management Office facilitates the formal retention of knowledge.
  • 41. Program Management Office PMO Activities Project Resource Management Responsible for coordinating resources (human resources, equipment, space, and so on) according to what each project demands and the amount of resources available (either from within the organization, from temporary resources, or through outsourcing). Financial Management The PMO is required to produce a consolidated financial statement, compiled from each project, with a certain frequency (which could be weekly, monthly, quarterly, and/or yearly). The statement should contain information such as the actual budget and expenditure, as well as the projected budget and expenditure. In addition to monitoring the projects’ progress, the information can also be used to determine funding allocation. Vendor Management The PMO assists each Project Office with the management of third-party contracts with vendors. Process Management The PMO standardizes and continuously improves the operational processes and procedures in the project environment.
  • 42. Program Management Office PMO Activities Program Monitoring (Quality Management). The PMO is responsible for monitoring the progress of each project in terms of schedule, scope, changes, cost, and quality. Project Selection. PMO assists the business executives with selecting projects that are aligned with the business by, among other things, identifying potential risks, reviewing the company’s capabilities to undertake the projects, Knowledge Management Makes sure that all the knowledge gained and the lessons learned are not lost (i.e., by creating a project knowledge repository) when experienced personnel leave the company Knowledge management is about making sure that the organization cultivates its existing project knowledge, continuously improving it and sharing it as a part of the staff development process
  • 43. Program Management Office PMO Activities Customer Management PMO’s customers are people working in the project environment & in the business environment. Training Management PMO work closely with various Project Offices as well as with the organization’s human resource coordinator to create a training program that is consistent with the organization’s strategic positioning. Communications Management Develops and implements a communication plan that involves all the stakeholders (e.g., the Project Offices and the business executives and steering committees). The activities may include the dissemination of information, escalation of issues, and others.
  • 44. PMO Functions PEOPLE PROCESS TECHNOLOGY PMO Performance Communication Cost Resource Quality Scope Issues Risk Schedule Vendors
  • 45. Program Management Office (PMO) PMO crucial portion of the program’s infrastructure. supports the program manager with the management of multiple, unrelated projects • Defining the program management processes that will be followed • Managing schedule and budget at the program level • Defining the quality standards for the program and for the program’s components • Providing document configuration management • Providing centralized support for managing changes and tracking risks and issues PMO Supports the Program Manager by
  • 46. Program Management Office - Levels Level 1 In other words, Level 1 PMO adopts a reactive approach instead of the proactive approach This PMO acts as a liaison between the Project Offices and the executive board for administrative purposes only (e.g., providing a summary report of the progress of all projects in the organization to the executive board, assisting with project issues escalation, and so on). CEO Finance Dept IT Dept Marketing Dept HR Dept PMO
  • 47. Program Management Office - Levels Level 2 This PMO goes beyond providing support and has the authority to implement actions that improve the organization’s project management capacity and capability (e.g., standardizing the organization’s project management process, providing project management training, and so on). CEO Finance Dept IT Dept Marketing Dept HR DeptPMO
  • 48. Program Management Office - Levels Level 3 This PMO does not act only as an independent body with authority to lead the project environment, but also as a centre of excellence. PMO as center of excellence Board of mgmt & CEO Other dept heads Other CoEs & external bodies Project Environment It directly contributes to the organization’s discussions on strategy, and it takes actions to implement those strategies through projects to create competitive advantages for the organization.
  • 49. Case Study 3 Identify If Program Management Office is required OR NO
  • 50. Case Study 3 The Program manager is appointed in CSI. He is Robert de Niro. The project has been initiated. Now the process need to be geared up. But Robert don’t know much about CSI, it’s work culture & also have to concentrate on program initiation with the project details to be finalized with the client. As this the first proper technological work been done in CSI there is no process, Procedure or standardization of any of the work. Is John need to implement the PMO? If YES then What would be his level of PMO? If NO then why isn’t it required.
  • 51. Program Life Cycle and Benefits Management Pre-Program preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure Program Benefits Management Benefit Identification Benefits Analysis Benefits Realization Benefits Transition - Identify Business benefits - Qualify Business Benefits - Derive & Prioritize Components - Define benefits Matrix - Monitor Components - Maintain benefits Registered - Report Benefits - Consolidate Co- ordinated benefits - Transfer the ongoing benefits Programs that deliver incremental benefits, the management of these benefits has a life cycle of its own which runs parallel to that of the program, a relationship Benefits Planning - Establish benefits Realization plan & monitoring - Map Benefits into program Plan
  • 52. Program Life Cycle and Benefits Management - Identify Business benefits - Qualify Business Benefits Benefit Identification- Identify & Qualify Business benefits Identifying the business benefits the program will create The program manager, senior management, and the key stakeholders must work together to establish the objectives of the program Identify how the program will meet organizational objectives Pre-Program preparation Benefits Analysis - Derive & Prioritize Components - Define benefits Matrix Program Initiation Collect the specific, expected benefits the program is to create for the performing organization from the program charter, senior management, and key stakeholders - Benefit Analysis Once the benefits have been clearly defined, the program manager works to prioritize the benefit components for project initiation, goal setting, and scope creations. Identify the metrics for success for each of the identified program benefits This is required as what’s good for the program manager may not be the same level of good the customer envisions
  • 53. Program Life Cycle and Benefits Management Benefits Planning - Establish benefits Realization plan & monitoring - Map Benefits into program Plan Program Setup- Benefits Planning The task here is to establish the rules and procedures the program’s projects will follow in order to create the benefits the program expects. Create a Benefits Realization Plan to show how the program and its projects will create the integrated benefits for the program Establishment of the benefits monitoring processes Map the benefits into the program management plan. This defines the Critical Success Factor & also allows programs to move the benefits to the next phase to deliver Incremental Benefits Delivery of Program Benefits Benefits Realization - Monitor Components - Maintain benefits Registered - Report Benefits Execution of all the projects within the program - Benefits Realization Monitor the program components i.e. the projects within the program to ensure that each project manager is keeping on task, on scope, on budget & generally on track in order to create the benefits the program expects Allow corrective and preventive actions to ensure the project managers create what’s expected of them
  • 54. Program Life Cycle and Benefits Management Delivery of Program Benefits Benefits Realization - Monitor Components - Maintain benefits Registered - Report Benefits - Benefits Realization Creates and maintains a benefits register that should contain : • What the benefit is and its constituent components • What project components are dependent on or contribute to the realized benefit • Time to create the benefits • Cost to create the benefits • Risks and issues surrounding the benefit • Secondary benefits tied to the benefit • All other relevant benefit information Program Closure Benefits Transition - Consolidate Co- ordinated benefits - Transfer the ongoing benefits Stage when the scope of the program has been met/ the program was cancelled - Benefits Transition Moves the realized, documented benefits the projects have created into the on-going operations of the performing organization The consolidation of the coordinated benefits
  • 55. Program Benefits Management – Balanced Score Card I. Strategic Focus II. Assessment III. Change Planning & Implementation IV. Continuous Improvement STEP 1 – Define & Commit to Strategy STEP 2 – Audit Measures STEP 3 – Develop New Measures STEP 4 – Apply New Measures STEP 5 – Analyze & Report STEP 6 – Implement Improvement Plans STEP 7 – Track Metrics STEP 8 – Continuous Improvement & Revisit Scorecard
  • 56. Vision & Strategy CUSTOMER: To achieve our vision How should we appear to our customer Objective --------------------- Measures --------------------- Targets --------------------- Initiatives --------------------- INTERNAL BUSINESS PROCESS: To Satisfy Our Stakeholders What business process we should have Objective --------------------- Measures --------------------- Targets --------------------- Initiatives --------------------- FINANCIAL: To succeed financially what should we do & how should we do Objective --------------------- Measures --------------------- Targets --------------------- Initiatives --------------------- LEARNING & DEVELOPMENT: To achieve our vision How should we sustain our ability to change & improve Objective --------------------- Measures --------------------- Targets --------------------- Initiatives --------------------- Program Benefits Management – Balanced Score Card
  • 57. Pre-Program preparation Program Initiation Program Setup Delivery of Program Benefits Program Closure Program Benefits Management Program Governance Programs are often too complex to be managed by a single individual That’s why appropriate implementation of program governance is critical for a program to succeed. Across program life cycle Program governance assists in - managing risks, - stakeholders, - benefits, - resources, and - quality. This is facilitated by the regular and phase-gate-based oversight of deliverables, performance, risks, and issues by the program board. Program governance provides an appropriate organizational structure and the policies and procedures necessary to support program delivery through formal program reviews. G1 G2 G3 G4 Program Governance
  • 58. Program Governance • Budget for the program The aggregate costs of the projects and the costs of managing the program define the cost baseline. Consider the program governance for each of the following areas: • Scope of the program The scope of the program defines the benefits of the program. • Schedule for program benefit realization The timeline of the program defines when the project’s deliverables may be incorporated into on-going operations. • Procurement processes Enterprise environmental factors and the rules of the program governance may affect the procurement processes within the program. Consider step funding and cash flow forecasting and their impact on procurement in a program and its phases. • Quality expectations of the program and its projects The satisfied quality measured at the end of a program phase allows the program to move on to subsequent phases. • Staffing demands Consider the availability of skilled labour, consultants & subject matter experts. A resource shortage may affect the schedule, costs, risks & other knowledge areas within the program. • Communication challenges Language barriers, time zone differences, regulatory issues, and stakeholder constraints may affect the phases of a program. • Risk management Program managers may adjust the phases of a program to account for the amount of risk exposure the program is leveraging in the project.
  • 59. Program Life Cycle and Stakeholder Management Stakeholders can be the individuals that are affected by your program benefits and the deliverables of your project. Stakeholders can also be organizations such as government agencies and vendors that may influence your project. Goal of stakeholder management is to market, sell, and create buy-in from all the stakeholders as early as possible in the program. Program director Program manager Project managers Program sponsor Customer Program team members Project team members Program management office Program office Program governance board Suppliers Government agencies

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