2. Program Management Methodology incorporates 12 key initiatives under the management of Program Management Office Page | IBM Project Management Office Solutions | 12/12/2006 Program Sponsor & Steering Committee Program Management Office - Program Leadership - PMO Team Initiative Initiation kick - off Initiative Close Individual Initiatives - Initiative Owners, Leaders & Users Track Define Setup Plan Transition Consolidated Initiative Progress Reporting Individual Initiative Progress Reporting & Deliverables Requirements, Services, Documentation Initiative Priorities/Guidance Planning & Monitoring Comm. & Reporting Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Run
3. Planning and Monitoring Page | IBM Project Management Office Solutions | 12/12/2006 Planning and Monitoring: Monitoring planned program tasks and milestones to determine whether plans are being adhered to, including dependencies between program projects. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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9. Planning and Monitoring Templates Page | IBM Project Management Office Solutions | 12/12/2006 Theme/Project Definition Resource Plan Project Portfolio Inventory Work Breakdown Structure Product Breakdown Structure
25. Communication and Reporting Page | IBM Project Management Office Solutions | 12/12/2006 Communication and Reporting: Generate and facilitate a forum for the sharing of program information including generation and presentation of program report deliverables to Steering Committee or other executive body. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
26. Communication principles Page | IBM Project Management Office Solutions | 12/12/2006 The development of an effective communications strategy is important throughout the lifecycle of the Program. The communications strategy underpins the organisations perception of the Program. The communi-cube defines what should be communicated, to whom, when and how How should we communicate? Daily Responsive Monthly Quarterly Who are we trying to communicate with? How and why? When should we communicate? Weekly Executive IT Staff Operations Business users Finance Newsletter Personal briefing Team briefing Video, letter, memo Internet Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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31. The Communications Bulls-Eye Planning Tool Page | IBM Project Management Office Solutions | 12/12/2006 WHO should prepare, HOW should you deliver the message? WHY do you want to do what you're proposing? WHEN deliver, and receive the message? Peers Higher Levels Corporate Communications Teams Communication Team Project Management Internal Customers External Customers Stakeholders WHAT audience? is the issue? WHAT will be required of the E-Mail Voice Mail Workshops One-on-One Home Mailing Team Meetings Broadcast (audio,videotape) Newsletter Special Event Bulletin Board you When should you communicate? When do you expect When will you provide feedback or not the end results to others on whether When will Implement- ation process? to others during the provide feedback were achieved? feedback from others? ? What are other organizations doing? Have there been past attempts to solve the issue? What other options were considered ? Why did we choose the option we did? What are the benefits relative to the costs? How will other areas be affectected by performance measures? How will this improve ARC? What performance will be improved measurably? What's in it for the stakeholders? Who was involved in the decisions How will this improve the quality of work? How did we reach the decision? Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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33. Scheduling and Meeting Frequency Page | IBM Project Management Office Solutions | 12/12/2006 Different types of meetings require different approaches to scheduling. Status and Tracking meetings occur at a regular time at an agreed upon frequency (daily, weekly, etc.). Every effort should be made to minimize variability (same room, same day and time, same agenda format, etc.) in order to minimize wasted time and spotlight extra-ordinary issues Occasion specific meetings are scheduled on an ad hoc basis. They are time / date relevant. Working meetings are schedule according to what needs to get done. They are task-relevant. Status / Tracking OCCASION SPECIFIC Affiliating Celebrating Enrolling Informing Socializing WORKING MEETINGS Analyzing Conciliating Decision-making Mediating Planning Problem-solving Monitoring progress towards goals Providing an experience of belonging to the organization or unit Recognizing and honoring achievements and life passages Requesting participation or partnership in achieving objectives Providing / receiving data or clarifying information Creating opportunites for people to relax with one another Determining the cause of a situation or the relationship between things Bringing conflicting parties together to acknowledge the legitimacy of the other's point of view Reaching a conclusion about what action to take Facilitating the resolution of conflict between people Setting goals and establishing a schedule of activities Working in a team to resolve issues or take advantage of an opportunity OBJECTIVE Daily / Weekly / Monthly depending upon urgency, pace of events or changes, availability of participants, etc. Project / Phase Kick-offs At the time of the event Project / Phase Kick-offs As frequently as information is available for distribution q New team member introductions q "Stress-busters" q Information sharing q Prior or in conjunction with Problem-Solving meetings q Unable to reach a decision / consensus q Resistance to a decision made (or being made) q Information sharing After a problem is analyzed and alternative solutions are presented q Unable to reach a decision / consensus q Resistance to a decision made (or being made) q Pre-project / phase q Pre-event q Pre-meeting q After Analyzing meetings q Prior to and post Decision-making meetings FREQUENCY Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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41. Workstream Status Codes Page | IBM Project Management Office Solutions | 12/12/2006 Items Tracked Green Yellow Red Milestone On track for completion by due date (original or adjusted) At risk for completion by due date; mitigating actions identified At risk for completion by due date; no mitigating actions identified Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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44. Status Reporting Template Page | IBM Project Management Office Solutions | 12/12/2006 Illustrative Describe any intangible benefits of the opportunity 08/14/2000 Owner: Ref: Ind1 Project Team: Sub BU/Division: Estimated Timing: Within 12 Months Savings Opportunity Restructuring of Manufacturing Facility A - Move existing production lines to alternate facility to consolidate production History/Background Other Teams Impacted Manufacturing IT Current status Sourcing Technology Corporate Center Human Resources Problem resolution strategy Business Unit 1 Business Unit 2 Business Unit 3 Business Unit 4 Quantitive Section Total Recurring Headcount & Savings Implementation Timing Estimated Savings Calendar Year 1999 Calendar Year 2000 Total One-Time Recurring Savings Q3'99 Q4'99 Q1'00 Q2'00 Q3'00 Savings (US$'000) FTE Impact People (US$'000) Non-People (US$'000) Total (US$'000) FTE Impact Dollar Impact (US$'000) FTE Impact Dollar Impact (US$'000) FTE Impact Dollar Impact (US$'000) FTE Impact Dollar Impact (US$'000) FTE Impact Dollar Impact (US$'000) $1,000.0 30 $4,000.0 $6,000.0 $10,000.0 9 $2,000.0 9 $2,000.0 18 $8,000.0 30 $10,000.0 30 $10,000.0 One-Time Implementation Costs (US$'000) One-Time Implementation Cost Timing Prioritization Capital Expense Calendar Year 1999 Calendar Year 2000 Risk Impact on Other Priority Restruct-uring Non- Restruct- uring Total Restruct-uring Non-Restruct-uring Total Q3'99 Q4'99 Q1'00 Q2'00 Q3'00 Q4'00 (H, M, L) BU's (Y or N) (A, B, C) $200.0 $800.0 $1,000.0 $100.0 $500.0 $600.0 $0.0 $0.0 $300.0 $1,200.0 $0.0 $0.0 M Y A Qualitative Section Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
51. Status Reporting Approach Page | IBM Project Management Office Solutions | 12/12/2006 Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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53. Performance of each project against the “7 Keys” should be evaluated to help identify issues that may impact delivery Page | IBM Project Management Office Solutions | 12/12/2006 Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
54. Status Reporting & Communication: Visual status reporting tools enable clear communication of project status to all levels of the TMO Page | IBM Project Management Office Solutions | 12/12/2006 Initiative Level Theme/Project Level Zero Actions Theme A Three Actions Theme B Zero Actions Theme C One Action Theme D Four Actions Org. 1 Summary + + + = Four Actions Org. 1 Summary Zero Actions Org. 2 Summary Three Actions Org. 3 Summary Themes A-D Themes E-H Themes J-M Example: Transformation Management Office at SEC Stoplight Reporting RED: Concern that deliverables or milestones will not be met. No plans in place to recover the situation YELLOW: Plan in place to recover from difficulties. Indicates some lack of confidence in plan. GREEN: Plan exists and will meet all milestones and deliverables. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
55. Theme Status Reporting Can Include Entrance And Exit Criteria Page | IBM Project Management Office Solutions | 12/12/2006 Example Exit Criteria Example Entrance Criteria Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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59. Transformation Team Communications - Reporting Page | IBM Project Management Office Solutions | 12/12/2006 Executive Status Update Theme/Project Status Updates Executive Management TMO, Theme Leader Executive Committee Executive Committee, TMO TMO Theme Leader Executive Committee Theme Leader Executive Committee TMO, Theme Leader TMO TMO, Theme Leader Communication Type Content Delivery Content Development Audience Content Approval Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
60. Transformation Team Communications – Theme Mgmt Page | IBM Project Management Office Solutions | 12/12/2006 Team Schedule Communication Type Content Delivery Content Development Audience Content Approval Design Review TMO Theme Leader Executive Committee Theme Leader Executive Committee, TMO Theme Leader, Team Members TMO Theme Leader Cross-project Issue TMO Theme Leader, Integration Team TMO Theme Leader, Integration Team Theme-specific Issue TMO, Theme Leader Theme Leader, Team Members, Key Users Theme Leader Theme Leader, Team Members Issue Summary TMO, Integration Management Communication Team, Theme Team Members TMO, Theme Leader Theme Leader Lessons Learned TMO, Theme Leader Communication Team TMO, Theme Leader Communication Team Transformation Program Glossary Theme Team Members, Key Users Communication Team TMO, Theme Leader Communication Team Event Calendar Theme Team Members, Key Users TMO, Theme Leader, Communication Team TMO, Theme Leader Communication Team Transformation Program Directory TMO, Theme Leader Communication Team TMO Communication Team Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
61. Transformation Team Communication – Support Building Page | IBM Project Management Office Solutions | 12/12/2006 Executive Management Communication Type Content Delivery Content Development Audience Theme Team Members Theme Team Members Content Approval Transformation Program Executive Overview Theme Team Members TMO, Theme Leader Executive Committee Executive Committee, TMO Transformation Program Updates (Newsletter) Theme Team Members, Key Users Communication Team, Theme Team Members TMO, Theme Leader Communication Team Transformation Program Updates (Newsletter) Theme Team Members, Key Users Communication Team, Theme Team Members TMO, Theme Leader Communication Team Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
62. Theme/Project Status Report Summary Page | IBM Project Management Office Solutions | 12/12/2006 Scope Work and Schedule Stakeholders Business Benefits Risks Overall Theme Status Team Delivery Org Benefits Example: Transformation Management Office at SEC Activities to Plan Associated Deliverable Status (Green, Yellow, Red) Corrective Action/ Required Decision Owner Work and Schedule Scope Management Team Engagement Stakeholder Commitment Business Benefits Risk Management Delivery Organization Benefits Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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65. Status Reporting & Communication Templates Page | IBM Project Management Office Solutions | 12/12/2006 Individual Status Report Project Status Report Milestone List Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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68. The approach to external communication is an iterative approach that delivers targeted messages to stakeholders Page | IBM Project Management Office Solutions | 12/12/2006 Transformation Lifecycle Awareness Questioning Acceptance Ownership Organizational Morale & Productivity + - Assess Stakeholders Target Communication Plan Deliver Communication Evaluate Results Assess Stakeholders Target Communication Plan Deliver Communication Evaluate Results Managed external communication Ad hoc external communication Provide Information on Change Build Commitment for Change Communicate Responsibilities To Support Change Resolve Concernsi Example: Transformation Management Office at SEC Sustain Go Live Final Prep Realization Business Blueprint Preparation Evaluation Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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72. Communication Management Plan Components Page | IBM Project Management Office Solutions | 12/12/2006 Tell people when will they hear more Segment the audience Communicate decisions quickly Give key messages face-to-face Recognize cultural differences Number to be reached Personal impact Press release Personal letter Face to face Shareholders Employees Customers Suppliers Communication strategy plan Be open when you can Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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74. External Communication Templates Page | IBM Project Management Office Solutions | 12/12/2006 Communication Management Plan Example: Transformation Management Office at SEC Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
75. Issue Management Page | IBM Project Management Office Solutions | 12/12/2006 Issue Management: To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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80. PMO leadership should be monitoring and managing issues on an exception basis Page | IBM Project Management Office Solutions | 12/12/2006 Stoplight reporting Unsatisfactory Marginal Satisfactory Concern that deliverables/ milestones will not be met No plans in place to recover the situation Monthly review of program Weekly review of projects Weekly review of project work packages Weekly review of work package tasks Critical program stoplight issues Critical stoplight issues that may impact on overall program Critical stoplight issues that will impact on that project Initiative Leader Theme Leader Team Member Agreed Actions Agreed Actions Agreed Actions Plan in place to recover from difficulties Indicates some lack of confidence in plan Plan exists and will meet all milestones and deliverables Executive Committee TMO
86. Change Control Page | IBM Project Management Office Solutions | 12/12/2006 Change Control: To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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89. Contract and Financial Management Page | IBM Project Management Office Solutions | 12/12/2006 Contract and Financial Management: Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
92. Resource Management Page | IBM Project Management Office Solutions | 12/12/2006 Resource Management: Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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97. Resource Management Templates Page | IBM Project Management Office Solutions | 12/12/2006 Staff List Organizational Breakdown Structure Staff Schedule Resource Schedule Resource Plan
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99. Managing the People Dimension Page | IBM Project Management Office Solutions | 12/12/2006 Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
100. Document Management Page | IBM Project Management Office Solutions | 12/12/2006 Document Management: Provision of common templates, naming standards and maintenance of program files and deliverables. Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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106. Document access Control Page | IBM Project Management Office Solutions | 12/12/2006 Example: Transformation Management Office at SEC Hierarchy Type of Access Members with Access Executive Committee Read files Add files Edit/delete files Change hierarchy Executive Sponsor Executive Committee TMO Communication Lead TMO Read files Add files Edit/delete files Executive Sponsor (read-only) Executive Committee (read-only) TMO Theme Leader Integration Lead Communication Team Business Unit Rollout Management Theme Management Read files Add files Edit/delete files Executive Sponsor (read-only) Executive Committee (read-only) TMO Theme Leader Integration Team Communication Team Team Leads Business Unit Rollout Management Theme Teams Read files Add files Edit/delete files Executive Sponsor (read-only) Executive Committee (read-only) TMO Theme Leader Integration Team Team Leads Team Members (to appropriate team rooms) Administration Add members Delete members Change hierarchy Database Administrator
110. Quality Management Page | IBM Project Management Office Solutions | 12/12/2006 Quality Management: Review of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices . Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
111. Quality Management Page | IBM Project Management Office Solutions | 12/12/2006 It is important that Quality control and assurance processes are defined at the start of the Program and then monitored throughout the whole lifecycle. Without these procedures in place there would be no defined standards for documents, or for Program reviews. This could lead to some of the most basic Program quality functions not being met i.e. regular reviews at a project and Program level. Produce Program Quality plan Produce Project Quality plans Perform Program and project reviews to ensure adherence to quality plans Update procedures from review findings Program Management Office Planning & Monitoring Issues Management Change Control Contract & Fin. Mgmt. Resource Management Document Management Infrastructure Management Quality Management Risk Management Benefits Management Knowledge Management Comm. & Reporting
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113. QA reviews are embedded in the gate review approach Page | IBM Project Management Office Solutions | 12/12/2006 ’ ’ ’ ’ ’ ’ ’ ’
This slide gives you information about the communication needs of any project team. This is a good information slide to share with the project leadership, if you desire. In the next pages of this section, you will be asked to respond to questions which will help you assess the current communication norms and practices of your client organization and project team members, as well as define the unique communication requirements for downward, upward and lateral communications. If you have conducted a change readiness assessment, you may be able to draw on this information to answer the assessment questions that follow.
Communication is key for the Senior Management to make decisions. Provide YOU (Senior Management) with the information you need to do your job
Here is the process.
Key Points Some good news - One, there is a predictable change pattern. Two, we can help to intervene to manage the change process. This results in a more favorable impact on Morale and Productivity. In the case of unmanaged change, the human response to the change activities result in more extreme reactions and more negative responses to change: Immobilization, Denial, Anger, Bargaining, Depression, Testing When the change is managed, however, there are still emotional responses to the change project. Change management helps to minimize disruptions to the business and provide more positive responses to the change: Uninformed Optimism, Informed Pessimism (Doubt), Hopeful Realism, Informed Optimism (Confidence), Completion (Satisfaction)
In addition to being a cohesive reference tool for all project team members, the Team Operating Guide is a valuable resource for all new team members becoming assimilated to the project team and its inherent norms, style, and processes. A sample Operating Guide is available for your reference electronically in the Sample Deliverables section at the end of this Practitioner's Guide . The Operating Guide content is a direct result of the work done in Stages 1 and 2. It is typically first put together early in the project and updated and maintained over the life of the project.
The next four slides outline the type of information contained in the Team Operating Guide. This information is a sample, and your team’s guide should be customized to meet the specific needs of the team and the project. It is extremely important at this point that you get the input of team members. This guide is their resource, as well as a key communication tool for project leadership. The more customization you can do, the more it will be seen as a valuable resource and used in the long run. Providing team members cohesive and structured information will be a great help as the team gets larger, and assimilation of new members becomes an imperative.
Operating Standards will help to create commonality and consistency across the team, related to procedures, the look and feel of the project, and common processes. Providing this type of information upfront will save team members a lot of time in the long run. Information in this section will also clearly communicate expectations for things like internal deliverable review, or issue resolution – procedures that frequently get overlooked by the team as things get very busy, and if not well-communicated, these two procedures can often lead to communication breakdowns between subteams and leadership. This may result in quality and productivity problems.
