The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.

1. 1
Program Management
The PMI Way
David Whelbourn
7th
April 2006

2. 2
Who am I?
David Whelbourn
 Ex Soldier (12 years in the British Army)
 Ex Rugby Player (spectator now)
 Ex Young man
 EX UK arrived in NB 5th
Nov 2005
 Work for xwave as a Senior Project Manager in the healthcare practice.
 PMP, MBA, PRINCE2 Practitioner

3. 3
Why should you listen to me?
What am I going to tell you?
What are you going to learn?
What are you going to remember?
What are you going to do tomorrow as a
result of this discussion?

4. 4
Reasons to keep listening
• Research is showing a continuing trend toward
projectization of organizations facing significant
challenges:
 Increasing quantity of projects expected to be delivered
 Increasingly complex and interdependent project portfolio
 Need to reduce duration of project lifecycle
 Need better overall management of project portfolio
 Prioritization of relevant and most important projects
• The investment analysts are focusing on the ability of
executives to deliver those wonderful strategies.
• Gartner Announces Expanded Project & Portfolio
Management 2005 Summit – “the overall market for
project oversight services and solutions is growing at
exponential rates”.

5. 5
PMI Program Management Standard
• Three chapters plus some useful Appendices
• Each chapter loosely follows the first three chapters of
the PMBOK Guide
 Chapter 1 The purpose and Definitions of Program Management
 Chapter 2 Program Lifecycle and Organization
 Chapter 3 Program Management Processes

6. 6
Context of PMI Program Management
• A program is a group of related projects
managed in a coordinated way to obtain benefits
and control not available from managing them
individually.
• Programs are responsible for delivering
outcomes (benefits), projects are responsible for
delivering solutions or products that enable the
outcomes to be achieved.

7. 7
What is Program Management
• Program management is the centralized coordinated
management of a program to achieve the program’s
strategic benefits and objectives. In addition, it allows
for the application of several broad management themes
to help ensure the successful accomplishment of the
program.
• These themes are:
 benefits management,
 stakeholder management, and
 program governance
• These will be covered in later slides

8. 8
Program Management in Context

9. 9
Relationship Between The Domains

10. 10
Benefit Delivery by Program Management

11. 11
Program Management Framework
Managing the Portfolio
of Component Projects
Managing the Portfolio
of Component Projects
ProjectProject
ProjectProject
ProjectProject
ProjectProject
Change ManagementChange Management
Program GovernanceProgram Governance
ProjectProject
Program
Definition
Vision
Objectives
Scope
Architecture
Approach
Resourcing
Responsibilities
Dependencies
Integration
Program
Closure
Program
Closure

12. 12
Program Lifecycle

13. 13
Program Lifecycle

14. 14
1. Program Definition
• Establish the team
• Develop the blueprint / roadmap
 Develop the Vision
 Identify the Stakeholders
 Develop the approach
 Design the program organization structure
 Develop high level risk management plan
• Identify the Infrastructure Requirements
• Develop Communications Plan
• Develop the Program Organization Structure
• Design the Portfolio of Component Projects
• Identify the “chunks” of useful project deliveries for phased delivery
• Develop the Business Case
• Develop Governance Arrangement
• Develop Program Plan

15. 15
Vision Statement
• This should describe the outcome of the
program in terms of new or extended capability.
Delivery of this capability is the end goal of the
program
• It provides a customer-facing definition of what
to expect from the transformed business - its
capabilities, service levels, costs and so on.

16. 16
Readiness for Success
• Establish the 'readiness' to respond to the challenges
and an ability to manage the transition for each of the
Stakeholders (RHA’s)
• Recognizes those factors that could affect, constrain,
block or influence the outcome(s) of the program.
• Understand the relationship between this program and
other programs / projects / initiatives underway or
planned
• Help the Stakeholders to recognize that achieving the
outcome(s) will involve a substantial amount of activity
• We have to accept that everyone involved in or affected
by the program must understand the implications of the
expected outcomes and their ability to contribute
appropriately.

17. 17
Set Up Program Infrastructure
• Identify and plan the facilities and other physical
infrastructure requirements for the program
management team.
• Plan the procurement and the acquisition of the
facilities etc…
• Kick off the program team organization and
PMO
• Establish the governance framework for the
Program

18. 18
2. Managing The Portfolio
• Identify the Projects
• Initiate and track the component projects
• Ensure alignment of projects
• Monitor progress against the plan
• Manage program risks, conduct issue
management resolution
• Coordinate across projects for resources and
deliverables and look for acceleration
opportunities within the program and projects.
• Manage Stakeholders and ensure acceptance is
completed before closing projects down.

19. 19
3. Program Governance
• ‘Governance’ is defined here as the functions,
processes, procedures and responsibilities that
define how the program is to be setup, managed
and controlled.
• To provide a governance framework that facilitates
vision / direction / prioritization / event handling

20. 20
3. Program Governance
• Gate reviews with authorization
• Ad-hoc guidance to Program management
team and projects as required
• Escalated Issue resolution
• Program Level Risk Management

21. 21
Risk Management Framework
• Typical Risks at Program Level are:
associated with acquisition, funding, organizational
and cultural issues, projects, security, safety, quality
and business continuity
Project and operational risks should be escalated to
this level against set criteria where they exceed
agreed tolerances – such as unacceptable exposure
to risk, outside certain limits and could affect program
objectives.

22. 22
Risk Management Framework
Context of the framework– program level
• Establish the risk policy or adopt the organization’s
• identify main stakeholders
• clarify objectives
• define the main approaches for identifying risks; assessing
risks and reporting them; how impact will be measured, how
probability will be measured; action to deal with risks
• define responsibilities for managing risk and reporting to
senior management, especially risks which cut across core
business activities and organizational boundaries
• establish quality assurance (QA) arrangements to ensure
that risk management reflects current good practice.
Joint working,
Identify tools & Techniques
Identify any legal requirements relevant standards,
and policies already in use

23. 23
4. Change Management
• The goal to maximize adoption
 Coordinated across all projects
 Engage Stakeholders in two way communication & involvement
• Develop common understanding and objectives
 Develop models for the As-Is and To-Be states
• Building on the work of Phase 1
 Liaise between stakeholders and technical teams
 Knowledge Transfer
 Assess readiness for change and implementation of new
systems
 Transition Management
• Assist in preparing the organization transition to the new systems /
ways of working

24. 24
5. Program Closure
• Confirming program closure
• Program review
• Finalize program documentation
• Disband the Program team and support
functions
Any contracts used by the program should be
finalized and closed, or responsibility for continued
contract management handed over to business
management / operations.
• Inform stakeholders

25. 25
Program Organization (1)
Program Steering Group
Program Manager
Program Level Business Transition &
Change Management
Program Advisory Council
(other stakeholders)
Program Level
Client
Reg
iEHR
Provincial Level
Organization
Transition
Projects
Sys
Int
RHA’s
BP
Design
Testing
BT
(Training)
Release LevelRelease 1…
Client
Reg
iEHR
Sys
Int
RHa;s BP
Design
Testing
BT
(Training)
Provincial Organization
Portfolio Manager
Program Level Design Authority
(Architecture & Standards)
PMO

26. 26
Internal Program Organization
Program Steering Group
Program Manager
Architecture
Design Authority
Portfolio of
Component Projects
iEHR CR
PR (?)
Other
Stakeholders Projects
Program
Management Office
Integration
Design Authority
Program Advisory Council
(other stakeholders)
Change Management
Provincial
Portfolio Manager
= Program Management Team