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Program Maangement Basics
- 1. © Steria 2008 Program Management Essentials Subbu Iyer, Director of Innovation
- 2. The Five Essential Characteristics of a Program Manager 01/10/2009 Steria Program Management Academy, Chennai 2
- 3. Addressing the wheels of transformation of a Customer is a MUST 01/10/2009 Steria Program Management Academy, Chennai 3 STRATEGIC VALUE TIME
- 4. A Program Structure Steria Program Management Academy, Chennai 4 Program / Projects Definition Program Execution Risk Assurance
- 5. Impacting the Enterprise Architecture 01/10/2009 Steria Program Management Academy, Chennai 5
- 6. Interconnecting the Strategic Framework 01/10/2009 Steria Program Management Academy, Chennai 6
- 7. The Paradigm Shift 01/10/2009 Steria Program Management Academy, Chennai 7 Moving from Competency to Contribution
- 8. Thank you & looking forward to meeting u at our next schedule… Subbu.iyer@steria.co.in; 01/10/2009 Steria Program Management Academy, Chennai 8 This is just the beginning of an end
Editor's Notes
- A continuous fulfillment of Vision results in the fulfillment of aspirations. As a program manager, it is extremely important to guide the client organization towards fulfillment of the aspirations rather than just meeting the fulfillment of expectations. This is where the Program Manager makes a difference between Responsive versus Reactive Leadership.Articulating the above grid should enable a Program Manager to devise mutually inclusive solutions that impact all the five layers of the enterprise architecture; Strategy, Process, People Capabilities, Technology & Applications, and Infrastructure. From the above grid, if X-Axis is Time and Y-Axis is Strategic Value, it is imperative that the confluence of the XY be sooner to generate growth at shorter time cycles and leading to a Industry Leadership Position.It is imperative to remember that the responsibility of a Program Manager starts with creating the Definition (What), and continues with Strategic Justification (Why), the Method, Process and Approach (How), the people involved, their roles and how they are impacted (Who), the timelines aligned to strategic goals (When) and the Geography (Where).
- From the previous slide, creating that definition will lead automatically to creating the Risk Assurance; where the key understanding of Risk is about establishing “The Risk of Not Doing” versus “The Risk of Doing”. Therefore as a departure from the past, it is essential that a Risk Assurance Plan has at its heart scenario models and solutions that will ultimately address the end goals and results without compromise. The key areas to address in terms of Risk Assurance are illustrated above. However, it also becomes clear here that this is a Continuous Quality Process which companies like Toyota have mastered and therefore do not make a distinction between a regular operation and a Program. The Balanced Score Card becomes a mechanism to not only reflect the strategic nature of the results but also helps in positioning the organization for its next transformation towards a higher threshold of capability.This is how Program Management and the Strategic Operations of an enterprise become fused to form a continuously evolving enterprise that does not treat Programs as discrete events but as part of a continuous growth exercise.
- The above illustration demonstrates the impact and conditionality that the Program Management has on the five layers of the enterprise architecture. A Program Manager must be able to visualize, architect, monitor and maintain this on a regular basis.The first three layers of strategic differentiation are the Access, The Universal Workflow, Data Flow and Information Flow and the roles in that universe of customers /value chain. Technology and Applications are enablers that can support both the strategic and shared services such as Infrastructure. It is critical to understand how each of the layers are divided to enable unified approach to Enterprise Architecture. This has become a driving passion of all progressive global enterprise who realize that a global enterprise architecture is the answer to fundamental cost savings and growth prospects being addressed; without compromising one for the other.
- This is the premise where we started. If we have been able to articulate the aspirations, expectations, wants and needs, we should be able to relate them in terms of outcomes for the enterprise. In doing so, we are creating a fundamental understanding of the strategic goals and their measures from multiple dimensions, where;Learning & Growth: Contributes to the next higher threshold of capability without major fresh investments.Financial Profitability: Provides the organizations to invest in customer focus based approaches.Customer Loyalty: Enables operations to collaborate with customers to achieve efficiency and predictability (satisfaction) and thus forming an effective link of Productivity and Profitability as a Yin – Yang relationship.Operations: Provides resilient people who are prepared to change continuously and transform the enterprise architecture of an enterprise to address growth concurrent to current operations without causing dysfunction.
- Going back to the introduction, we now establish once again what the paradigm shift is; to move from a competency based business model to a contribution based business model. Where Steria is seen as contributing just as much as the internal department / divisions of the client organization towards the strategic goals of the enterprise. In doing so, the bonding and dependency in the value chain becomes pronounced leading to an annuity based engagement model.
- This is just the beginning if you want it to be. I am more than happy to commit my time as a Mentor during the course of the year for 4 hours every quarter to address this subject and help you through your course work. I would be happy to support your defined goal of achieving Program Management Excellence implemented live in our customer organizations translating into annuity relationships and strategic engagement models.