Since the first edition of my book "Program Management" was published 6 years ago, program management has evolved both as a distinct discipline and as an organisational capability as described in the second edition of the book. As a discipline it has reached a point where, today, the main program management standards and writers agree that it is meant to deal with complex and turbulent situations and to deliver benefits, not products. It is also becoming more of an organisational capability and practice focuses more and more on its integration within the business, from strategy formulation to sustainability of benefits. All these developments could be encapsulated in the maturing of the program culture. In this paper, I will examine five aspects of this cultural evolution: 1. The rise of agility and its effect on program management 2. The alignment of the main program management standards 3. The integration of program management in the organisation 4. The distinction between projects and programs 5. The management of change as a key aspect of program management

1. New Developments
in Program Management
Michel Thiry
PhD, PMP, FAPM, PMI Fellow
presents:

2. 2 © Michel Thiry, 2017
The Cultural Evolution of PgM
1. Rise of agility and effect on PgM
2. Alignment of main PgM standards
3. Integration of PgM in the organisation
4. Distinction between projects and programs
5. Management of change as key aspect of PgM

3. 3 © Michel Thiry, 2017
The rise of agility and its effect on PgM

4. 4 © Michel Thiry, 2017
Agile concepts push boundaries
Programs
Likely Unlikely Unknowable
Predictability of Outcome
(Degree of Uncertainty/Turbulence)
AgreedNegotiatedEmergent
ConvergenceofObjectives
(DegreeofAmbiguity/Complexity)
Projects
Current range
of organisational
culture

5. 5 © Michel Thiry, 2017
Agile and Programs share…
 Simple governance systems: minimal bureaucracy; regular
decision meetings with all key stakeholders present.
 Iterative evolution: constantly realigned, based on measured
results to ensure they deliver stakeholder value.
 Representation: stakeholder engagement and team
empowerment
 Emergent strategy: series of mutually reinforcing decisions
forming a coherent whole

6. 6 © Michel Thiry, 2017
Better alignment of the main PgM standards

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Main PgM standards
First time since the mid-nineties that
all the standards agree that programs are:
 more complex than projects
 require a cyclic life cycle
 a means to execute strategic objectives

8. 8 © Michel Thiry, 2017
Program Management Standards
Set of methods to
manage the delivery of
business benefits
through capabilities
Guide to manage the
delivery of agreed
benefits through sets of
activities and functions
Integration management
to implement business
strategy and create value
in dynamic complexity

9. 9 © Michel Thiry, 2017
Increased integration of PgM
in the organisation

10. 10 © Michel Thiry, 2017
Program Management Life Cycle
Nth Cycle3rd Cycle2nd Cycle
Strategy
Program
Projects
Operations
Transition
& Integration
Benefits
1st Cycle
Definition (Formulation)
Definition (Preparation)
Deployment (Delivery & Transition)
Deployment (Integration & Appraisal)
Closure
LearningLearningPerformance

11. 11 © Michel Thiry, 2017
Projects OperationsStrategy
Deployment Closure
BusinessStrategy
Integration of PgM in the organisation
Results Delivery
Corporate Strategy
Value Creation Value Realization
Definition
Portfolio Management
Vertical integration
Program Management
Horizontal integration

12. 12 © Michel Thiry, 2017
Integration of PgM process
Core Business
Program
Program Board
Vision
Executive Sponsor
Business IntegratorProgram Manager
Transition
Process
Benefits
Realisation
OperationsProject
OperationsProject
OperationsProject
OperationsProject
Capability
Delivery
Capability
Integration
Needsand
Expectations
Formulation &
Preparation
Other Key Stakeholders

13. 13 © Michel Thiry, 2017
Clarification of the distinction
between projects and programs

14. 14 © Michel Thiry, 2017
Program or Project?
Factor 1 2 3
Score
A B C
1. Convergence of objectives Agreed Negotiated Emergent
2. Predictability of outcome Likely Unlikely Unknowable
3. Focus Operational Strategic Contextual
4. Outcomes Technical Structural Cultural
5. Level of change Handover Transfer Transition
Individual scores
Average Score
If the initiative’s average score is between: 5 and 9 it is considered a project;
if the score is between 10 and 15, it is considered a program
The decision to run an initiative as a program or as a project uses three assessors in order to ensure
full buy-in and active support. They will typically be:
A. a member of Strategic Management or Business Development
B. a member of the PMO
C. the initiative’s sponsor.

15. 15 © Michel Thiry, 2017
The management of change
as a key aspect of PgM

16. 16 © Michel Thiry, 2017
Engagement Plan
Use stakeholder analysis to identify
communication & marketing needs
1. Develop marketing plan with focus on
pacing of program benefits
2. Develop communication plan with focus on contribution requirements
& decision-making
3. Plan for sensemaking activities where all stakeholders can participate
& be represented
4. Negotiate and clearly define roles and responsibilities for key
stakeholders
Integrate in overall resource requirements & identify in project charters

17. 17 © Michel Thiry, 2017
Pacing the Program: Low Readiness
End of
Cycles
Intermediate Benefits Measurement
End of
Program
End Benefits Measurement
Adapted from: Managing Change in Organizations
A Practice Guide. PMI (2013, p. 85 – Figure 5-8)
Small Scope - Short Cycles – Long Transitions

18. 18 © Michel Thiry, 2017
Pacing the Program: High Readiness
End of
Cycles
End of
Program
End Benefits Measurement
Adapted from: Managing Change in Organizations
A Practice Guide. PMI (2013, p. 85 – Figure 5-8)
Larger Scope - Longer Cycles – Shorter Transitions
Intermediate Benefits Measurement

19. 19 © Michel Thiry, 2017
Engagement and Transition Issues
 Business integrator (BCM)
 Understand culture of their business area
 Consider receptivity of people affected
by change
 Program manager
 Understand the need for sensemaking
 Improve acceptance of change
 Program manager and business integrator
 Organize workshops, information sessions, or meetings with the
people most likely to support the change and people resistant to
change

20. 20 © Michel Thiry, 2017
The Cultural Evolution of PgM: Conclusions
1. Rise of agility helps foster PgM culture
2. Main PgM standards are aligning
3. PgM is better recognised for strategy implementation
4. Projects and programs need to be distinguished
5. Management of change is a key aspect of PgM

21. Michel Thiry, PhD, PMP, FAPM, PMI Fellow
michel.thiry@valense.com
http://uk.linkedin.com/in/michelthiry
www.amazon.com/author/michelthiry
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