This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
As the large effort of a program, issues of conflict resolution, communication, benefit and change management are some of the main reasons program and project fails to delivery their outcomes.
The program governance integrates with the benefits management domain to help ensure that the program is continuously aligned with organizational strategy and that the intended value can still be achieved by the delivery of program benefits.
Balancing the elements of a program – strategic alignment, governance, stakeholder and benefit management - is the program manager's job.
In this presentation the attendees will have the satisfaction to see a real case framework to approach a program management so as to improve the delivery of intended benefits by setting-up a Project governance, stakeholder management, benefit and change management through a framework within which project decisions are made to improve program and project performances.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
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.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
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.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
Project Management is a well defined concept found in many guidebooks and Bodies of Knowledge. Putting these guides and BOK’s to work for the benefit of the enterprise is the role of Project Governance
In today's fast-paced business environment, successful project management has its place on the organizational hall-of-fame.
All major corporations have recognized that the future of their corporate success lies in their employees' abilities to effectively manage overlapping, complex projects.
This series of presentations was given on 15th May as part of the APM PMO SIG's 1 day conference entitled 'PMO in Practice'. This conference sought to demonstrate how PMO people have taken theory and implemented it in their organisations.
The APM PMO SIG designed this conference to cover the following topics:
Benefits management
Demonstrating the value of PMO
Project definition
Developing PMO maturity
During the day each speaker discussed their personal experience in implementing a specific function or service and give delegates practical tips and advice that they can take to their own PMO organisation.
Speakers on the day were:
Stuart Dixon, APM PMO SIG chair (at the time)
Emma Arnaz-Pemberton, EU PMO Manager Office Depot (now the PMO SIG's new chair)
Huw James, Head of Programme Management at Network Rail
Chris Mills, Managing Consultant for BMT Hi-Q Sigma Ltd
Business PMO & IT Pmo What Is The DifferenceStefan Rank
Business-PMO & IT-PMO - What is the difference
Organizational differences of Project Management Offices and the real world challenges that Project Management Offices face based on their organizational alignment in the overall structure of the organization
This is a sample deck that introduces a small to medium size organization to a straight-forward IT Governance methodology. Tools and tips are available for this at no charge. Contact steve@gerick.org
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
Presentation about article: "Effective GOVERNANCE in Project Portfolio Management" - Analysis on how to avoid pitfalls and solve issues in Project Portfolio Management, comparing secondary literature with expert interviews
Available on Scribd:
http://www.scribd.com/doc/183721084/Effective-governance-in-Project-Portfolio-Management
This presentation was given by Andy Murray of Outperform (and Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Integrated Assurance and Audit at Crossrail, Robert Kemp, APM Assurance Specific Interest Group, Integrated Assurance - how to achieve it real organisations conference
This presentation was given by Roger Garrini of Selex ES (and also a Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Martin Buck, Transition and Strategy Director at Crossrail, gave an overview of the governance arrangements, their evolution and lessons learned. This was an APM Governance SIG event on 17th December 2014.
Lecture on project governance and failure presented to a Master’s level class in strategic project management at University College London on March 25-26, 2009. The class was led by Dr. Andrew Edkins, UCL Senior Lecturer.
I blogged about this on ZDNet: http://blogs.zdnet.com/projectfailures/?p=2528
This presentation was given by Stuart Collins of the BBC to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This presentation was given by Ross Garland to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This presentation was given by Ian Triplow of the North Bristol NHS Trust to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This presentation was given by Martin Samphire of 3pmxl (and Chair of the Governance SIG) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This presentation was given by Simon Adams from Crossrail to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
Glad many people liked the Program management Fundamentals presentation. With many requests i thought it's time to go one step further to define scope of the program.
I will publish financial & workforce planning, going forward.
This presentation should be read only after reading completely the Program Management fundamentals presentation.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
This document comprises of topics based on The Project Management, the project manager and project lifecycle.
The concepts being tackled include:
-definition of project manager
-responsibilities of a project manager
-stages in the project management lifecycle
-organizational strategy
-Main functions of PMO
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. Objectives
Establish a Program/Project governance structure within the
organization and ensure stakeholder participation
Define the program roles, decision making hierarchy,
program execution strategies and best practices
Describe the protocol for proper flow of relevant information
to all stakeholders
Establish a project/program review, issue management &
change mgmt mechanism
Mechanism to identify program compliance and
communications to all stakeholders
Evaluate various models of program governance and
investigate their suitability for adaption
Translate business strategy into actual program execution via
a proper governance framework
3. Governance defined
Governance, for a program or a project, is a
combination of individuals filling executive and
management roles, program oversight functions
organized into structures, and policies that define
management principles and decision making.
This combination is focused upon providing direction
and oversight, which guide the achievement of the
needed business outcome from the execution of the
program effort, and providing data and feedback,
which measure the ongoing contribution by the
program to needed results within the overall
business strategy and direction.
4. Need/Background
The organization was facing a huge problem of
managing diverse projects across geographies without
having a formal program structure in place
Senior management was finding it increasingly difficult
to have an oversight on project execution in absence of
proper governance structure and formal feedback
channels
There was a clear disconnect between project execution
and business mission or strategy
There was no overarching body like a Steering
committee to provide oversight to projects
A need was felt to aggregate all multiple projects data in
a central place and use the information to better
manage the defined outcomes
5. Stakeholders
Board of Directors and C level executives
Project sponsors and funding partners
Internal and external clients of the organization
Business units within the organization
Vendor partners of the organization
Project managers and delivery managers/heads
Development teams, architects and testers
Support staff, line managers and consultants
Product control and management teams
Other relevant project stakeholders
6. Plan of action
Initiate consultations with relevant stakeholders to get
their opinion & feedback
Establish a Program Steering Committee as the
overarching body for program/project execution
Establish a Program Management Office (PMO)
Establish a Program Organization model and Project
Organization model
Define and set up roles for Program Director, Program
Managers, PMO managers and PMO support staff
Implement mechanisms to provide guidance and direction
regarding policies, governance principles, and decision or
authority specifications.
Establish a communications network and protocol for
effective program and project communication to internal
and external stakeholders of the organization
7. Steering committee models
Consensus Model: Executive-level sponsors who must reach
consensus on issues, changes, and adjustments in order to proceed
Consultative Model: Executives and senior managers who are
stakeholders for some aspect of the defined outcomes. Their role is
to understand issues and needed changes, provide advice and
assessment of potential impact, and make needed adjustments
within their own responsibility area
Advisory Model: Representatives for the major business segments
who are responsible for outcomes, or portions of outcomes, within
the business strategy and direction. Their role is to monitor program
progress, understand issues raised and adjustments made, assess
potential impact within their own business segments, and carry back
information about committee decisions to their respective business
segments
For our initiative we recommend the Advisory model as the
organization is large and has many interdependent businesses that
routinely interact with each other
8. Recommended model – Program
Management Office (PMO)
The Program Management Office (PMO)
provides support along administrative, financial,
process, and staff dimensions associated with
successful program execution.
The PMO also provides review and tracking of
financial expenditures, generation of required
reports and financial documents, and ensures
compliance with policies and practices.
The PMO provides & administers policies,
procedures, & practices that provide an
operational framework for program members
12. Benefits of recommended model
Increases the long term potential of the program
and individual projects
Continuous linkage to enterprise business
strategy and direction
Clear and well-understood decision-making
authority
Effective oversight of & insight into program
progress and direction
Executive control over program evolution and
outcomes
Central storage and management of all project
data
13. Measuring Program success
Delivering the program to the client on time and
within the dates specified in the agreement, taking
into account any amendments or approved change
requests
Achieving the financial objectives set forth in the
business case, taking into account any amendments
or change controls
Meeting all expectations related to quality and
fulfilment of program requirements
Adhering to an established program methodology
measured by a joint governance board
Achieving overall client satisfaction and repeat
business
14. PMO – Tools of engagement
Overview and statement of purpose
Communication plan
Integrated program schedule
Program quality plan
Program risk management plan
Program issue management plan
Program change management
Program monitoring and control
management
15. Elements of good program
governance
A compelling business case, stating the objects of the
project and specifying the in-scope and out-of-scope
aspects
A mechanism to assess the compliance of the completed
project to its original objectives
Identifying all stakeholders with an interest in the project
A defined method of communication to each stakeholder
A set of business-level requirements as agreed by all
stakeholders
An agreed specification for the project deliverables
The appointment of a project manager
Clear assignment of project roles and responsibilities
16. Elements of good program
governance….contd.
A current, published project plan that spans all project
stages from project initiation through development to the
transition to operations.
A system of accurate upward status- and progress-reporting
including time records.
A central document repository for the project
A centrally-held glossary of project terms
A process for the management and resolution of issues that
arise during the project
A process for the recording and communication
of risks identified during the project
A standard for quality review of the key governance
documents and of the project deliverables
17. Program Communications Plan
Sets up approved methods of communication
Establishes standard communication procedure
Frequency and type of updates provided to the
program/project stakeholders
Provides consistency in information flow
Removes misinterpretations and doubts
What information to be sent to whom & when
Ensures Executive program engagement
Helps keep everyone on the same page
18. Communication Plan elements
Documented communication paths for information sharing,
including tools (VOIP, email, video/Web conferencing, etc.)
will be used throughout the program & for projects
Program and project contact lists based
Roles and responsibilities matrix for all stakeholders
A program organization chart to identify high-level
organization, reporting, escalation and accountability for the
program.
Approval and escalation procedures for decision making
Recurring Communication Matrix to ensure timely and
effective communication
Program event management plan that ensures the right
event occurrence reporting about issues, risks, milestones etc
19. Integrated Program Schedule
Key program tasks
Key program and/or project milestones
Duration of the program and projects in it
Dependencies related to the program
Assigned responsibilities within the program
Key deliverables of the program & schedule
Program tracking and control mechanism
Actual v/s Expected program metrics
Measurement and analysis of any deviations
20. Program Quality Plan
The quality plan defines the expectations of
quality that will be delivered by the program.
The plan addresses the overall approach that will
be adopted by the program and associated
projects to ensure that quality is delivered
according to stakeholder expectations.
The quality plan also defines quantitative
measures that are used to validate quality prior
to moving through a quality gate and eventually
prior to implementation.
21. Program Risk Management Plan
The risk management plan is used to define the tolerance
for risk throughout the program life cycle as well as the
methods for identifying, recording and addressing risk
throughout the program.
The early and frequent identification of risk in a program is
essential to meeting cost, schedule and quality
expectations.
Steering committee and program manager to meet on a
monthly basis, or as defined in the communication plan, to
review the identified risks, examine each associated action
plan and define updates that need to be initiated.
Additionally, the team communicates any newly identified
risks that may impact the program as they surface.
23. Program Mgr v/s Project Mgr
Program manager Project manager
Integrates efforts, continuously assesses and refines approaches
and plans, ensures good communication.
Plans, organizes, directs, and
controls the project effort.
Directs managers to achieve defined outcomes aligned with
business strategy.
Manages for on-time delivery of
specific products.
Acts as the implementation arm of the program sponsor(s) and /
or steering committee.
Manages work within the project
plan framework.
Manages managers. Manages technical staff.
As Table above shows, the program manager and project manager roles
are quite different from one another. Whereas project managers
typically focus on delivering a specific component, program managers
typically focus on one or more outcomes that are business strategy
components.
24. Links to Business Strategy
Throughout program planning and execution,
managers must ensure that the program sustains a
connection to the business strategy.
This strategy is dynamic, not static. Both internal
and external events affect the enterprise's initiatives,
So programs need mechanisms that will maintain a
link between the initiative and the business strategy,
and provide for effective data exchange and
necessary adjustments.
We can divide such mechanisms into two categories:
those active during program mobilization and
planning, and those active during execution.
25. Program Mobilization –
Strategic Review
IT goals and strategy
Program capital and expenses budget
Program benefits definition
Program outline
Candidate projects identification
Program mobilization plan
Consulting and staffing agreements
A business strategy review
Program planning strategy
26. Program execution reviews
As the program proceeds, the program plan and
schedule should provide for periodic strategy
reviews by the program sponsor(s) and / or
steering committee.
The schedule for these reviews can be aligned
with the program's phase structure, which cuts
across all of the constituent projects.
As a phase-end approaches, reviewers can
compare the program's current state and results
against the then-current business strategy, and
propose needed adjustments.
27. Decisions and Authority
An important aspect of program governance
is assigning specific decision-making
authority to each executive and management
role.
Program managers can hold special group
work sessions for this purpose and then
create and distribute a matrix for major
decision areas and roles.
Decision hierarchy structure should be clearly
communicated to all program stakeholders
29. Program Issue Management
Plan
Throughout any program, risks are bound to become
issues needing resolution in accordance with the
strategy defined in the risk management plan.
In the likely scenario that an issue arises that has not
yet been identified as a risk, the issue management
plan provides strategies and guiding principles for
resolving the issue.
Recognizing that this theoretical situation is not the
typical situation in the execution of programs and
projects, the same escalation principles identified
through the program organization chart apply in the
escalation of issues.
30. Program Change Management
Whether due to missed requirements, project
issues or increased scope, a program is bound to
encounter change during the life cycle.
The program change management plan defines
the authority that the program has to approve
change from an associated project, how said
project requests change the agreed-to plan
How the program should receive approval on
change requests that are beyond its authority is
also defined in this plan
31. Program monitoring & control
Event log (includes identified risks, issues,
changes, decisions and action items)
Project performance information such as key
metrics on realized rate, resource utilization,
ROI, duration, deliverables etc
Weekly status reports to stakeholders
Recommendations for intervention and
corrective actions from senior management
Lessons learnt activities from closed initiatives
Managing change control requests
Effectively manage deviations from baseline
32. Conclusion
Establishing a governance framework is a
significant activity requiring participation
from all the relevant stakeholders
The key to a program’s success is optimal
utilization of the governance framework,
policies and best practices
Continuous feedback and communication are
the essential ingredients of a Program
Program Management is a ‘people’ thing’ and
must be projected that way