Download as PDF, PPTX
More Related Content
Similar to Program Management and Leadership
![Project management [module 1]](https://cdn.slidesharecdn.com/ss_thumbnails/projectmanagementmodule1-200621144500-thumbnail.jpg?width=640&height=640&fit=bounds)
Program Management and Leadership
- 1. Program Management &Leadership A Point of View By Tom Tiede
- 2. Program Management &Leadership Key points highlighted in this presentation: • • • • • A program can consist of multiple phases, projects, and work streams The primary differences between Program Management and Project Management is the depth of detail and scope of responsibility The value of Program Management is to provide leadership, simplify complexity, reduce risk, and achieve results Complexity and risk of a program are difficult to avoid when seeking significant change And, complex projects often fail when you fail to manage complexity…and, the cost of failed expectations is high o A common pitfall is the failure to align project roles with specific names, specific deliverables, clear time commitments, and, ultimately, results o Another common pitfall is misunderstanding the need and value of aligned information • Success of a complex DC implementation is difficult unless managed as a program with strong leadership, structured communication, and crossfunctional methodologies and deliverables • • • • • • • A Program Management Office (PMO) requires both the “right brain” soft skills of Program Leadership and the “left brain” hard disciplines of Program Coordination A Program Leader acts more like a coach than a cop And, we apply soft skills, hard disciplines, and proven tools to avoid common pitfalls and achieve business results The degree of Program Management needed is proportional to the complexity of the business solution and business stakeholder group So, you cannot take a “one size fits all” approach… instead, you tailor our approach based on need The overall approach is simple: Initiate, Plan, Manage, Close And, the “secret sauce” is a rigorous communication process to avoid common pitfalls 2
- 3. Program Management &Leadership A program can consist of multiple phases, multiple projects, multiple work streams, or a combination of all of them. Illustrative Multiple Phases Program New DC Phase Strategy Multiple Projects Phase Design Phase Program Implementation DC Network Rollout Project DC1 Project Project DC2 DC3 Multiple Work Streams Program DC Implementation Work Stream Operations Work Stream Building Work Stream Work Stream MHS Systems Work Stream People 3
- 4. Program Management &Leadership The primary differences between a Program Manager and a Project Manager is the depth of detail and scope of responsibility. Broad Aggregate Program Manager (examples) • Multiple phases • Multiple projects • Multiple work streams Project Manager (examples) Scope Detail Narrow Schedule Budget Deliverables Coordination Issues & Risks Granular • Single phase • Single project • Single work stream 4
- 5. Program Management &Leadership The value of Program Management is to provide leadership, simplify complexity, reduce risk, and achieve results (which is the ultimate goal). Provide Leadership Ultimate Goal Achieve Results Bring Structure & Toolkit Facilitate Change Mitigate Risks Resolve Issues Focus on Objectives Integrate Schedules Value of Program Management Manage Quality Align Teams Establish Accountabilities Maintain Visibility Provide Coaching Streamline Communication 5
- 6. Program Management &Leadership Complexity and risk of a program is difficult to avoid when seeking significant change. Competing Initiatives As Project Complexity and Risk Increase… # of Stakeholders Inexperience of Team Magnitude of Change Size in Scale Breadth in Scope … so Does the Need for Increased Management, Visibility, & Control Complex projects often fail when you fail to manage complexity. 6
- 7. Program Management &Leadership What are the costs and risks of failed expectations? Performance Implementation “J-Curve” Desired Start Up Desired Steady State “Go-Live” Unexpected Steady State Current State Performance Gap Poor Start Up What are the costs? • Higher implementation costs? • Delayed or lower business results? What are the risks? • Lost customers? • Tarnished reputations? Time Clearly, the stakes are high. 7
- 8. Program Management &Leadership This example scenario depicts the $ impact of labor inefficiency and lost gross profit when performance lags during a start up. Current State Steady State “Go Live” Example J Curve Labor Inefficiency % Loss Sales Opportunity Labor Inefficiency GP on Lost Sales Cumulative Loss Month -2 0% 0% $0 $0 $0 Month -1 0% 0% $0 $0 $0 Example Scenario: Gross Profit Annual Company Revenue $1,200,000,000 Gross Profit @ 25% $300,000,000 Distribution Centers (DCs) 4 Gross Profit (GP)/DC $75,000,000 GP/DC/Month $6,250,000 Month 1 40% 20% ($0.24) ($1.25) ($1.49) Month 2 30% 15% ($0.18) ($0.94) ($2.61) Month 3 20% 10% ($0.12) ($0.63) ($3.35) Example Scenario: DC Labor FTEs 250 $/Hour 15 Hours/Month 160 Monthly Labor $ $600,000 Month 4 10% 5% ($0.06) ($0.31) ($3.73) Month 5 0% 0% $0.00 $0.00 ($3.73) Month 6 0% 0% $0.00 $0.00 ($3.73) Total Loss ($MM) ($0.60) ($3.73) ($3.73) How do you minimize this loss? 8
- 9. Program Management &Leadership Common reasons programs fail or under-perform: Categories Scope & Objectives Approach & Methodology Deliverables & Quality Roles & Responsibilities Planning & Scheduling Budgeting & Cost Control Knowledge & Experience Issues & Resolution Communication & Visibility Priority & Sponsorship Common Pitfalls Unclear, misunderstood, differing points of view, moving target, creeping, lack of change control, not measured (or measurable), results not tracked Unclear, siloed, misaligned across teams (e.g. gaps or redundancies), not followed, too rigid, too linear, lack of continuity across phases, ignoring risk Unclear, misaligned (e.g. gaps or redundancies), too detailed, too high-level, lack of ownership, incorrect, inconsistent quality, late Unclear, too narrow or too broad in scope, not communicated, not assigned, not filled, misaligned, insufficient skills, lack of accountability Unclear, incomplete, too aggressive, not integrated, too high level, too detailed, progress not tracked, assumes perfection, no contingency Unclear, under-estimated, not tied to business case, lack of visibility, lack of financial control, no contingency Limited, not shared, not developed during project, not confirmed, lack of empowerment, lack of continuity across phases, incomplete transition Unclear, unknown, lack of owner, lack of progress, linger too long Unclear, siloed, not targeted or tailored to audience, too much equals noise, inaccurate, incomplete, hiding or delaying unpleasant news Unclear, competing initiatives, insufficient stakeholder & organizational awareness, change in business priorities, change in executive sponsors 9
- 10. Program Management &Leadership As an example, a common pitfall is the failure to align project roles with specific names, specific responsibilities, time commitments, and results. Roles (Organization Chart) How much time is being allocated to each team member? • Resource Name • Hours on Project by Time Period Time (Resource Plan) Are they getting the work done on time and with good quality? • Status reporting • Quality reviews A name should appear in all 3 corners of this triangle Individuals need to be accountable for results Who is on the project? • Diagram of Roles and Names • Project Reporting Structure Responsibilities (RACI Chart) Have they been assigned specific responsibilities and are they qualified to do the work? • Specific Responsibility by Name • Deliverables expected by Name Results 10
- 11. Program Management &Leadership Leaders need consistent and correct information to DIRECT and CORRECT Program Leadership Company Leadership The Status Report provides weekly information to project leadership for ACTION Project/Program Status Reports Dashboard of Projects & Programs The ADRA & the Integrated Schedule are the repositories of project information Actions/Issues, Decisions, Risks, & Assumptions Log (ADRA) Integrated Project/Program Schedule Meeting Notes & Daily Discussions provide the input to support the ADRA & Schedule Meeting Notes Alignment of Information Another common pitfall is misunderstanding the need and the value in aligning the flow information across the program. Discussions 11
- 12. Program Management &Leadership Typical DC Implementation Activities Another common pitfall is the failure to organize as a fully integrated program. Success is difficult if managed as a series of independent activities and siloed work streams (as depicted below). Illustrative 12
- 13. Program Management &Leadership A more successful approach is to manage complex implementations as a program with strong leadership, structured communication, and cross-functional methodologies. Illustrative Initiate/Plan Cross Functional Planning, Scheduling, & Alignment on Roles & Responsibilities Design/Select Integrated Detail Design of Building, Equipment, Systems, Operations, & Organization Procure Itemization, Purchasing, & Reconciliation of Sourcing Responsibilities Build Cross Functional Schedule Coordination, Issue Resolution, & Communication Test Integrated Testing & Issue Resolution Train Integrated Training & Skill Building Deploy/Support Deployment Planning & Operational Support Realize Full Transition & Achievement of Anticipated Business Results 13
- 14. Program Management &Leadership A Program Management Office (PMO) requires both Program Leadership and Program Coordination. Illustrative Program Leadership: Responsible for leading the overall program and the team of individual work stream leaders Program Coordination: • • • Communication – program level status reporting, issue resolution, risk planning, & knowledge management Program Schedule - integrated schedule maintenance & coordination across work streams Financial Management – program budget maintenance, monitoring, & financial reporting Program management is a structure often consisting of more than one individual. 14
- 15. Program Management &Leadership Program Management Leadership and Coordination are like two sides of the brain that naturally interact in order to be effective. Left Brain Right Brain Logic Facts Figures Sequence Emotion Intuition Creativity Holistic Thought Program Coordination Program Leadership Tools & Structure Plans & Schedules Roles & Responsibilities Deliverables & Progress Activities & Issues Meetings & Action Items Notes & Reports “Laptop” Focused Clarity & Conviction Knowledge & Experience Presence & Context Creative & Forward Thinking Holistic & Longer Term View Coaching & Team Building Accountability & Results “People” Focused 15
- 16. Program Management &Leadership Who is a Program Leader? Cop or Coach? Carrying a Law Book or a Playbook? A Program Leader is more like a coach responsible for developing a solid game plan and leveraging the skills of the team toward the accomplishment of a challenging but worthy goal. 16
- 17. Program Management &Leadership Great coaches are effective leaders because they master the hard disciplines and soft skills needed to achieve results. “Hardware” of Leadership “Software” of Leadership Instilling a disciplined & proven approach Clarifying everyone’s assignments Building skills through practice & repetition Preparing for the unexpected Constructing the playbook & game plan Crafting a creative & long term vision Leveraging talent & building a winning team Demanding accountability of everyone Calling the right plays at the right time Focusing on the ultimate goal 17
- 18. Program Management &Leadership The approach to Program Management is to provide the leadership, discipline, and foundational principles and tools needed to avoid common pitfalls and achieve results. Program Management: Each Project or Work Stream: • Provides structure & discipline • Focuses on individual Business • Establishes expectations responsibilities & Case Results • Focuses on integration & interdependencies Change Management communication • Aligns with program • Leverages skills structure & objectives Program Quality Assurance • Mitigates risk Risk & Issue Management • Drives results Financial Management Program Schedule Management Cross Functional Methodology Alignment Communication & Knowledge Management Program Organization Structure Foundational Structure of Program Management Principles & Tools 18
- 19. Program Management &Leadership Equipment Systems Operations Schedule Experience Business Solution Complexity The degree of Program Management needed is proportional to the complexity of the business solution and business stakeholder group. C High Degree of Program Coordination A High Degree of Coordination & Leadership High Degree of Program Leadership D Low Degree of Complexity You cannot take a “one size fits all” approach…instead, you tailor your approach based on need B Business Stakeholder Complexity Magnitude of Change # of Stakeholders Alignment across Leaders Availability of Resources 19
- 20. Program Management &Leadership Simplify the Program Management process by breaking it into four basic phases. Program Lifecycle Program Phase Objectives • • • • Launch the initiative Confirm scope, objective, approach, deliverables, and business case Prepare program materials and begin to organize the team for success Set individual expectations across the initial team prior to kick-off • • • • Specify the schedule, deliverables, dependencies, roles, and responsibilities Establish the structure for each work stream and cross-functional team Orient new team members and establish the communication plan Identify project risks and mitigation plans (Primary Effort) • • • • Establish a disciplined rhythm and maintain project momentum Communicate on a consistent and effective manner Maintain a high standard for quality deliverables and financial control Mandate accountability across each project team member and leader Close • • Complete and confirm transition to the operations and support team Confirm expectations and measurable results are met or exceeded Initiate (Pre-Kickoff) Plan (Post-Kickoff) Manage 20
- 21. Program Management &Leadership The “secret sauce” to effectiveness is a rigorous communication process across work streams and throughout the lifecycle of the program. Program Management Lifecycle Initiate Plan Manage Close (Pre-Kickoff) (Post-Kickoff) (Primary Effort) (Post Go-Live) Initiate Complete Create Roadmap Work Stream Leads Communicate Initial Contacts Prepare Prepare Template Review Assess Prepare Prepare Template Validate Plan Validate/Complete Integrate Detail All Communicate Broaden List Conduct Populate Confirm Create Populate Populate Update Manage Assess Validate Prepare Update Evaluate Checkpoint Reviews Program Management Deliverables Program Start-up Checklist Program Schedule Program Organization, Roles, & Responsibilities Program Orientation & Logistics Contact List Program Kick Off & Workshops Actions, Decisions, Risks, Assumptions (ADRA) Business Case Communication Plan Program Charter Program & Work Stream Status Reports Risk Assessment Steering Committee Report Quality Assurance Plan Project Budget Change Management Plan Program Close Checklist Close Maintain/Communicate Confirm Completion Maintain/Communicate Confirm Completion Orient New Members Roll off Team Maintain/Communicate Maintain/Communicate Confirm Completion Monitor/Communicate Assess Results Maintain/Communicate Communicate Close Maintain/Communicate Communicate Confirm Completion Maintain/Communicate Prepare/Communicate Facilitate/Assess Validate Maintain/Report Confirm/Close Facilitate/Socialize Complete Transition Communicate Validate/Complete The intent is to avoid common pitfalls by ensuring a high degree of communication, understanding, and accountability across teams and across phases of the program. 21
- 22. Program Management &Leadership A summary of key takeaways for you from this presentation: • • • • • A program can consist of multiple phases, projects, and work streams The primary differences between Program Management and Project Management is the depth of detail and scope of responsibility The value of Program Management is to provide leadership, simplify complexity, reduce risk, and achieve results Complexity and risk of a program are difficult to avoid when seeking significant change And, complex projects often fail when you fail to manage complexity…and, the cost of failed expectations is high o A common pitfall is the failure to align project roles with specific names, specific deliverables, clear time commitments, and, ultimately, results o Another common pitfall is misunderstanding the need and value of aligned information • Success of a complex DC implementation is difficult unless managed as a program with strong leadership, structured communication, and crossfunctional methodologies and deliverables • • • • • • • A Program Management Office (PMO) requires both the “right brain” soft skills of Program Leadership and the “left brain” hard disciplines of Program Coordination A Program Leader acts more like a coach than a cop And, we apply soft skills, hard disciplines, and proven tools to avoid common pitfalls and achieve business results The degree of Program Management needed is proportional to the complexity of the business solution and business stakeholder group So, you cannot take a “one size fits all” approach… instead, you tailor our approach based on need The overall approach is simple: Initiate, Plan, Manage, Close And, the “secret sauce” is a rigorous communication process to avoid common pitfalls 22
- 23.