The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
The document summarizes the key changes between the 1st and 2nd editions of the Standard for Program Management. The 2nd edition expands the scope significantly, adding 9 new knowledge areas and restructuring the document around these areas. It also strengthens the framework for program management, eliminates themes, and provides more details on processes, tools, and techniques. The glossary was also expanded to include new terms from the 2nd edition.
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.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
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.
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.
The document discusses the differences between program management and project management. It states that program management involves managing multiple related projects to improve organizational performance, while being related to systems engineering. Key differences outlined include that programs have broader scope, focus on business objectives over technical tasks, involve governance, financial management, and executive-level change management. Project management focuses more on individual project content, scope, schedule, resources, and risk management. The document provides examples of responsibilities for program and project managers.
The document outlines a plan to establish a program governance structure for an organization. It recommends forming a Program Steering Committee and Program Management Office (PMO) to provide oversight of projects. The PMO would define roles and processes, manage project data and communications, and ensure alignment with business strategy. Key elements of the governance model include a communications plan, integrated schedule, quality plan, and risk management plan to facilitate coordination across projects.
The document summarizes the key changes between the 1st and 2nd editions of the Standard for Program Management. The 2nd edition expands the scope significantly, adding 9 new knowledge areas and restructuring the document around these areas. It also strengthens the framework for program management, eliminates themes, and provides more details on processes, tools, and techniques. The glossary was also expanded to include new terms from the 2nd edition.
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.
Program management involves managing multiple related projects to improve organizational performance, while project management focuses on individual projects. The key differences are:
- Programs are ongoing while projects have defined endings. Programs are tied to organizational strategies and financial calendars.
- Program management requires more governance, financial management, and executive-level change management skills. Programs have broader scope than individual projects.
- Project managers focus on content like scope, schedule and resources, while program managers focus more on people, politics, and business objectives and strategies.
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.
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.
The document discusses the differences between program management and project management. It states that program management involves managing multiple related projects to improve organizational performance, while being related to systems engineering. Key differences outlined include that programs have broader scope, focus on business objectives over technical tasks, involve governance, financial management, and executive-level change management. Project management focuses more on individual project content, scope, schedule, resources, and risk management. The document provides examples of responsibilities for program and project managers.
The document outlines a plan to establish a program governance structure for an organization. It recommends forming a Program Steering Committee and Program Management Office (PMO) to provide oversight of projects. The PMO would define roles and processes, manage project data and communications, and ensure alignment with business strategy. Key elements of the governance model include a communications plan, integrated schedule, quality plan, and risk management plan to facilitate coordination across projects.
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
The document discusses key points about program management and leadership. It notes that a program manager has broader scope and less detail than a project manager, overseeing multiple phases, projects, and work streams. The value of program management is providing leadership, reducing risk, and achieving results by managing complexity. Common pitfalls include lack of clear roles, responsibilities, and alignment of information. Complex implementations require strong program management with cross-functional methodologies to succeed rather than being managed as independent activities. A program management office requires both program leadership and coordination functions.
The document discusses the nine integration activities ("Nine I's") that are necessary for program success: 1) Integrated Master Plan, 2) Integrated Master Schedule, and 3) Integrated Risk Management. It emphasizes that risk management is paramount for program success, as all plans are wrong and underestimate risks. It also stresses that the Integrated Master Plan tells the program's execution strategy and how capabilities will increase in maturity, while the Integrated Master Schedule sequences the work activities to deliver the requirements. All nine integration activities must be connected vertically and horizontally.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
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.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
This document discusses managing programs using agile principles. It begins by defining a program as organizing several projects' results into a single deliverable. It then addresses some challenges of program management, such as risks increasing with program size and complexity. It proposes using agile approaches like timeboxing, iterative delivery, and transparency to help program management. Specific topics covered include organizing teams, communication challenges, and managing backlogs, architecture, risks and status across multiple teams. The document provides examples of organizing teams and information flow for larger programs. It emphasizes the role of the program manager in coordinating teams while allowing autonomy.
This document discusses the importance of focusing on value when developing business cases and programs. It defines value as the worth or outcome compared to the effort or cost. Value trees and value drivers are used to breakdown and prioritize how value will be created. Financial value drivers are linked directly to financial metrics while non-financial drivers impact stakeholder expectations. Developing a strong business case involves assessing a client's ability to generate value, estimating the program's impact, justifying costs and benefits, and validating the case with stakeholders. Program management is then responsible for delivering the promised value by linking activities to value drivers and metrics.
The document discusses key competencies, capabilities, and concepts for effectively managing programs and change. It covers linking programs and projects to strategy, different organization structures for programs, the roles of program and project managers, establishing a program life cycle and change management process, and the importance of governance, benefits management, and stakeholder management for program success.
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Introduction to Project Management by Javid HamdardJavid Hamdard
This document provides an introduction to project management. It discusses key statistics about the project management industry and the benefits of qualified project managers. Common challenges that cause IT projects to fail are outlined, such as unclear objectives and unrealistic schedules. The five process groups of project management are introduced as well as typical project management methodologies like waterfall and agile. Popular project management software applications and certifications are also mentioned.
The document discusses key points about program management and leadership. It notes that a program manager has broader scope and less detail than a project manager, overseeing multiple phases, projects, and work streams. The value of program management is providing leadership, reducing risk, and achieving results by managing complexity. Common pitfalls include lack of clear roles, responsibilities, and alignment of information. Complex implementations require strong program management with cross-functional methodologies to succeed rather than being managed as independent activities. A program management office requires both program leadership and coordination functions.
The document discusses the nine integration activities ("Nine I's") that are necessary for program success: 1) Integrated Master Plan, 2) Integrated Master Schedule, and 3) Integrated Risk Management. It emphasizes that risk management is paramount for program success, as all plans are wrong and underestimate risks. It also stresses that the Integrated Master Plan tells the program's execution strategy and how capabilities will increase in maturity, while the Integrated Master Schedule sequences the work activities to deliver the requirements. All nine integration activities must be connected vertically and horizontally.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
This document provides an overview of project management office (PMO) concepts including:
- The need for project management to combine specialized knowledge with general management practices.
- Different levels of PMO maturity from supporting individual projects to supporting business strategy.
- Key functions of PMOs ranging from consultative to enterprise-wide support.
- Critical success factors for PMOs such as clear vision, leadership, expectations, and change management.
- Examples of common PMO deliverables like charters, roles and responsibilities, processes, tools, and status reports.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
Program management focuses on strategic objectives across multiple deliverables over a loose time scale, compared to project management. The Levin-Ward model outlines key competencies for program managers, including communicating, leading, building relationships, negotiating, thinking critically, facilitating, mentoring, and embracing change. Critical skills are initiative, managing interfaces between teams, and leading without authority through influence and credibility. Effective program management is about collaboration across teams through interface management to maximize benefits.
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
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.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
This document discusses managing programs using agile principles. It begins by defining a program as organizing several projects' results into a single deliverable. It then addresses some challenges of program management, such as risks increasing with program size and complexity. It proposes using agile approaches like timeboxing, iterative delivery, and transparency to help program management. Specific topics covered include organizing teams, communication challenges, and managing backlogs, architecture, risks and status across multiple teams. The document provides examples of organizing teams and information flow for larger programs. It emphasizes the role of the program manager in coordinating teams while allowing autonomy.
This document discusses the importance of focusing on value when developing business cases and programs. It defines value as the worth or outcome compared to the effort or cost. Value trees and value drivers are used to breakdown and prioritize how value will be created. Financial value drivers are linked directly to financial metrics while non-financial drivers impact stakeholder expectations. Developing a strong business case involves assessing a client's ability to generate value, estimating the program's impact, justifying costs and benefits, and validating the case with stakeholders. Program management is then responsible for delivering the promised value by linking activities to value drivers and metrics.
20 Affiliate Program Management Mistakes To AvoidAffiliate Summit
The document outlines 20 mistakes to avoid in affiliate program management. Some key mistakes identified include treating affiliates like employees, assuming affiliates will commit fraud, using threats to motivate affiliates, ignoring affiliate suggestions, and failing to admit mistakes. Effective program management requires understanding affiliates' needs, using various communication channels, and adapting approaches based on individual affiliates. Money alone does not motivate; affiliates want interesting work and challenges.
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.
The document provides an overview of the program management framework for Client X's B/OSS program. It describes the program governance structure including roles and responsibilities. It also outlines key PMO processes like action item management, issue management, decision management, and status reporting. The processes are described along with templates and artifacts that will be used to track items and reporting.
The document discusses principles of program governance, which focuses on delivering products or services to support revenue growth while reducing costs. Effective program governance transitions organizations from solely focusing on operational effectiveness to also prioritizing strategy. This involves installing strategy, objectives and metrics to manage operations strategically. Drivers for governance include addressing perceived costs, integrating siloed business processes, and increasing visibility of costs and value. The role of governance is to provide strategic leadership, manage from a customer perspective, and reduce alignment, execution and innovation gaps between business units.
Ten rules for common sense program managementGlen Alleman
The document outlines 10 rules for common sense program management based on the work of Col. Lee Battle, director of the Corona/Discover satellite system. The rules are: 1) Put together the right team, 2) Execute or suffer the consequences, 3) Establish a credible baseline, 4) Control the baseline, 5) Manage risk, 6) Make the program schedule the leading indicator, 7) Solve problems when they appear, 8) Test and verify, 9) Communicate, and 10) Deliver. Each rule is then further explained in 1-2 sentences.
Introduction to project, program & portfolio managementray_davis
This document provides an introduction and overview of project, program, and portfolio management. It defines key terms like project, operations, and project management. It explains the differences between operations and projects. It also outlines the five process groups of project management: initiation, planning, execution, monitoring and control, and closing. Finally, it discusses the roles of project, program, and portfolio management at a high level.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
This document discusses strategic deployment of program management best practices in financial institutions. It provides an overview of two prominent program management frameworks: PMI's Standard for Program Management (SPM) and the UK government's Managing Successful Programs (MSP). The SPM framework focuses on governance, lifecycle, benefits management, and processes. The MSP uses a two-layer approach concentrating on principles and core activities. Currently, many financial institutions do not follow industry standards and have inconsistent internal frameworks. The document proposes a deployment model with three work streams to communicate guidelines, train program managers, and rollout the best practice framework globally across divisions.
1) The document discusses deploying best practice program management frameworks in global financial institutions to improve customer satisfaction and outcomes.
2) It provides an overview of the Project Management Institute's Standard for Program Management and the UK government's Managing Successful Programs frameworks.
3) The author argues that while these frameworks provide benefits, many companies do not use them consistently and instead use informal approaches, risking worse results. Centralizing program management expertise could help implement industry-standard frameworks across divisions.
The project was done on Efficacy of Project Management... Research was conducted back in 2014 and was carried out by one of the Academic writer at www.assignmentstudio.net who is also a full time tutor and work for www.tutoringlounge.com.au.
Writer profile can be visited at http://tutoringlounge.com.au/erika-reynolds/
For similar projects you can visit our site and place an order...
www.assignmentstudio.net
or email at
contact@assignmentstudio.net
The document outlines the vision and goals of the Centre for Workforce Intelligence (CfWI). It discusses establishing CfWI as the primary source of workforce intelligence for health and social care in England. It also mentions bringing together best-in-class organizations to provide complementary specialisms and using innovative methods to improve available intelligence for workforce planning. The success of CfWI will be secured through engagement with stakeholders.
This document describes using a Balanced Scorecard (BSC) approach to manage an Agile software development program with multiple Scrum teams. It involved designing a "middle-out" BSC that cascaded goals and measures from the program level down to individual Scrum teams while also aggregating measures up from the teams. Key aspects included developing strategy maps, identifying measures and targets, and calculating performance indices to monitor progress. The BSC provided a common dashboard to facilitate communication among stakeholders at different levels.
The endeavor of the report is in the direction of scrutinizing the effectiveness of project management in expressions of managerial structures, technological proficiency, and management skill along with the features of an effectual venture manager.
Before exploring the main content of the report let us consider the general concepts of the key words of relative topic or respective report.
Efficacy simply coded, is the core skill, aptitude or the capacity on the way to bring into being a required or projected outcome. The extent in the direction of which a touch is victorious in generating a looked-for outcome is effectiveness
This document provides guidance for getting started with managing a programme based on best practices from Managing Successful Programmes (MSP). The key first steps outlined are to establish the vision and scope of the programme by defining the blueprint, identifying related projects, and beginning to plan the programme. It emphasizes asking questions to understand the strategic objectives and stakeholder support, and considering the organizational framework and resources available to support programme management and change delivery. The next steps then focus on iteratively defining the programme scope and capabilities in the blueprint, identifying projects, and developing the initial programme plan to lay out the expected tasks, activities, and timelines for delivery.
Spinnaker Consulting Group provides project initiation and setup services for SAP implementations to help clients manage risks. They assist with creating a project charter, scope, roadmap, and governance structure. This includes defining roles, processes, tools for project management and stakeholder communication. Spinnaker also helps with partner selection, software evaluation, and ensuring business readiness through testing, training, and transition support. Their goal is to set clients up for a smooth project cycle and successful launch of their new SAP system.
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
This document summarizes key aspects of corporate governance from a presentation given to the APM North West branch. It defines corporate governance as the system that directs and controls companies, with the board responsible for governance. The main principles discussed are leadership, effectiveness, accountability, and remuneration. Leadership principles include board responsibility for long-term success and a clear division of chair and executive roles. Effectiveness principles cover skills and time commitment. Accountability principles relate to risk management and transparency. Remuneration principles address executive pay and shareholder engagement.
AstroWix Consulting Services provides strategies and models for business transformation through services like enterprise maturity assessments, project portfolio management, process and methodology consulting, project management office setup and support, enterprise project management rollouts, project audits, and project management consultancy. AstroWix helps clients create and execute strategies from conceptualization through implementation.
Role andresponsiblities in project managementim8home85
The document outlines the roles and responsibilities of various project team members for a CRM implementation project. It describes 14 key roles including the steering committee, executive sponsor, project leader, functional champions, system administrator, CRM application consultants, and others. For each role, it provides a brief description and lists their primary responsibilities in managing, implementing, and supporting the new CRM system.
This document outlines an agenda for a conference session on strategies for successful engineering management. The session will be led by Jill Almaguer and Carla Fair-Wright and will cover learning objectives, introductions, experiential learning, and Q&A. It will explore tools and techniques for improving project management, sharing best practices, and discuss challenges such as constraints, dependencies, leadership obstacles, and global teams. Project management topics will include the project life cycle, planning, controlling, maturity models, and Agile processes.
Enterprise Project Management and the US Armed Forces - EPC GroupEPC Group
A branch of the U.S. Armed Forces implemented an Enterprise Project Management (EPM) solution to standardize project management practices and optimize resource allocation. EPC Group assisted with a phased approach including an initial assessment, recommendations, and actual implementation. The assessment identified challenges around inconsistency and a lack of visibility. The implementation improved consistency, visibility, and resource utilization. It allowed for better project prioritization and monitoring. The client realized benefits like more efficient resource use and improved reporting that aligned with their goals.
This document provides guidance on developing a project management methodology using a traditional phased approach. It outlines 10 steps across the initiate and plan stages, including creating a project charter, developing a work breakdown structure, and establishing plans for scheduling, budgeting, risk management, change management, communications, and procurement. Templates are provided to complete each step and develop a formal project plan. The overall goal is to help users create a customized methodology for managing projects within their organization.
This document discusses consolidating risk management and business continuity strategies at Kenya Electricity Generating Co. (KenGen). It outlines KenGen's enterprise risk management approach, which includes strategic risk management, project risk management, process/area risk management, fraud risk management, and business continuity management. The relationship between risk management and business continuity management is explored, with business continuity seen as a risk treatment for ensuring continuity of critical operations. The key steps in KenGen's business continuity management process are also summarized.
A CCP is an experienced practitioner with advanced knowledge and technical expertise to apply the broad principles and best practices of Total Cost Management (TCM) in the planning, execution and management of any organizational project or program. CCPs also demonstrate the ability to research and communicate aspects of TCM principles and practices to all levels of project or program stakeholders, both internally and externally.
This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
This document discusses the use of program management standards and methodologies at Siemens. It summarizes two key international program management standards - PMI's Standard for Program Management and OGC's Managing Successful Programmes. It describes how Siemens is using aspects of both standards to implement organizational program management and support initiatives like improving project management maturity. A key focus is on defining programs versus projects, and using program management approaches like tranches, roles like the Business Change Manager, and focusing on benefits realization to improve organizational effectiveness and efficiency.
Similar to Program Management Deployment Concept Consulting (20)
This document outlines the governance structure for implementing MiFID II regulations. It shows that the MiFID II Executive Council oversees three steering committees that manage the corporate program and separate business and IT programs. These committees further oversee various workstreams across business and IT that are implementing changes for areas like transaction reporting, transparency, and client onboarding. Impacted stakeholders include front office, middle office, operations, compliance, legal, and client onboarding teams.
The document advertises the Joint Alumni Conference (JAC) scheduled for September 30, 2011. The one-day conference will bring together over 300 business leaders and alumni from top business schools to discuss topics like sustainability, corporate responsibility, and leadership. Speakers include CEOs from Deutsche Bank, Novartis, and General Motors as well as deans from INSEAD and other schools. Participants will gain insights into industries like consulting, finance, and healthcare, and explore managing opportunities in Asia, Russia, and Africa.
The Volcker Rule restricts proprietary trading by U.S. banks in an effort to prevent conflicts of interest and excessive risk-taking. It prohibits banks from engaging in short-term trading of securities, derivatives, and commodities for their own profit and limits ownership of hedge funds and private equity funds to 3%. While intended to curb speculative behavior, critics argue it may raise costs for banks and trading volumes. Banks were given 7 years to comply with new reporting and compliance requirements under the Volcker Rule.
This document provides an overview of BCBS 239 principles for effective risk data aggregation and risk reporting. It discusses how most large banks historically managed risks through Excel and Access databases, which were inadequate. BCBS 239 principles address issues with risk management processes, including risk IT infrastructure, data quality, strategy, governance, and reporting. All in-scope banks must implement BCBS 239 guiding principles by 2016. Key impacted areas include market, credit, liquidity, and operational risk management. The approach involves understanding BCBS 239 requirements, gap analysis, a program implementation plan, detailed divisional analysis and projects, an IT solution, data governance, and regulator agreement.
Your behavior reflects how you expect others to behave. The way you lead your own life and manage tasks, stress, risks, and complex situations is indicative of how you will lead others at work. How you think, treat yourself and others, behave, respect people, trust people, and work reflects how you expect these same qualities from other people.
Kaushik Pramanik has 17 years of experience leading large regulatory projects for banks. He offers expertise in implementing MiFID II, the European regulatory framework that extends market transparency rules and other requirements to new asset classes and derivatives. MiFID II will significantly impact trading activities, pre-and post-trade reporting, and many divisions of affected firms. It must be implemented through a large global program with regional workstreams to ensure compliance by the January 3, 2017 deadline.
The document outlines the key hard and soft skills of a program director. For hard skills, it lists understanding business strategies and policies, designing program governance strategies, developing program management plans, establishing program teams, and providing leadership to execute programs across divisions. For soft skills, it emphasizes self-awareness, emotional intelligence, relationship building, effective communication, motivating others, and negotiation/conflict resolution skills.
The document provides an overview of an ESOS Cross-border program. It introduces the program and describes the ESOS function, which involves an ESOS trust buying shares from companies or shareholders and granting shares to employees. It outlines the current business challenges, including the lack of a global IT solution and different taxation rules between countries. The document proposes IT objectives like leveraging global components and making the ESOS solution flexible enough to incorporate different rules. It presents an IT context diagram and discusses aligning business and IT strategies to help clients through a functionality-rich IT product solution.
This document provides an overview of wealth management marketing. It describes the global, central, regional, and product marketing structures and governance. Key responsibilities include cross-divisional coordination, legal and risk compliance, translating business priorities into marketing strategy, producing client and sales literature, and defining regional marketing strategies. The marketing team provides an alignment between investment and private banking sectors and acts as a strategic partner for international wealth management locations.
The document provides details about a post graduate diploma project titled "Investment Strategy of Investment Banking Trading Information Technology Department". It includes a 9,500 word report on analyzing the investment strategy of the IT department that supports the trading function of an investment bank.
The summary covers:
1) An overview of the investment banking business and trading department along with defining the problem of strategic challenges faced by the IT department.
2) A literature review on IT strategy and strategic models to analyze the current methodology and identify gaps.
3) The proposal to address the challenges by outlining a new strategic direction and investment priorities for the IT department along with expected benefits.
This document provides an overview of a project proposal to model and measure operational risk in investment banks. It discusses how operational failures at investment banks can be costly and damaging. It reviews the Basel II accord's definition of operational risk and categories of operational risk events. It also outlines three main approaches to measuring operational risk under Basel II - the basic indicator approach, advanced measurement approach, and standardized approach. The proposal aims to identify a unique way to quantify operational risk in investment banks that is acceptable globally.
This document discusses the creation of a new organization called Global Trade Solutions (GTS) to address challenges with the bank's existing fragmented trading systems and solutions. GTS would consolidate trading applications across divisions under one organization to develop integrated, global solutions. This would help reduce costs and complexity while enabling growth. The objectives are to organize trading IT staff under GTS, define an architecture to support long-term sustainability, identify core applications to invest in, and eventually expand GTS to other regions. The document was produced by Kaushik Pramanik on October 1, 2009.
Communication management involves identifying stakeholders, planning communication, and distributing information. It also includes managing stakeholder expectations and reporting performance. The key aspects are:
1) Identifying project stakeholders and their communication needs.
2) Planning communication by determining information to share, format, frequency, and roles for distribution.
3) Distributing clear and concise information to stakeholders using various media and addressing their goals.
More from Eagle-Eye Management Consultancy (UK) Limited (13)
2. Contents..
Introduction: Models and Governance:
1. Background and current situation 1. Deployment model
2. Objectives of the presentation 2. Present big picture (Functional model)
3. Vision & Mission 3. Target big picture (Functional model)
4. Scope statement 4. Work Stream (WS) concept
5. Strategic challenges 5. Work Stream (WS) approach
6. Balanced scorecard 6. Deployment organizational structure
7. Deployment governance mechanism
8. Governance triangle
9. Deployment value chain
Risk, KPIs, and Roll-out plan: Responsibilities and Key messages:
1. Top 5 risks and risk mitigation actions 1. Work Stream (WS) leader’s - key
2. KPIs related to the deployment responsibilities
3. High level roll-out deliverables 2. Head of project management – key
4. High level roll-out schedule responsibilities
5. Reward & recognition 3. Key messages for the deployment
4. The end.
Prepared by: Kaushik Pramanik 2
3. Background and current situation..
Insurance top management has decided to roll-out program management best practices across
Insurance group divisions (Insurance Ltd., Reinsurance, Corporate Solutions, Asset Management,
Corporate functions and other Enabling Units) and regions.
The current program management framework has many deficiencies as mentioned below.
Standard program
Standard reporting
management Processes and tools
structure
terminology
Deficiencies
Control of program Overlap between
Key performance
financial project and program
indicators
management governance.
The new PMI based program management framework (consists of four phases, four governance
checkpoints, standard program charter, program reports and the benefits management plan) has
been designed and ready for deployment on fourth quarter 2012.
Prepared by: Kaushik Pramanik 3
4. Objectives of the presentation..
The main objectives of this presentation are
to provide the
transparent road map
to generate new for training & learning
to develop the , tools &
vision & mission program management
best practice techniques, deployme
statement for nt processes, user
deployment / deployment concept
including high-level support, awareness, r
roll-out phase. eward &
roll-out plan with all
the major activities recognition, and
and key milestones. communication.
to define the deployment
scope, roles &
to identify top
responsibility,
five key risks and
deployment work stream
risk mitigation
concept across regions
actions in relation
and divisions, deployment
to the
organization structure and
deployment.
governance mechanism.
Prepared by: Kaushik Pramanik 4
5. Vision & Mission statement..
Vision
Our vision is to become the trusted partner of all divisions of Insurance, renowned for our
consultancy on best-practice program management and project management frame
work and methodology.
Mission
Our mission is to help insurance globally by
partnering with Insurance business, corporate, IT and shared services divisions to implement
sustainable, and reliable best-practice program management framework globally.
providing training , tools and necessary support to Insurance employees to use best-practice
program management framework.
empowering our employees and rewarding them for practicing best-practice program
management framework.
Prepared by: Kaushik Pramanik 5
6. Scope statement..
Scope of the “Program Management – Best Practice”
deployment plan is limited to…
All program management organization of Insurance across divisions and
regions.
Training and support of program managers and nominated individuals
about new “Program Management - Best Practice” framework, and
tools & techniques associated with it.
Creation of awareness among employees about the new framework and
methodology across Insurance via different communication
mechanisms.
Reward and recognition procedures and guidelines for following the
new “Program Management – Best Practice” framework.
Prepared by: Kaushik Pramanik 6
7. “Program Management – Best Practice” Deployment:
Strategic challenges…
• Senior Management of the organization does not value the new
Organizational best-practice framework.
• No support from the top management within the organization.
• Present operating model doesn’t support program management.
Operational • Too much to change in the operational functional model to adopt the
change.
• Budget issues to follow the new practice.
Financial • ROI to follow the new practice is lower than existing practice.
• Program Managers are not trained, resistant to the new practice.
People • Lack of knowledge about Program & Portfolio Management and
Strategy.
• Too many processes are already in place.
Process • Strong resistant to adopt another new process and framework.
Prepared by: Kaushik Pramanik 7
8. “Program Management – Best Practice” Deployment:
Balanced scorecard..
Strategic Objectives Strategic Measures
Measure ROI with new practice
F1: Long term higher ROI
Financial
Number of projects are completed on
F2: Reduce program financial risk
time and on budget using new concept.
F3: Controlled program financial
Existence of program financial
management
management framework
C1: Well trained program managers, Industry survey on program &
Customer
quality assurers, program / project management staff in Insurance
project management officers through external agency
C2: Improve support to customers Customer satisfaction survey
I1: Common practice Survey result on the existence of best
Internal
I2: Industry standard practice (PMI) practice across Insurance.
I3: Higher quality of deliverables Audit result on program deliverables
I4: Higher performance and overall program performance.
Employee survey
Learning &
L1: Focus on core competencies and
Growth
skills Existence of career growth plan for
L2: Provide career growth charter program managers and other
L3: Tailor made learning program. participants.
Prepared by: Kaushik Pramanik 8
9. Deployment model..
Target
Deployment Governance Role and Deployment
Operating
Concept Mechanism Responsibility Road Map
Model
Overall deployment
concept Role definition
Work Stream Governance Key milestones
structure structure & activities
Present big picture Key
(Functional model) responsibility
Organizational Governance Dependencies
definition
model model
Target big picture Expected date
Deliverables
(Functional model)
CoE
Governance Enterprise Governance
Strategy
“Program Management –
Best Practice”: Deployment
Strategy
Prepared by: Kaushik Pramanik 9
10. Present big picture..
Present Functional Model
Reinsurance Insurance & Risk Human Information Asset
Claims Management Resources Technology Management
CH
APAC
NA & LA
EMEA
“Different colour represents different practice framework, and tools across regions
and divisions.”
Prepared by: Kaushik Pramanik 10
11. Target big picture..
Target Functional Model
Reinsurance Insurance & Risk Human Information Asset
Claims Management Resources Technology Management
CH
APAC
Program Program Program Program Program Program
Management – Management – Management – Management – Management – Management –
NA & LA
Best Practice Best Practice Best Practice Best Practice Best Practice Best Practice
EMEA
“Program Management – Best Practice” framework, tools, training, guideline, support
Prepared by: Kaushik Pramanik 11
12. Deployment concept: Work Stream concept..
Communication & Training, Tools &
Communities Work Techniques, and
Stream Support Work
Stream
“Program
Management –
Best Practice”:
Governance Deployment Governance
Set the strategic direction Cross-functional Establish the accountability
Establish disciplined execution Define rewards & recognition
Define various actions
collaboration Evaluate framework & road map
Prioritise & communicate Work Stream Investment decision
Prepared by: Kaushik Pramanik 12
13. Work Stream approach..
Three global work streams have been defined to ensure that “Program
Management – Best Practice” deployment activities and deliverables are
generated in a timely and collaborative manner.
Communication & Communities
1 This work stream will be responsible for communicating “Program Management –
1 Best Practice” across regions and divisions in Insurance through different mode of
communication and program management community.
Training, Tools & Techniques, and Support
This work stream will be responsible for development and execution of a framework
2 related to training, tools & techniques, and user support of Program Management –
Best Practice” to increase the quality and efficiency of numerous program
management environments in Insurance.
Cross-functional collaboration
This work stream will be responsible for collaboration and coordination between
above two work streams, across Insurance business divisions and regions, corporate
3
training department, external parties to facilitate smooth deployment of “Program
Management – Best Practice” framework in Insurance.
Prepared by: Kaushik Pramanik 13
14. Deployment organizational structure..
R
Head of CoE Head of Project Communication & e
g
i
Enterprise Management Communities Lead o
n
Transformation Practice Area ( WS Lead A) a
l
Head of Project Management
R
Practice Area Training, Tools & e
g
WS Lead A WS Lead B WS Lead C Techniques, and i
o
Support Lead n
a
WS Lead C (WS Lead B) l
External &
External &
Insurance
Insurance
WS Lead A WS Lead B
R
e
Cross-functional g
Regional Leads Regional Leads i
collaboration Lead o
n
(WS Lead C) a
l
Collaboration Model
Prepared by: Kaushik Pramanik 14
15. Deployment governance mechanism..
Head of Project Management Practice
Global Head & GLOBAL
Regional Heads
-> STC Function AMERICAS
APAC EMEA CH
(NA & LA)
Global Work Stream Teams
Virtual
Teams
1
Communication &
Communities lead Lead A
2
Training, Tools & Techniques
, Support lead Lead B
3
lead
Cross-functional collaboration
Lead C
Each work stream leader will lead global teams across regions to implement various work stream activities regionally.
Initially, the work stream leader will be based in Switzerland. However, a work stream leader can be located in any region.
Every region will have regional work stream leader, regional team members and virtual team members.
Three leads (Lead A, Lead B and Lead C) and Head of project management practice will meet twice a month to discuss
the status, progress, risk issues of the deployment. The meeting duration is two hrs.
Prepared by: Kaushik Pramanik 15
16. Governance triangle..
COO / DOO GIO Strong focus from top.
End to end governance.
Consists of COO/ Top to bottom transparency.
Head of Project DOO/
Management Practice, GIO High-level of accountability.
Governance
Work stream leaders (3) Result oriented structure.
Frequency (2 per month) Clear strategy & big picture.
Long-term sustainability.
Well drawn road map.
CoE Enterprise Team force in action.
Transformation Governance Fostering collaboration.
Catalyst to transformation.
Reward and recognition.
Program Management – Best Practice
Governance
Consists of
Work stream leaders ,
Regional participants ,
Frequency (2 per month)
Work stream Governance
Each work stream will have governance mechanism…
Prepared by: Kaushik Pramanik 16
17. Program Management – Best Practice:
Deployment value chain.. Note:
Value Chain: -
COMMUNICATION & COMMUNITY
Processes or
E
X activities by which an
COLLABORATION organization adds
C PLANNING, CONTROLLING & MONITORING value to end users.
O
U C
N O
MANAGERS
PROGRAM
C F T M I
T
I C R E M M S
L R
O A M T U P U
A
N M P O N L P
P I
R C E L O I E P
N
O E W A L C M O
I
P P O T S A E R
N
O T R E T N T
S G
K S I T
A
O
L
N
Note: End value to customer is “Program Management –
Best Practice” framework which will provide competitive
advantage over a long run.
Prepared by: Kaushik Pramanik 17
18. Top 5 risk issues and risk mitigation actions..
1 2
Program managers Strong resistance to
reluctant to follow adopt new practice.
any guidelines. Mitigation Action: Communicate
quantitative and qualitative values
Mitigation Action: Train program
of new practice over the old one.
managers, reward & recognize
them if they follow guidelines.
Key 3
Risks Lack of awareness
group wide.
5
Mitigation Action: Develop a
holistic communication model
Lack of support from Sr. to create the awareness.
management.
Divisional and regional
Mitigation Action: Get a mandate
organizational barrier and 4
and buy in from top management. complexity.
Mitigation Action: Focus on cross-
functional collaboration model
and plan, and robust governance.
*** Focus on preventive actions over reactive actions.
Prepared by: Kaushik Pramanik 18
19. KPIs related to the deployment..
Milestones on schedule, and
Number of Program
budget.
Managers are trained in
each region and division.
Resource distribution at
various stages of the
Number of PMOs and QAs
deployment.
are trained in each region
and division.
CPI, SPI, CV, SV, EAC, ETC
metrics related to the
Statistics related to the
deployment.
different training mode
(Workshop, Online, Coaching
Number of risk issues at
etc.).
different stages of the
deployment.
Various communication
statistics.
Customer or end user
feedback score after
Number of community
the deployment.
members in each
region.
Prepared by: Kaushik Pramanik 19
20. High level roll-out deliverables..
Following are the various roll-out deliverables for HR program management
department across divisions and regions in Insurance (Pilot program).
Set-up and Define Execute
Define detailed deployment plan Generate awareness across HR group
Set-up of Work Streams (WS) Execute communication plan
Define communication plan Execute collaboration plan
Define collaboration plan Provide training to HR program managers
Define training, tools & techniques and Provide necessary support to HR program
support plan managers with tools & techniques
Set-up of “Program Management – Best
Practice” communities
Approval, Go live and Closure
Receive approval from HR divisional and regional sponsor
Receive approval from “Program Management – Best Practice” program sponsor.
Receive the approval from Head of CoE Enterprise Transformation.
Go live
Program closure.
Prepared by: Kaushik Pramanik 20
21. High level roll-out schedule..
2012
Jun Jul Aug Sep Oct Nov Dec
Set-up & Define
Deployment Plan
Sign-off
Work Streams
Communication Plan Sign-off
Collaboration Plan Sign-off
Training, Tools, Techniques, Sign-off
& Support Plan
Communities
Execute, Approve & Go Live
Awareness
Communication
Collaboration
Training Sign-off
Support
HR Approval, CoE Approval
& Sponsor Approval Sign-off
Go Live
Prepared by: Kaushik Pramanik 21
22. Reward & recognition to program managers..
Inform the
Mention the Recognize
supervisor
names in the in the group
about the
town hall. wide news letter.
achievement.
Reward
&
Recognition
Provide dinner Arrange CoE Provide
coupon for the reward event certificate from
family. with dinner. CoE division.
Prepared by: Kaushik Pramanik 22
23. Work Stream (WS) leader: key responsibilities
Communication & Communities
Develop and distribute communication management plan to deploy “Program
Management-Best Practice” & maintain sustainable relationship with stakeholders.
Create “Program Management -Best Practice” community for each region led by
regional leaders focusing on best practice methodology, framework, tools,
awareness, user support etc.
Provide guidance to regional “Program Management – Best Practice” community.
Training, Tools & Techniques, Support
Develop “Program Management–Best Practice” framework training material. Provide
training to program managers across divisions and regions.
Define tools & techniques, tool chain to be used to follow “Program Management –
Best Practice” methodology.
Provide support to end users of “Program Management – Best Practice”.
Cross-functional collaboration
Define collaboration plan focusing on collaboration mode between different
stakeholders, work streams and communities.
Generate awareness of Program Management – Best Practice” across regions using
PM Hub, Group wide Newsletter, social-networking platform (“Your Space”),
podcast, webinars, hand-out, etc.
Prepared by: Kaushik Pramanik 23
24. Practice area head of project management: key responsibilities
Key responsibilities:
Define Program Charter to deploy “Program Management – Best Practice” across divisions
and regions and lead the program.
Define the concept, target operating model, deployment road map of “Program
Management – Best Practice“ framework.
Facilitate global work stream leaders, regional work stream leaders to carry-out their
defined responsibility.
Maintain long-term sustainable relationship with program sponsor, departmental heads
in Insurance across regions and divisions, stakeholders in CoE Enterprise transformation
organization, various internal and external teams and stakeholders.
Define and execute various governance mechanism, governance meetings to address
the strategic and tactical requests and execute “Program Management – Best Practice”
deployment on time and on budget across divisions and regions.
Track & control various financials to deploy “Program Management – Best Practice” in
Insurance.
Define reward and recognition criteria for using “Program Management – Best Practice."
Lead the work stream team to implement “Program Management – Best Practice."
Provide monthly progress , status, risk , and KPI metrics report to program sponsor, head
of CoE enterprise transformation and all stakeholders across divisions are regions.
Prepared by: Kaushik Pramanik 24
25. Key messages for the deployment..
Be focused, committed and dedicated to accomplish the mission as a team.
Encourage best practice above and beyond, and always be collaborative.
Provide high quality sustainable solution not only the product and framework
to end customer.
Become a trusted partner of stakeholders and business unit members.
Gain the loyalty of the customer over customer satisfaction.
Prepared by: Kaushik Pramanik 25
26. Teamwork is the ability to work together towards a common vision. The ability to
direct individual accomplishments towards organizational objectives. It is the fuel
that allows common people to attain uncommon results.
- Andrew Carnegie
(19th century Scottish-American Industrialist)
Thank you for your time and going through this presentation, I think
that the mission is possible.
Prepared by: Kaushik Pramanik 26
Prepared by: Kaushik Pramanik 26