Program management focuses on managing interdependent projects to achieve strategic objectives. It oversees the white space between projects and ensures benefit realization. An enterprise program management approach coordinates all programs and projects at the highest organizational level for governance and oversight. Establishing a program management capability involves deploying a methodology, training practitioners, conducting health checks, and improving practices over time with executive sponsorship.

1. Program and Project Management
as a Capability

2. Program Management Architecture
• What is Program Management
• Benefit of using Program Mgmt
• Program and Project Mgmt (PPM) Maturity
• Selecting the right Program Managers
• Organizational Deployment Approach
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3. Program Management vs. Project Management
Program Management
Managing the white space Interdependencies
Strategic intent to action Multi-Project alignment
Big picture Cross project issue, risk, resource,
Executive Governance & scope management
Multi-level client interaction Ensures benefit realization
High-level plan
Program A Program C
The
Project A Project C White Project E Program B
The White Space
Space The White Space
Project B Project D Project G
Project Management
Specific product/service delivery Escalates issues, risks, etc.
Detail plan SEI CMM focus
Low level deliverable creation ISO focus
Can operates within a broader program Value Assurance
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4. Program A Program C
The
Project A Project C White Project E Program B
The White Space
Space The White Space
Project B Project D Project G
Program management focuses on managing the white
space between dependent, inter-related projects
focused on the creation of a deliverable or providing a
service.
A program can be established for pursuit, development,
consulting, infrastructure or operational efforts.
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5. PPM Capability
PPM Support Structures and Assets
Methodology Architecture
Framework
Method
Process
Program & Project
Management Skills
EPO
Toolkit EPO
Enterprise
Program
GPMA Office
Method
PgO
Toolkit
PgO
Program
Office
PSO
Project
Support
PO Office
PM I st e S s s e c or P Project
Method Office
* Refer to support office
section of the PPM web site
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6. Project Management Methodology
Start-Up
Planning
A methodology
that prescribes a
defined, systematic
method to plan,
direct, monitor,
adjust, and control
a series of Execution
interrelated project
activities.
Close-Down
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7. Program Management Architecture
Program Life Cycle
Start-up
Operations Support Planning
Close-Down Execution
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8. Enterprise Program Management
An enterprise is defined
as the highest level of a
Enterprise business organization.
Project I Program A Program C Project L
Project J Project M
Program B
Project A Project C Project E
The White Space The White Space
Project B Project D Project G
Enterprise Program Management
Managing the ENTIRE enterprise Enterprise level client interaction
portfolio of programs and projects Enterprise issue, risk, resource,
Not focused on the white space scope management, …
Strategic Business Plan Ensures benefit realization
Enterprise Picture Manages new requests
Enterprise Governance
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9. Enterprise
Project I Program A Program C Project L
Project J Project M
Program B
Project A Project C Project E
The White Space The White Space
Project B Project D Project G
Enterprise Program Management involves tracking and
oversight for the entire portfolio of programs and
projects within an enterprise to allows enterprise
governance line of sight for decision making.
A EPO is most ideally established in a client facing
organization but can be established for a line of
business.
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10. Program and Project Mgmt Maturity Model
Analyze and improve Incorporated Productivity
Program & Project
•Business plan drives program/project portfolio
Management and Quality
•World Class Program & Project Management
Practices
Managed
Quantitatively •Metrics provide early warnings of failure points
manage projects •Enterprise program offices oversee programs / projects
& programs •Executive Leadership integrally involved in metrics and oversight
Defined
Identify and align •Corporate PPM Methodologies / Processes institutionalized
•Program & Project Managers are PMI certified
critical
•Leadership models consistent practices
program/project •Consistent key metrics implemented
practices
Stable
•Methods & processes developed and deployed
•Program / Project managers and Business Executives engaged
•Primarily improvement focus
•Key Program & Project Managers designated as key positions
Initial Risk
3 – 5 years Industry Average
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11. Program Management Architecture
Proven Benefits in Using PPM
• Increases on time, within budget, & providing value for
cross-organizational, global and/or complex projects
– Ensures interdependencies are managed
– Provides Governance line of sight into issue
resolution, scope change approval, risk plan
monitoring & resolution
– Benefit management through realization
• Provides executive oversight into program operations
• Increased client satisfaction
• Ensures the white space is managed and controlled
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12. Program Management Capability
Suggested Deployment Approach
• Identify organizations for deployment
• Obtain leadership sponsorship
• Conduct Executive Sponsor Training
• Conduct PPM Training for practitioners
• Conduct initial baseline Healthchecks
• Create/Execute corrective action plans
• Provide coaching (one-on-one sessions, ongoing)
• Conduct ongoing, quarterly PPM Health Checks
– Report results to Executive Sponsors
• TIME & PATIENCE
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