INITIATION OUTPUT (8)
- Approved Pg Charter
- Assigned PgM & Executive Sponsor
- ID possible Sponsors & Governance Board members
- ID Key Stakeholders & expectations/interests
- List of potential program projects/components
- Creation of Infrastructure needed to manage the program
- Key resources needed to setup Pg (accountability matrix may be used)
- Program Roadmap
CHARTER COMPONENTS (13)
- Justification & Vision from Bus Case 2. Map to Strategic Goals 3. Desired Outcomes 4. Prelim Scope 5. Benefits to be delivered and prelim Benefits strategy/plan 6. Assumptions & Constraints 7. Prelim Component List 8. Risks and Issues ID’d so far 9. Total time length estimate with Key Milestones 10. Estimated Cost and Resources 11. Prelim Stakeholder list, positions, and mgmt strategy 12. Recommended Gov Strategy 13. High-Level Roadmap
ACCOUNTABILITY MATRIX (what & when create)
Created in the Initiation Phase to identify and assign program roles and responsibilities to build the core team and to differentiate between program and project resources.
WHAT DOES CHANGE MGMT PLAN CONTROL?
- Scope
- Quality
- Schedule
- Cost
- Contracts
- Risks
- Rewards
5 DOMAINS OF PgMGMT
- STRATEGIC PROGRAM MGMT
- PROGRAM LIFE CYCLE
- BENEFITS MGMT
- STAKEHOLDER MGMT
- GOVERNANCE
5 PHASES OF PROGRAM LIFE CYCLE
- INITIATING
- PLANNING
- EXECUTING
- CONTROLLING
- CLOSING
INITIATING PHASE
Defining the program and projects to ensure alignment with strategic objectives, and obtaining agreement from stakeholders
PLANNING PHASE
Defining program scope and developing the program, including all projects, and all activities that occur within the program
EXECUTING PHASE
Performing work necessary to achieve the program’s objectives and deliver the program’s benefits
CONTROLLING PHASE
Monitoring the prograss, updating program plans as required, managing change and risk
CLOSING PHASE
Finalizing all program activities, including all constituent projects, executing transition plan, archiving, obtaining approvals, and reporting
STRATEGIC PROGRAM MANAGEMENT
Identifying opportunities and benefits that achieve the organization’s strategic objctives through program implementation
BENEFITS MANAGEMENT
Defining, creating, maximizing, and sustaining the benefits provided by programs
STAKEHOLDER MANAGEMENT
Capturing stakeholder needs and expectations, gaining and maintaining stakeholder support, and mitigating/channeling opposition
GOVERNANCE
Establishing processes and procedures for maintaining proactive program management oversight and decision-making support for applicable policies and practices throughout the entire program life cycle.
INITIATING PROGRAM KEY TASKS (6)
TASK:
- Develop Charter using input from stakeholders and analyzed benefits
- Translate strategic objecies into high-level scope statement
- Develop high-level milestone plan using: goals & obj, historical info, etc
- Develop accountability matrix by ID and assigning program roles and responsibilities in order to build the core team and to differentiate between the program and project resources
- Define standard measurement criteria for success for all constituent projects by analyzing stakeholder expectations and requirments across the constituent projects in order to m/c the program
- Conduct program kick=off with key stakeholders by holding meetings in order to familiarize the org with program and obtain stakeholder buy-in
PLANNING THE PROGRAM KEY TASKS (9)
- Develop detailed scope statement in order to facilitate overall planning
- Develop PWBS in order to determine, plan, and assign the tasks and deliverables
- Establish Pg Mgmt Plan and Schedule by integrating plans from projects and adding plans for supporting program funcitons (quality, risk, communications, resources) in order to forecast, monitor, and ID variances during execution
- Optimize Pg Mgmt Plan by ID, reviewing, and leveling resource requirements in order to gain efficiencies and maximize productivity
- Define PMIS by selecting tools and processes to share knolwedge, IP, and doc across projects max synerfies and savings in accordance with governance model
- ID and manage unresolved project-level issues by establishing a monitoring and escalation mechanism and selecting a course of action consistent with program constraints and objectives in order to achieve pg benefits
- Develop the transition/integration/closure plan by defining exit criteria to ensure all admin, commercial, and contractual obligations are met upon completions
- Develop KPI’s by using decomp/mapping/balanced scorecard in to implement scope and quality mgmt system
- Monitor key human resources for pg/project roles and ID opportunities to improve team motivation (i.e. develop compensation, incentive, and career alignment) and negotiate contracts to achieve benefits realization.
EXECUTING PROGRAM KEY TASKS (9)
- Charter and Initiate projects by assigning PM’s and allocating resources
- Establish consistency by deploying standards, resources, infrastructure, tools, and processes to enable informed program decision making
- Establish communication feedback process in order to capture lessons learned and team’s experinces throughout the program
- Lead HR functions by training, coaching, mentoring, and recognizing the team to improve team engagement and achieve commitment to the porgram’s goals
- Review PM’s performance vs project plan
- Execute apppropriate Pg Mgmt Plan using the tools identified in the planning phase and by auditing the results to ensrue program outcomes meet stakeholder expectations and standards
- Consolidate project and program data using reporting tools and methods to m/c performance and communicate to stakeholders
- Evaluate status to m/c the program while maintaining current program information
- Approve closure of constituence projects upon completion of defined deliverables to ensure scope is compliant wiht functional overview.
CONTROLLING THE PROGRAM KEY TASKS (6)
- Analyze variances and trends in costs, schedule, quality, and risks by comparing actual and forecasts to planned values to ID corrective actions or opportunities
- Update pg plans by incorporating corrective actions to ensure pg resources are employed effectively in order to meet program objectives
- Mg Program level issues (i.e., HR mgmt financial, technology, scheduling) by ID and selecting actions consistent with program scope, constraints, and objectives in order to achieve benefits
- Conduct impact assessment for pg changes and recommend decisions in order to obtain approval in accordance wiht governance model
- Mg Risk in accordance with risk mgmt plan to ensure benefits realization
CLOSING THE PROGRAM KEY TASKS (5)
- Complete Pg Performance Analysis report - final to planned for scope, quality, cost, schedule, and resource data
- Obtain stakeholder approval of all deliverables. NOTE: Customer/Sponsor sign doc for Final Acceptance formally
- Transition all Projects - (i.e., admin and PMIS closure, archive docs/lessons , transfer to ops)
- Post-review meeting for performance feedback and final lessons learned
- Report lessons learned and best practices observed & archive
Considerations for selecting team members on project
Align personnel aspirations to available roles to provide better motivation for assignment.
What 3 plans are often managed as an integrated plan during Program Execution Process Group?
Cost, Quality, and Schedule
Purpose of KPI’s and Balanced Scorecard
KPI’s are best practice to show program alignment with strategic goals and objectives. Balanced Scorecard helpful in setting performance targets. The purpose is to evaluate the program status while maintaining current program information.
Closure musts when Pg Terminated?
- Record justification and approvals for closure
- Record current state in Final Report
- Archive all docs
- Release resources
