Brief of program management
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This document discusses the importance of program management for high performing organizations. It notes that program management deals with more stakeholders, change management, strategic initiatives, and integration and governance. Program management requires cross-company contributions and the ability to deliver results through collaboration with a breadth of knowledge and expertise. The document also outlines that an essential tool for developing a program plan is the program roadmap, which provides milestones and expected outputs at a strategic level and identifies interdependencies between activities.
Brief of program management
- 1. Program Management for High Performing Learning Organizations By DJONI WIBISONO, PMP. PgMP At “Lightning Talks on Project Management” Tokyo 5 March 2015
- 2. Why we need Program Management … Impact High (Organization wide) Low Known Unknown Outcome P r o g r a m P r o j e c t Focus on Analysis Focus on Response Focus on continuity Focus on Results Source: Michel Thiry, 2010 Deals with: - more stakeholders - involve change management - strategic initiatives - integration and governance
- 3. Requires … Cross company contributions High Low Low High Individual performance Source: Morten T. Hansen, 2009 Requires ability to: - deliver results - collaboration - have breadth of knowledge and deep of expertise T-shaped Lone star Butterfly Laggard
- 4. The program roadmap is an essen/al tool for developing the program plan. The program roadmap : • Strategic level, built on milestones, result-based (not detailed ac/vity-based schedule which is done at project level which more on tasks and ac/vi/es, process-based) • For each benefit or key deliverable, sets the delivery or realiza/on date and clarifies expected output or outcome. • Iden/fy interdependency ac/vi/es, transi/on ac/vi/es and any review, appraisal or repor/ng ac/vi/es which are all managed at program level. • It is built from the benefits realiza/on plan and takes into account resource availability and project achievability factors. • The final roadmap can only be established when all ac/vi/es are iden/fied, but the team can start building the roadmap in the early stages of program management; it will be detailed progressively as more data becomes available and as beIer agreement is reached among the key stakeholders. Progra m Roadm ap
- 5. –Leo Buscaglia “Change is the end result of all true learning”