New developments in program management

Editor's Notes

• #2: Emotional approach: Everybody talks to you about strategy, but what do you know about it?Does it matter?(Slides 1-5) Rational Approach: Strategy drives the organization-the environment drives the strategyProjects are influencing the strategy(Slides 6-8) Emotional Approach: We need to understand what drives our organization(Slide 9) Rational Approach Predictability = motivation = realizationProjects are predictable = realized Explicit: Projects lead to StrategyImplicit: Sensemaking leads to Governance How does enactment structure itself in real-life strategy implementationThe top-down and (disturbing?) bottom-up process Emotional and Rational A Laugh ! The hot DogSerious ! Systems thinking and enactment principle Rational Approach: To conclude: Why “Projects enact Strategies”What do organisatons needs to do to be successful? Emotional Approach: Thank you for listening…
• #5: “PMI's second edition of its program management standard demonstrates an overall poor understanding of this complex discipline. It also provides practices that — at best — are disappointing and largely composed of reused project-centric contents and approaches.” Gartner Report on The PMI Standard for Program Management Example of iPhone When it came out in January 2007: Knowable-Developing/Emergent iPhone 3G (Wifi & Internet): Knowable-Developing iPhone 4 (Video Call): Known-Developing
• #15: Convergence of objectives which measures the degree of ambiguity of the initiative, measured on a scale of three from: Agreed: Alignment of stakeholders; typically few stakeholders; predictable interactions Negotiated: Likelihood or alignment; multiple internal stakeholders; predictable interactions Emergent: Challenged objectives; multiple internal and external stakeholders; unpredictable interactions Predictability of outcomes which measures the degree of uncertainty of the initiative and is measured on a scale of three from: Likely: Data/knowledge available enables to establish direct cause-effect relationship Unlikely: Data/knowledge not readily available; indirect cause-effect relationship Unknowable: Unavailability of data does not enable cause-effect relationship Organisational span, which increases the number of stakeholders and interdependencies between components, two factors that help distinguish a program from a project. BU Level: Internal to a business unit and does not require resources outside the BU or sector 2 or more BUs: Requires resources coming from more than one business unit or sector Organisational: Spans the whole organisation involving multiple business units. Typically of strategic importance to the business. Note: In the case of external contracts, it is the client’s organisation that is assessed. ELM team could come from only one business unit, if it spans multiple BUs in the client organisation it will score 2; the whole organisation and it would score 3. Transition and change are crucial factors that distinguish programs form projects as they ensure that program outcomes will actually be delivering value for the business. Handover: Simple handover of product to user or client. Some training may be required. Transfer: Requires operational transfer activities such as piloting or testing of systems. Transition: Full transition process over a period of weeks or months until benefits are achieved. Delivery of business benefits is an essential characteristic of program management which distinguishes from projects that typically deliver products, services or results. Products, services, results: Technical or operational deliverables Capabilities: New operational state resulting from the application of products or services Benefits: Measurable business benefits resulting from the operationalization of capabilities
• #18: Length of cycles Amount of change Impact of benefits Initial, intermediate & final benefits
• #19: Length of cycles Amount of change Impact of benefits Initial, intermediate & final benefits