Program management for goup1
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This document discusses key concepts in program management including the differences between projects and programs, program governance, and benefits realization planning. It defines a program as a group of related projects managed to achieve business benefits, while a project creates unique products or services. Effective program governance involves developing policies, roles, and oversight mechanisms. A benefits realization plan identifies the benefits to be achieved, how they will be measured, and who is responsible for delivery over time.
Program management for goup1
- 1. A Team IIR - PROGRAM MANAGEMENT 28TH APR – 2ND MAY 2013 COPYRIGHT 2013 - A-TEAM
- 2. Agenda Program vs. Project Program Governance Benefits Realization Plan Questions? COPYRIGHT 2013 - A-TEAM
- 3. Programme vs. Project What is a project Temporary endeavor of activities to create a unique product or service What is a programme Group of related projects managed to reach the business benefits of the organization Project Product or Services Project 1 outcomes Project 2 outcomes Outcomes
- 4. Programme vs. Project Organizational Strategy Portfolio Programme 1 Project 1 Tasks Project 2 Tasks Programme 2 Sub Programme Project 1 Tasks Project Tasks
- 5. Programme vs. Project Topic Project Programme customers Specific customer Set of customers with different missions Involvement of Project & Programme manager Work on deliverables with project team Work as a facilitator and leader with project managers and teams Focus Focus on specific deliverables and meet the project goals Requirements, goals, and business benefits are always enhanced to meet the cooperate strategy Change Assessed against limited set of deliverables Assessed against all projects and ensure it reinforce the strategy Communication Planning Usually one communication plan Many communication plans for different stakeholders and sponsors
- 6. Programme vs. Project Topic Project Programme Staffing Organization resources / short- term Organization resources / Hire staff / long term Risks Related to product of the project Risks might affect the whole Programme, projects, and business strategy Negotiation Usually between the customer and delivery team Multiple customers and delivery teams
- 7. Program Governance Definition The process of developing, communicating, implementing, monitoring and assuring the policies, procedures, organizational structures and practices associated with a given program -The Standard for Program Management A critical success factor during program initiation The program steering group is appointed during program initiation along with the program manager will develop the hierarchy of the Program Governance Initial program governance activities and responsibilities will be outlined in the Program Charter
- 8. Program Governance Organizational structures - These may include a program steering committee, a Program Management Office (PMO), the program organizational model, and the project organizational model. Roles -These may include the executive sponsor(s), a steering committee member, the program director / manager, the PMO manager, and project managers. Mechanisms - Designed to provide guidance and direction, these may include policies, governance principles, and decision or authority specifications Activities - Organisational specific – address strategic alignment, ongoing benefits assessment, overall financial analysis and deliverable status
- 9. Program Governance During program setup the Governance process and infrastructure is also setup The Governance activities and plans are identified The necessary infrastructure in place – (PMO setup) Organise the program governance mechanism with approval, reporting and escalation procedures Establish the program control framework for monitoring and measuring the program and metrics for measuring the desired outcome Identify other infrastructure requirements for program governance and program control such as facilities and IT plans As programs progress, they require a linkage mechanism that ensures alignment between business strategy and direction, and the path to needed outcomes over the life of the program. In other words, this mechanism must help the program sustain its potential to deliver its promised value. Moreover, other mechanisms must provide oversight and control during program execution. They must help managers assess the program's current state and adjust content and direction if necessary. They should also allow management to refine the definition of success to maintain alignment with evolving business strategy.
- 10. Typical Governance Structure Program Steering Board Executive Sponsor Programme Director Program Manager Project Manager Project Manager Project Manager Project Manager PMO
- 11. Benefits Realization Plan Who When What Why Where COPYRIGHT 2013 - A-TEAM The Program Manager is responsible for the delivery of the benefits realization plan Developed as part of the Program Objective Development Document that describes the business benefits to be realized from the program Illustrates how the benefits will be achieved and who is responsible The business case and the charter will provide significant information as input along with Sponsors and key stakeholders
- 12. Benefits Realization Plan Baseline information that is included in the benefits realization plan includes: COPYRIGHT 2013 - A-TEAM Identification of Benefits How it is measured Identification of deliverables Planned Dates of Deliverables Actual Dates of deliverables Planned Dates when Benefit Measurement should start with Owner Actual Dates when Benefits Measurement should start with Owner
- 13. Benefits Realization Plan Benefits Map Obj2 Program Objectivesbenefit1 Benefits External behavioral Change Behavioral Change Project 1 Deliverables Project 2 Project 3 Benefit3 Obj1 Details…. Figures….. Benefit2 COPYRIGHT 2013 - A-TEAM An effective technique that a program manager can use to visualize the component deliverables , the initial benefits realized and the benefits that result in achieving the program’s objectives Don’t forget to revisit at every milestone at the least
- 14. Benefits Realization Plan Schedule of Benefits Delivery Year1 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Calculate Benefits Operational Mode Dec OnGoing Benefits Project 3 Ongoing Realization Project 2 Project 1 Year2 COPYRIGHT 2013 - A-TEAM
- 15. Benefits Realization Plan Best practices COPYRIGHT 2013 - A-TEAM Setup the right tools, procedures and infrastructure for monitoring benefits Revisit the benefits realization plan regularly at milestones at the least Ensure alignment of benefits with the strategic goals of the organization Include a schedule for benefits delivery with intermediate and ongoing milestone Outline who is responsible and accountable for delivery Engage the key stakeholders in developing the plan to draw on their experiences
- 16. Benefits Realization Plan Something to Realize Benefits do not happen as soon as the project is delivered Benefits rarely happen according to plan or on budget Benefit realization must be managed just like any other Project management process Some benefits cannot be measured or quantified or it just might not have a financial value A program manager is NOT responsible for realizing the benefits but only responsible for the projects that ultimately help realize the benefits COPYRIGHT 2013 - A-TEAM
- 17. Questions COPYRIGHT 2013 - A-TEAM What we are not!!!! What we are