The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
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Who am I?
David Whelbourn
Ex Soldier (12 years in the British Army)
Ex Rugby Player (spectator now)
Ex Young man
EX UK arrived in NB 5th
Nov 2005
Work for xwave as a Senior Project Manager in the healthcare practice.
PMP, MBA, PRINCE2 Practitioner
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Why should you listen to me?
What am I going to tell you?
What are you going to learn?
What are you going to remember?
What are you going to do tomorrow as a
result of this discussion?
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Reasons to keep listening
• Research is showing a continuing trend toward
projectization of organizations facing significant
challenges:
Increasing quantity of projects expected to be delivered
Increasingly complex and interdependent project portfolio
Need to reduce duration of project lifecycle
Need better overall management of project portfolio
Prioritization of relevant and most important projects
• The investment analysts are focusing on the ability of
executives to deliver those wonderful strategies.
• Gartner Announces Expanded Project & Portfolio
Management 2005 Summit – “the overall market for
project oversight services and solutions is growing at
exponential rates”.
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PMI Program Management Standard
• Three chapters plus some useful Appendices
• Each chapter loosely follows the first three chapters of
the PMBOK Guide
Chapter 1 The purpose and Definitions of Program Management
Chapter 2 Program Lifecycle and Organization
Chapter 3 Program Management Processes
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Context of PMI Program Management
• A program is a group of related projects
managed in a coordinated way to obtain benefits
and control not available from managing them
individually.
• Programs are responsible for delivering
outcomes (benefits), projects are responsible for
delivering solutions or products that enable the
outcomes to be achieved.
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What is Program Management
• Program management is the centralized coordinated
management of a program to achieve the program’s
strategic benefits and objectives. In addition, it allows
for the application of several broad management themes
to help ensure the successful accomplishment of the
program.
• These themes are:
benefits management,
stakeholder management, and
program governance
• These will be covered in later slides
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Program Management Framework
Managing the Portfolio
of Component Projects
Managing the Portfolio
of Component Projects
ProjectProject
ProjectProject
ProjectProject
ProjectProject
Change ManagementChange Management
Program GovernanceProgram Governance
ProjectProject
Program
Definition
Vision
Objectives
Scope
Architecture
Approach
Resourcing
Responsibilities
Dependencies
Integration
Program
Closure
Program
Closure
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1. Program Definition
• Establish the team
• Develop the blueprint / roadmap
Develop the Vision
Identify the Stakeholders
Develop the approach
Design the program organization structure
Develop high level risk management plan
• Identify the Infrastructure Requirements
• Develop Communications Plan
• Develop the Program Organization Structure
• Design the Portfolio of Component Projects
• Identify the “chunks” of useful project deliveries for phased delivery
• Develop the Business Case
• Develop Governance Arrangement
• Develop Program Plan
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Vision Statement
• This should describe the outcome of the
program in terms of new or extended capability.
Delivery of this capability is the end goal of the
program
• It provides a customer-facing definition of what
to expect from the transformed business - its
capabilities, service levels, costs and so on.
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Readiness for Success
• Establish the 'readiness' to respond to the challenges
and an ability to manage the transition for each of the
Stakeholders (RHA’s)
• Recognizes those factors that could affect, constrain,
block or influence the outcome(s) of the program.
• Understand the relationship between this program and
other programs / projects / initiatives underway or
planned
• Help the Stakeholders to recognize that achieving the
outcome(s) will involve a substantial amount of activity
• We have to accept that everyone involved in or affected
by the program must understand the implications of the
expected outcomes and their ability to contribute
appropriately.
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Set Up Program Infrastructure
• Identify and plan the facilities and other physical
infrastructure requirements for the program
management team.
• Plan the procurement and the acquisition of the
facilities etc…
• Kick off the program team organization and
PMO
• Establish the governance framework for the
Program
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2. Managing The Portfolio
• Identify the Projects
• Initiate and track the component projects
• Ensure alignment of projects
• Monitor progress against the plan
• Manage program risks, conduct issue
management resolution
• Coordinate across projects for resources and
deliverables and look for acceleration
opportunities within the program and projects.
• Manage Stakeholders and ensure acceptance is
completed before closing projects down.
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3. Program Governance
• ‘Governance’ is defined here as the functions,
processes, procedures and responsibilities that
define how the program is to be setup, managed
and controlled.
• To provide a governance framework that facilitates
vision / direction / prioritization / event handling
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3. Program Governance
• Gate reviews with authorization
• Ad-hoc guidance to Program management
team and projects as required
• Escalated Issue resolution
• Program Level Risk Management
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Risk Management Framework
• Typical Risks at Program Level are:
associated with acquisition, funding, organizational
and cultural issues, projects, security, safety, quality
and business continuity
Project and operational risks should be escalated to
this level against set criteria where they exceed
agreed tolerances – such as unacceptable exposure
to risk, outside certain limits and could affect program
objectives.
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Risk Management Framework
Context of the framework– program level
• Establish the risk policy or adopt the organization’s
• identify main stakeholders
• clarify objectives
• define the main approaches for identifying risks; assessing
risks and reporting them; how impact will be measured, how
probability will be measured; action to deal with risks
• define responsibilities for managing risk and reporting to
senior management, especially risks which cut across core
business activities and organizational boundaries
• establish quality assurance (QA) arrangements to ensure
that risk management reflects current good practice.
Joint working,
Identify tools & Techniques
Identify any legal requirements relevant standards,
and policies already in use
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4. Change Management
• The goal to maximize adoption
Coordinated across all projects
Engage Stakeholders in two way communication & involvement
• Develop common understanding and objectives
Develop models for the As-Is and To-Be states
• Building on the work of Phase 1
Liaise between stakeholders and technical teams
Knowledge Transfer
Assess readiness for change and implementation of new
systems
Transition Management
• Assist in preparing the organization transition to the new systems /
ways of working
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5. Program Closure
• Confirming program closure
• Program review
• Finalize program documentation
• Disband the Program team and support
functions
Any contracts used by the program should be
finalized and closed, or responsibility for continued
contract management handed over to business
management / operations.
• Inform stakeholders
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Program Organization (1)
Program Steering Group
Program Manager
Program Level Business Transition &
Change Management
Program Advisory Council
(other stakeholders)
Program Level
Client
Reg
iEHR
Provincial Level
Organization
Transition
Projects
Sys
Int
RHA’s
BP
Design
Testing
BT
(Training)
Release LevelRelease 1…
Client
Reg
iEHR
Sys
Int
RHa;s BP
Design
Testing
BT
(Training)
Provincial Organization
Portfolio Manager
Program Level Design Authority
(Architecture & Standards)
PMO
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Internal Program Organization
Program Steering Group
Program Manager
Architecture
Design Authority
Portfolio of
Component Projects
iEHR CR
PR (?)
Other
Stakeholders Projects
Program
Management Office
Integration
Design Authority
Program Advisory Council
(other stakeholders)
Change Management
Provincial
Portfolio Manager
= Program Management Team
Hinweis der Redaktion
The project portfolio contains those projects within the Program and any other activities necessary to deliver the new capabilities expressed in the vision statement. Some projects may already exist, others will be new initiatives requiring formal commissioning by the Program.
The benefit profiles and blueprint provide the basis for identifying the project portfolio.
The program plan should include :
The project portfolio
The program schedule showing the relative sequencing of the projects, grouping the projects into chunks of deliverables, milestone review points.
Transition plan showing how the transition to the new environment will work.
Monitoring and control activities and performance targets.
It is important to include as much information as possible in the program plan but also to recognise that some details will not be available at this stage.
The plan will develop over the life of the program.
Note:
The program team should consider the skills profiles for each project and where there may be skill shortages, e.g. in project management or technical skills. It will also be necessary to think about procurement requirements and the possibilities for collaborative procurements across the projects - even across programs.
The project portfolio is a list of all the projects and activities that together will deliver the required ‘future state’ described in the Blueprint and hence achieve the capabilities expressed in the Vision Statement.
Checklist
Have all component project been identified?
Do the objectives of each project contribute to the delivery of the aim of the program?
Are the interdependencies of the projects clearly understood?
Is the high level project information included?
Standard project control processes:
Risk Management
Change Control
Issues Management
Program processes:
Interdependency management
Resource Management
The term ‘governance’ is defined here as the functions, processes, procedures and responsibilities that define how the Program is to be setup, managed and controlled.
Risk management at this level should be applied where:
• the information about risk can influence the program most effectively, such as where critical decisions are to be taken
• decisions being taken at the strategic level require program risk information
• program objectives are, or will be influenced by the changes to strategic objectives and vice versa
• where appropriate, Gate/Peer reviews will be required.
Risk management at this level should be triggered when:
• reviewing and reporting program status with regard to corporate and program objectives
• providing formal approval for, or reviewing projects against program and project objectives, goals and performance
• endeavouring to engage stakeholders in the program
• conducting program planning or rescheduling
• key projects show symptoms of failing, or have failed to meet their objectives
• starting a new acquisition lifecycle of a program
• preparing for Gate/Peer reviews
• significant changes are planned or have occurred at any of the other levels – that is, strategy, project, operations
• they are an integral part of the Program/project management process, such as PRINCE 2.
Note: Project Risks are typical of the following type:
Personnel, technical, cost, schedule, resource, operational support, quality and provider failure.
Operational issues/risks should be considered at this level as they affect the project and how it needs to be run. Strategic and program related risks should be communicated to this level where they could affect project objectives. Project managers should communicate risks to other projects and operations as appropriate
Joint working and partnerships often involve more complex types of risk.
For example, if a service (or component of a service) provided by one organization is delayed or of poor quality, the success of the whole collaboration can be put at risk.
You must make sure that your organization knows about the risk management approaches of your partners and, where feasible, consider adopting a shared risk register and risk management process.
Sharing information means that the risks of joint working can be identified and managed.
Create a Program Manual documenting these or referring to standards and documents to use.
Program Steering Group
Roles & Responsibilities
Decision Makers
Advisers for key team business and scope issues
Represents enterprise at executive level
Key Program sponsors
Operating Guidelines
Bi-weekly Meetings
Barrier-Driven Agenda
Fast path decision process
Program Advisory Council
The Program Advisory Council provides the business direction and ownership for the program releases.
Roles & Responsibilities
Generate issues and validate design
Provide business direction and issue resolution to the PMO and Release Team
Support program team transformation as Change Leaders
Operating Guidelines
Monthly Meetings
Schedule to be communicated