Transcript MSPM 707- SPM Lecture 03 (Program Management Performance Domains Life Cycle).ppt

MS Project Management
Seminar In Project Management
Course Code - 707
Program Management Performance Domains
& Life Cycle Management
Lecture # 3
Summary of Previous Lecture
In previous Lecture, we have discussed about
 The program
 Program management
 Program management benefits
 Project, program, portfolio interaction
 Relationship between project, program & portfolio
management
 Competencies and role delineation study of program
manager
Program Management
Performance Domains
PROGRAM MANAGEMENT PERFORMANCE DOMAINS
Program
Management
Performance domains are
complementary groupings of
related areas of activity,
concern, or function that
uniquely characterize and
differentiate the activities
found in one performance
domain from the others
within the full scope of
program management work.
PROGRAM MANAGEMENT PERFORMANCE DOMAINS
Program managers actively
carry out work within
multiple
Program
Management Performance
domains during all program
management phases.
PROGRAM MANAGEMENT PERFORMANCE DOMAINS
 Program Strategy Alignment
 Program Benefits Management
 Program Stakeholder Engagement
 Program Governance
 Program Life Cycle Management
Program Strategy Alignment
Identifying opportunities and
benefits to achieve the
organization’s
strategic
objectives through program
implementation.
Program Strategy Alignment
 Programs are designed to align with organizational strategy
and ensure organizational benefits are realized.
 As any organization develops its strategy, there is typically
an initiative evaluation and selection process that helps the
organization determine which initiatives to approve, deny, or
defer
 A decision-making body may issue a program mandate that
defines the strategic objectives and benefits a particular
program is expected to deliver.
 While project managers lead and direct the work on their
components, it is the program manager’s responsibility to
ensure alignment of the individual plans with the program’s
goals and intended benefits in support of the achievement of
the organization’s strategy
Program Benefits Management
Defining,
creating,
maximizing, delivering,
and sustaining the
benefits provided by
the program.
Program Benefits Management
Program
Benefits
Management
includes
processes to clarify the
program’s planned benefits
and intended outcomes and
includes
processes
for
monitoring the program’s
ability to deliver against
these
benefits
and
outcomes.
Program Benefits Management
 Identify and assess the value and impact of program benefits,
 Monitor the interdependencies between the outputs being
delivered by the various projects within the program and how
those outputs contribute overall to the program’s benefits,
 Analyze the potential impact of planned program changes on
the expected benefits and outcomes,
 Assign responsibility and accountability for the realization of
benefits provided by the program.
 Align the expected benefits with the organization’s goals and
objectives,
 Assign responsibility and accountability for the realization of
benefits provided by the program and ensure that the benefits
can be sustained.
Program Stakeholder Engagement
Capturing and understanding
stakeholder needs, desires,
and expectations and analyzing
the impact of the program on
stakeholders,
gaining
and
maintaining
stakeholder
support, managing stakeholder
communications,
and
mitigating/channeling
stakeholder resistance
Program Stakeholder Engagement
 Stakeholders represent all those who will interact with the
program as well as those who will be affected by the
implementation of the program.
 stakeholders
cannot
be
managed—only
stakeholder
expectations can be managed
 Stakeholder engagement is often expressed as direct and
indirect communication between the stakeholders. Stakeholder
engagement, however, includes more than just communication.
 Stakeholder engagement at the program level can be
challenging because stakeholders view the program benefits as
change. People have a propensity to resist change whenever




They have not directly requested it,
They have participated in creating it,
They do not understand the necessity for it,
They are concerned with the effect of the change on them personally
Program Governance
Establishing processes and
procedures for maintaining
program
management
oversight and decision-making
support for applicable policies
and practices throughout the
course of the program
Program Governance
Program Governance covers
the systems and methods by
which a program and its
strategy
are
defined,
authorized, monitored, and
supported by its sponsoring
organization.
Program Governance refers
to
the
practices
and
processes conducted by a
sponsoring organization to
ensure that its programs are
managed
effectively
and
consistently
Effective Program Governance
 Establishing clear, well-understood agreements as to how the
sponsoring organization will oversee the program and the degree
of autonomy that the program will be given in the pursuit of its
goals
 Ensuring that the goals of the program remain aligned with the
strategic vision, operational capabilities, and resource
commitments of the sponsoring organization
 Endorsing and enabling the pursuit of program components,
including projects, subprograms, and other program work;
 Creating a venue for communicating program risks and
uncertainties to the organization
 Creating a venue for communicating and addressing issues that
arise during the course of program performance
 Conducting periodic organizational reviews of the progress of the
program in delivering its expected benefits
Program Life Cycle
Management
Program Life Cycle Management
Managing all of the
activities related to
definition, program
delivery,
and
closure
program
program
benefits
program
Program Life Cycle Management
Programs are often implemented by using discrete (and
sometimes overlapping) phases. These phases include:
Program Definition: Program definition activities typically occur
as the result of an organization’s plan to fulfill strategic
objectives or achieve a desired state within an organization’s
portfolio.
Program Benefits Delivery: Throughout this iterative phase,
program components are planned, integrated, and managed to
facilitate the delivery of the intended program benefits
Program Closure: The purpose of this phase is to execute a
controlled closure of the program
Program Definition Phase
The primary purpose of the program definition phase is to
elaborate the business case or strategic plan objectives and
expected program outcomes.
Program definition generally falls into two distinct but
overlapping sub-phases:
i. Program formulation
ii. Program preparation.
The program manager is selected and assigned during
program formulation.
i) Program Formulation
During program formulation, the sponsoring organization
assigns a program sponsor to oversee the program.
The sponsor, sponsoring organization, and the program
manager work closely together to:
 Secure program financing;
 Initiate studies and estimates of scope, resources, and
cost;
 Develop an initial risk assessment; and
 Develop a program charter and roadmap.
ii) Program Preparation
In program preparation, the program organization is defined,
and an initial team is deployed to develop the program
management plan.
Key activities in this sub phase include:
 Establishing a governance structure,
 Deploying the initial program organization, and
 Developing a program management plan.
Program Benefits Delivery Phase
The work in this phase includes the program and components.
Component management plans (covering cost management,
scope management, schedule management, risk management,
resource management, etc.) are developed at the component
level (component level work) and integrated at the program
level (integrative work) to maintain alignment (program level
work) with the program direction to deliver the program
benefits.
The program facilitates interactions with components to
accomplish goals, manage changes, and mitigate risks and
issues in order to position for success.
Program Benefits Delivery Phase
Each program component will iterate through the following
component-level sub phases:
i. Component planning and authorization,
ii. Component oversight and integration, and
iii. Component transition and closure.
i) Component Planning and Authorization
Component planning is performed
throughout the duration of the
program benefits delivery phase in
response to events that require
significant
re-planning
or
new
component initiation requests
Each component has associated
management plans. These may
include a project management plan,
transition plan, operations plan,
maintenance plan, or other type of
plan depending upon the type of work
under consideration.
ii) Component Oversight and Integration
In the context of a program, some
components may produce benefits
immediately, while other components
are integrated with others before the
associated benefits may be realized.
Without
this
step,
individual
components
may
produce
deliverables; however, the benefits
may not be realized without the
coordinated delivery
iii) Component Transition and Closure
After program components produce
deliverables
and
coordinate
the
successful delivery of their products,
services or results, they may be closed
or transitioned into another organization
and then closed.
Transition addresses the need for
ongoing activities such as product
support, service management, change
management, user engagement, or
customer support from a program
component to an operational support
function in order for the ongoing benefits
to be achieved
Program Closure Phase
The purpose of this phase is to execute a controlled closure of
the program.
This phase consists of two sub phases:
i. Program transition
ii. Program closeout.
i) Program Transition
Prior to program transition, the governance board is consulted
to determine whether:
i.
The program has met all of the desired benefits and all
transition work was performed within the component
transition,
ii. There is another program or sustaining activity that will
oversee the ongoing benefits for which this program was
chartered
ii) Program Closeout
Once the sponsoring organization approves the program
closure, numerous activities occur to formally closeout the
program
PROGRAM MANAGEMENT SUPPORTING PROCESSES
The process definitions and terminology at the program level
are very similar to the processes at the project level.
i. Program Communications Management
ii. Program Financial Management
iii. Program Integration Management
iv. Program Procurement Management
v. Program Quality Management
vi. Program Resource Management
vii. Program Risk Management
viii. Program Schedule Management
ix. Program Scope Management
Summary of This Lecture
In this Lecture, we have discussed about
 Program management performance domains
 Program life cycle management
 Program management supporting processes
THANK YOU!