Seminar In Project Management Course Code - 707

1. MS Project Management Program Management Performance Domains & Life Cycle Management Seminar In Project Management Course Code - 707 Lecture # 3

2. 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

3. Program Management Performance Domains

4. 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.

5. PROGRAM MANAGEMENT PERFORMANCE DOMAINS Program managers actively carry out work within multiple Program Management Performance domains during all program management phases.

6. PROGRAM MANAGEMENT PERFORMANCE DOMAINS • Program Strategy Alignment • Program Benefits Management • Program Stakeholder Engagement • Program Governance • Program Life Cycle Management

7. Program Strategy Alignment Identifying opportunities and benefits to achieve the organization’s strategic objectives through program implementation.

8. 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

9. Program Benefits Management Defining, creating, maximizing, delivering, and sustaining the benefits provided by the program.

10. 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.

11. 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.

12. 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

13. 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

14. 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

15. 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

16. 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

17. Program Life Cycle Management

18. Program Life Cycle Management Managing all of the program activities related to program definition, program benefits delivery, and program closure

19. 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

20. 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: • Program formulation • Program preparation. The program manager is selected and assigned during program formulation.

21. 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.

22. 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.

23. 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.

24. Program Benefits Delivery Phase Each program component will iterate through the following component-level sub phases: • Component planning and authorization, • Component oversight and integration, and • Component transition and closure.

25. 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.

26. 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

27. 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

28. Program Closure Phase The purpose of this phase is to execute a controlled closure of the program. This phase consists of two sub phases: • Program transition • Program closeout.

29. i) Program Transition Prior to program transition, the governance board is consulted to determine whether: • The program has met all of the desired benefits and all transition work was performed within the component transition, • There is another program or sustaining activity that will oversee the ongoing benefits for which this program was chartered

30. ii) Program Closeout Once the sponsoring organization approves the program closure, numerous activities occur to formally closeout the program

31. PROGRAM MANAGEMENT SUPPORTING PROCESSES The process definitions and terminology at the program level are very similar to the processes at the project level. • Program Communications Management • Program Financial Management • Program Integration Management • Program Procurement Management • Program Quality Management • Program Resource Management • Program Risk Management • Program Schedule Management • Program Scope Management

32. Summary of This Lecture In this Lecture, we have discussed about • Program management performance domains • Program life cycle management • Program management supporting processes

33. THANK YOU!