The Parthenon of Programs

1. The Parthenon of Programs Kerry R. Wills

2. The Parthenon • Temple of the Athena • Built in 438 BC • Enduring symbol of ancient Greece

3. Context Like Ancient Greece, Programs need to endure long and difficult journeys filled with many battles, challenges and changes • Increasing size, complexity, cost and duration • Evolving and changing scope • Resource challenges • Unplanned risks and issues • Stakeholder battles • Budget constraints • Unexpected problems

4. Context Programs are increasing in size, but larger programs are the least successful Standish, 2015

5. The Parthenon of Programs To endure over time, programs need to be built on a solid foundation with strong pillars and ceiling • Structure: Setting up programs to maximize effectiveness of team • Process/Tools: Support the management of work and transparency of delivery • People: Strong team to deliver against the commitments • Planning: Proper plans for work, resources, milestones and cost • Management: Ensures that work gets done and obstacles get removed Management Processes/Tools (PMO) People Planning Structure

6. Structure • Foundational to programs • Ensure that program is set up properly to maximize effectiveness and optimize the resources • Organizing work into discrete and logical buckets of work with specific scope boundaries • Clear roles & responsibilities • Matrixed accountability • Manage work at the solution level end-to-end, not the organizational level

7. Structure: Solution Teams Solutions are becoming more complicated, resulting in the need to manage work across different teams • Plans • Solutions • Data Flows • Testing • Readiness Program Solution Team 1 Solution Team 2 Delivery Team 3 Delivery Team 7 Delivery Team 2 Delivery Team 6 Delivery Team 1 Delivery Team 4 Delivery Team 5

8. Structure: Solution Teams There are many benefits to the Solution model

9. Structure: Matrixed Model Because of increasing complexity, programs have become very matrixed Program Project 1 Project 2 Program Office Solution Team 1 Testing Lead Technical Lead PM Lead BA Delivery Team 1 Delivery Team 2 Business Lead Developer Developer PM PM Analyst Analyst Tester Tester Delivery Lead Solution Team 2 Testing Lead Testing Lead Technical Lead PM Lead BA Delivery Team 3 Delivery Team 4 Developer Developer PM PM Analyst Analyst Tester Tester

10. Structure: Matrixed Model There should be a clear scope breakdown into programs and teams

11. Structure: Roles Roles and responsibilities are required for each level of the program

12. Processes/Tools (PMO) Successful organizations and programs have formal processes established Organization Project PMI, 2015

13. Processes/Tools (PMO) • Build processes and tools to align to the program structure • Used to diligently manage the work and provide transparency into progress and risks • Enables team to operate effectively by defining the “what” and the “how” • Ensures communications, quality, reporting, metrics and consistency

14. Processes/Tools (PMO) 1. How We Work 2. Single Sources of Truth 3. Real Time Health 4. Operational Items • Operations Playbook • Delivery Playbook • Process Documentation • Project Inventory • Capability /Scope Inventory • Financials • Master Schedule • Vendor Inventory • Infrastructure Inventory • Resource Roster • Intake Pipeline • Financials • Schedule • Milestones • Effort • Testing Metrics • Productivity • Status • Action Items • Risks • Issues • Changes • Decisions • Logistics • Ad-Hoc Reports

15. Processes/Tools (PMO): Interrelationships Contract Inventory Infra Inventory Finance Model Finance Info • Forecasts • Actuals • Reports • Contracts Align Financials To Work Project Planning Tool Status Align Financial and Effort Forecasts Resource Model Program Schedule • Releases • Major Milestones • Team Roster • Resource Effort Align Resource Effort to Work Resource Info TBH Inventory Align Resource and Work Effort Program Plan Capability Inventory Effort Model Align Effort to Work Milestones • Effort for each Capability • Deliverables • Effort Rollups by Track/Roles • Master Scope Inventory Project Plan Project Plan Manage Changes/Scope Milestone Tracker Project Plan Align Effort to Milestones • Progress • “Earn” Effort • Variances Progress Action Log Change Log Risk Log Communications Issue Log

16. People • Structure won’t work without the right people • We spend a significant amount of time together (some studies suggest 80%) • There are many different roles, which all have to work together • PMI study - Talent deficiencies significantly hamper 40 percent of strategy implementation efforts • A strong team can ensure better delivery than any process or framework • High performing and motivated team members

17. People: Competencies It is important to recognize the right competencies for the roles Technical Acumen Role Fundamentals Consultative Business Acumen • Role-specific processes (e.g. requirements elicitation) • Role-specific tools (e.g. Testing and defect tracking) • Knowledge in key systems • Knowledge in information flow across a solution • Knowledge of technologies used in solution • Facilitation • Negotiation • Communications • Influencing • Relationship-building • “Presence” • Deep knowledge in business subject areas • Knowledge of industry specifics and trends • Knowledge of products • Knowledge of business processes and rules

18. People: Motivation Motivated employees are more productive • Seek to understand motivators • Empower team members • Promote a “we” culture • Expect and recognize excellence • Be a champion • Develop a plan to engage and motivate • Higher quality results • Innovate and improve • Cost of turnover • Positive attitude is contagious • Recruit additional talent

19. People: Considerations Several other considerations when managing people • Dedicated resources for critical roles • Virtual resources and teams • The right fit to roles • Contractor mix • Supplement for deficiencies • Look for multipliers

20. Planning Having the right structure, people and tools is important but planning is needed to ensure everything is working together to meet goals Schedule Effort/Work Scope Cost Resources Informs Drives Estimates PMO Processes and Tools Team Member Input

21. Planning Good planning allows for transparency and management of expectations

22. Planning Planning requires the right investment up front • Baseline the plans • Manageable work units • Account for rework • Consider constraints • Utilize contingency • Develop the schedule “left to right”

23. Management Each of the components allows for effective management of the program Management Structure Organization Tracking/ Transparency Plans Expectations Taking Action Processes/ Tools Insights Communicating/ Reporting People Performance

24. Management: Tracking and Transparency PMO processes should be used to track and report on progress

25. Management: Taking Action Program challenges require timely and informed actions

26. Management: Communicating and Reporting There are several types of program communications

27. Management: Considerations Management requires some important concepts to consider • Accountability of roles • Use processes and tools to maintain information • Holistic management • Continuous improvement of structure and processes • Focus on the “how” • Leadership is important

28. All Elements Are Needed

29. The Parthenon In order for our programs to survive over time we need the proper organization • Foundation of the right structure • Program Office to provide processes and tools that generate insight and transparency • High performing and motivated people to perform the work • Proper planning • Diligent management over the work

30. Evolution of the Consulting Model IMPROVING EXECUTING PLANNING Assessing and Improving Having Right People/Skills • Details out the changing landscape • Highlights skills and ways to obtain them • 26 Case Studies Setting up Solid Structure • Identifies components of structure • Details techniques • Provides real-life considerations • Case for assessments • Approach for assessment • Considerations for each step • Includes case studies and checklists for reference Executing Well http://kerrywills.wordpress.com kerryrwills@gmail.com • Parthenon of Programs