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Program Management

The PMI WayDavid Whelbourn

7th April 2006

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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 in Context

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Relationship Between The Domains

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Benefit Delivery by Program Management

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Program Management Framework

Managing the Portfolio of Component Projects

Project

Project

Project

Project

Change Management

Program Governance

Project

ProgramDefinition

VisionObjectivesScopeArchitectureApproachResourcingResponsibilitiesDependenciesIntegration

Program Closure

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Program Lifecycle

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Program Lifecycle

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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 FrameworkContext 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 LevelOrganization

TransitionProjects

SysInt

RHA’s BP

DesignTesting BT

(Training)

Release LevelRelease 1…

Client Reg iEHR

SysInt RHa;s BP

DesignTesting 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

IntegrationDesign Authority

Program Advisory Council (other stakeholders)

Change Management

ProvincialPortfolio Manager

= Program Management Team