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Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved V4.1
Facilitated MethodsGreta Blash, PgMP, PMP, PMI-PBA, PMI-ACP,
CDAP, CDAI
PMP® and PMBOK® are either a mark or a registered mark of the Project Management Institute, Inc.
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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The Standard for Program Management, 4th edition is a recognized global standard for project and program management profession
Used in conjunction with PMI® Standards
� PMBOK® Guide
Practice Guides� Business Analysis for Practitioners: A Practice Guide
� Benefits Realization
� Implementing Organizational Change Management
� Managing Change in Organizations
� Governance of Portfolios, Programs and Projects
� Navigating Complexity
� Practice Standard for Project Risk Management
PMP® and PMBOK® are either a mark or a registered mark of the Project Management Institute, Inc.
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
“Related projects, subsidiary programs, and program activities managed in a coordinated manner to obtain benefits not available from managing them individually”
Delivers benefits through component projects and subsidiary programs
Aligns program components for optimal delivery Integration Control
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
“Temporary endeavor undertaken to create a unique product, service, or result”
Delivers results based on needs, concerns and stakeholder expectations
Drives change from current state to future state
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Organizational project management (OPM) Strategy execution framework
Enables organizations to deliver strategy
Portfolio management Business strategies alignment
Program management Components interdependencies
Project management Achieves organizational goals
and objectives
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Uncertainty Change
Internal – change within the program External – Need to adapt the organization to exploit
program benefits
Complexity Governance Stakeholders Definition Benefits delivery Interdependency Resources Scope Risk Change
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Figure 1-4 Page 17PMBOK® Guide – 6th edition
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Standard for Program Management – Fourth Edition. Material from this
publication has been reproduced with the permission of Project Management Institute, Inc.
Program Strategy Alignment
Program Benefits Management
Program Governance
Program Stakeholder Engagement
Program Life Cycle Management Program Definition
Program Delivery (Components)
Program Closure/Transition
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Standard for Program Management – Fourth Edition. Material from this
publication has been reproduced with the permission of Project Management Institute, Inc.
Program Business Case
Program Charter
Program Roadmap
Environmental Assessments
Program Risk Management Strategy
*Identifies program outputs and outcomes to provide benefits aligned with the organization’s goals and objectives
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Standard for Program Management – Fourth Edition. Material from this
publication has been reproduced with the permission of Project Management Institute, Inc.
Formulation
Planning
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
Benefits Identification
Benefits Analysis and Planning
Benefits Delivery
Benefits Transition
Benefits Sustainment
*Defines, creates, maximizes, and delivers the benefits provided by the program
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
Program Stakeholder Identification Program Stakeholder Analysis Program Stakeholder Engagement Planning Program Stakeholder Engagement Program Stakeholder Communication
*Identifies and analyzes stakeholder needs and manages expectations and communications to foster stakeholder support
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
Program Governance Practices
Program Governance Roles
Program Governance Design and Implementation
*Enables and performs program decision making, establishes practices to support the program, and maintains program oversight
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
Program Definition Program formulation Program planning
Program Delivery Component authorization and planning Component oversight and integration Component transition and closure
Program Closure
*Manages program activities required to facilitate effective program definition, program delivery, and program closure
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Standard for Program Management – Fourth Edition. Material from this
publication has been reproduced with the permission of Project Management Institute, Inc.
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
17
Formulation
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Justifies need for program defining how the expected outcomes would support the organization’s strategic goals and objectives
Originally written by the program sponsor
Program manager continually reviews and assesses program outcomes
compared to the business case
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*These definitions are taken from the Glossary of the Project Management Institute, The Standard Program Management – Fourth Edition, Project Management Institute, Inc. 2018.
Translates strategic objectives into program objectives
Authorizes funding and resources for program Identifies and formally assigns Program Manager Documents high-level information on the program
and component product, service, or result Business needs, goals & objectives and initial customer
requirements Issued by program sponsor, PMO, portfolio steering
committee or initiator external to the program organization
*Document issued by a sponsor that authorizes the program management team to use organizational resources to execute the program and links the program to the organization’s strategic objectives
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Chronological representation of a program’s intended direction
Graphically depicts dependencies between major milestones and decision points
Reflects linkages between business strategy and program work
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Culture, style, organizational structure
Program manager’s authority level
Program-based versus non-program-based organizations
External organizations
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Identifies risk management activities
Strategy alignment
Definition of risk thresholds
Identification of initial risks
Determine risk response strategy
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Historical information analysis Successes
Failures
Lessons learned
SWOT analysis
Assumption analysis
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Phases Definition Phase (overlaps with Strategic Alignment) Delivery Phase Closure Phase
Activities Change Management Scope Management Schedule Management Financial Management Resource Management Communications Management Information Management Risk Management Quality Management Procurement Management
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Assessments Program change
Program communication
Program information management
Program procurement
Program quality
Program initial risk
Program schedule
Program scope
Estimates Program resources
Program initial costs
Program management plan
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High-level initial plan to coordinate available funding, determine constraints and determine how funding is allocated
Funding models may vary
Impacts: Updates to business case
Updates to program communication management plan
Updates to stakeholder engagement plan
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Defines basis of all program work and how the work will be performed
Central document that guides program’s execution and control
Coordinates all component plans Change management plan Scope management plan Schedule management plan Cost management plan Quality management plan Resource management plan Communications management plan Information management plan Risk management plan Procurement management plan Stakeholder engagement plan
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Program Delivery
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Core activity that occurs across the entire program life cycle
Coordinates multiple components
Activities include: Program delivery management
Program performance monitoring and controlling
Benefits sustainment and program transition
Program closeout
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Support structure to assist the program
Establishes management personnel and technical resources
PMO may be a core part of the infrastructure for consistency Policies
Standards
Training
Program Management Information System (PMIS)
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Tracking, monitoring and controlling program funds and expenditures
Starts once initial funding is received and expenses begin to be paid
If costs exceed planned budget – may no longer satisfy business case
Key activities include Identify and communicate changes to budget
baseline
Monitor cost reallocation among components
Monitor contract expenditures
Manage program infrastructure expenditures
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Monitor, control and adapt program resources
Includes prioritization of resource usage
Resources are often shared among different components
Scarce resources must be carefully controlled
Includes updates to the program resource management plan
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Transition planning Readiness of receiving organization
Benefit sustainment plan
Transfer of remaining risk
Information archiving and transition
Transfer or program knowledge Documentation
Training
Materials
Lessons learned
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Ongoing maintenance activities performed beyond the end of the program by receiving organizations
Responsibility for benefits may pass to another organization or program at program closure
Benefits sustainment plan should be developed prior to program closure Risks Processes Measures Metrics Tools
Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
36Program Management Domains, Phases and ActivitiesAdapted from Table 7-1
Page 104
Phases Program Definition Program Delivery Program Closure
Sub-PhaseFormulation
Planning
Component -Authorization & Planning -Oversight & Integration -Transition and Closure
Transition
Sustainment
*Program Governance Program Governance
*Program Strategy Alignment
Program Business CaseProgram CharterProgram RoadmapEnvironmental AssessmentsProgram Risk Management Strategy
*Benefits ManagementBenefits IdentificationBenefits Analysis and Planning
Benefits Delivery Benefits Transition
Benefits Sustainment
*StakeholderProgram Stakeholder IdentificationProgram Stakeholder AnalysisProgram Stakeholder Engagement Planning
Program Stakeholder EngagementProgram Stakeholder Communications
*Integration(Core Activities)
Program Infrastructure DevelopmentProgram Delivery ManagementProgram Performance Monitoring and ControllingBenefits Sustainment and Program Transition
Program Closeout
ScopeProgram Scope AssessmentProgram Scope Management Planning
Program Scope Monitoring and Controlling
ChangeProgram Change AssessmentProgram Change Management Planning
Program Change Monitoring and Controlling
ScheduleProgram Schedule AssessmentProgram Schedule Management Planning
Program Schedule Monitoring and Controlling
Financial
Program Initial Cost EstimationProgram Cost EstimationProgram Financial Framework Establishment Program Financial Management Planning
Program Cost BudgetingComponent Cost EstimationProgram Financial Monitoring and Controlling
Program Financial Closure
ResourceProgram Resource AssessmentProgram Resource Management Planning
Resource Interdependencies ManagementProgram Resource Transition
CommunicationsProgram Communications AssessmentProgram Communications Management Planning
Program Information DistributionProgram Reporting
Information Program Information Management Planning Lessons LearnedProgram Information Archiving and Transition
QualityProgram Quality AssessmentProgram Quality Management Planning
Program Quality Control
RiskProgram Risk Assessment Program Risk Management Planning
Program Risk Monitoring and ControllingProgram Risk IdentificationProgram Risk AnalysisProgram Risk Response Management
Procurement
Program Procurement AssessmentProgram Procurement Management Planning Program Contracts Administration Program Procurement Closure
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Facilitated Methods:Division of Blash Enterprises Inc. Copyright© 2020 All rights reserved
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Strategic alignment and benefits
Risk assessment and response strategy
Assess situations prior to creating the project management plan
Monitor stakeholder engagement
Transition and sustainment –
benefit realization
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For more information
please feel free to contact us:
Greta Blash, PgMP, PMP, PMI-PBA, PMI-ACP, CDAP, CDAI
https://www.linkedin.com/in/gretablash